Source file signed link, expires in 15 minutes
Extracted text 610
Page 1
Reinventing the Core
to Shape Indonesia’s
Digital Future
A n n u a l R e p o rt
2025 ANNUAL REPORT 2025 a
Page 2
Disclaimer PT Telkom Indonesia (Persero) Tbk has published this Report as a form of transparency and accountability to present material data and information for our stakeholders. In general, the contents of this Report are derived from internal analysis as well as credible document sources and trustworthy sources. Some parts of this Report contain data and information that are forward-looking statements such as targets, expectations, forecasts, estimates, prospects, or projections of Telkom’s future operational performance and business conditions. Before being presented in this Report, Telkom has carefully considered the data and information. However, Telkom understands that risks and uncertainties that are caused by several factors, such as changes in the economic, social, and political conditions in Indonesia may affect future operational performance and business conditions. Consequently, Telkom would like to remind readers that Telkom cannot guarantee that the data and information that comprise this Report’s forward-looking statements are true, accurate, and can be fulfilled entirely. In addition to publishing this Report, Telkom as a company listed on the New York Stock Exchange (NYSE) is also required to submit SEC Form 20-F as Annual Report to the Securities and Exchange Commission (SEC). Therefore, some of the information in the 2025 Annual Report can also be found in SEC Form 20-F, although the two Reports are not the same. The terms of “Telkom” and Company in this Report refer to the parent entity, while the terms of “Telkom and Subsidiaries” or “TelkomGroup” refer to the parent company and its subsidiaries and affiliated entities together. However, the use of the term “Telkom” does not exclude subsidiaries and affiliates from the scope of the contents and discussion of the Report. For the convenience of stakeholders, the electronic document of this 2025 Annual Report can be accessed and downloaded through http://www.telkom.co.id or by scanning the following QR code: IDX Ticker: TLKM NYSE Ticker: TLK Telkom stakeholders can submit questions and suggestions to: Corporate Secretary The Telkom Hub, Telkom Landmark Tower 36th Floor Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia E-mail : investor@telkom.co.id Facebook : TelkomIndonesia Instagram : telkomindonesia Twitter/X : @telkomindonesia Website : www.telkom.co.id
Page 3
Reinventing the Core to Shape Indonesia’s Digital Future Through the theme “Reinventing the Core to Shape Indonesia’s Digital Future,” Telkom highlights its focused transformation to rebuild its foundation and reinforce its position as Indonesia’s leading digital ecosystem enabler. It represents Telkom’s shift to a Strategic Holding that drives growth through operational excellence, portfolio simplification, and asset value optimization. This transformation centers on renewal, focus, and progress by renewing the organization’s structure and culture, focusing on core capabilities in connectivity, infrastructure, and digital platforms, while driving continuous progress toward sustainable digital leadership. Through this process, Telkom is laying a stronger, more agile foundation to shape Indonesia’s digital advancement, support national competitiveness, and create lasting value for all stakeholders.
Page 4
Table of Contents
109 Chronology of Other Securities Registration
01 Telkom Highlights
Use of Public Accounting Services and Public
111
Accounting Firms
6 Telkom Transformation 2030
Name and Address of Institutions and/or Supporting
113
10 Telkom Profile and Subsidiaries Capital Market Profession
16 Products and Customers
18 Operational Areas and Services Management Discussion
04
20 Key Financial Highlights and Analysis
24 Sustainability Highlights 116 Business Overview
26 Stock Information 122 Operational Overview by Business Segment
Information on Obligations, Sukuk or Convertible 134 Marketing Overview
28
Bonds
144 Comprehensive Financial Performance
29 Key Events in 2025
161 Solvency
Capital Structure and the Management Policies for
162
Capital Structure
02 Management Reports
163 Realization of Capital Expenditure
34 Report of the Board of Commissioners 164 Material Commitment for Capital Expenditure
42 Report of the Board of Directors 165 Receivables Collectability
Statement Letter of Responsibility for Material Information and Fact After Accountant
52 166
2025 Annual Report Reporting Date
167 Business Prospects and Sustainability of the Company
170 Comparison of Initial Year Target and Realization
03 About Telkom
170 Target or Projections for the Following Year
171 Dividend
56 Purpose, Vision, Mission, and Strategy
171 Realization of Public Offering Fund
58 Corporate Culture and Values
Material Information Regarding Transaction with
60 Telkom Milestones and Company Name Changes
172 Conflict of Interest, Transaction with Affiliated Parties,
62 Business Activities Investment, Divestment, and Acquisition
64 Telkom Organizational Structure 173 Changes in Law and Regulation
66 List of Industry Association Memberships 173 Changes in Accounting Policy
68 Board of Commissioners’ Profiles
78 Board of Directors’ Profiles
05 Corporate Governance
91 Senior Vice Presidents’ Profiles
92 Telkom Employee Profile 176 Corporate Governance Principle and Platform
96 Shareholders Composition 183 Corporate Governance Structure
Subsidiaries, Associated Companies, and Joint 184 Corporate Governance Assessment
100
Ventures
185 General Meeting of Shareholders (GMS)
107 Chronology of Stock Registration
203 Board of Commissioners
2 ANNUAL REPORT 2025
Page 5
225 Committee Under the Board of Commissioners
294 Board of Directors
Nomination and Remuneration of the Board of
322
Commissioners and the Board of Directors
326 Corporate Secretary
328 Internal Audit Department
331 Internal Control System
335 Risk Management System
353 Significant Legal Disputes
354 Corporate Code of Conduct
357 Employee Stock Ownership Program
Policy Regarding Reporting Share Ownership of Consolidated Financial
358
Directors and Commissioners 08
Statements
359 Whistleblowing System
Audited Consolidated Financial Statements 2025 and
366 Anti-Corruption Policy 450 Audited Financial Statements 2025 for
Program Pendanaan Usaha Mikro dan Usaha Kecil
374 Information Regarding Administrative Sanctions
375 Information Access and Company’s Public Data
Annual Report 2025 Feedback Form
606
377 Special Assignments PT Telkom Indonesia (Persero) Tbk
Corporate Social Responsibility
06
and Environment (CSR)
Brief Summary of Corporate Social Responsibility
380
and Environment
Corporate Social Responsibility and Environment
381
Program Implementation Report
07 Appendices
404 Appendix 1 : Glossary
409 Appendix 2 : List of Abbreviations
Appendix 3 : Cross Reference to the Circular Letter
412 by the Financial Services Authority
No. 16/SEOJK.04/2021
432 Appendix 4 : Affiliate Transactions List
ANNUAL REPORT 2025 3
Page 6
01. 4 ANNUAL REPORT 2025
Page 7
PT TELKOM INDONESIA (PERSERO) Tbk Telkom Highlights ANNUAL REPORT 2025 5
Page 8
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Telkom Transformation 2030
In 2025, Telkom took a historic step by undertaking capital management, and value creation optimizer at the
the most significant structural transformation in the group level, in line with Telkom’s transformation from a
Company’s history to become a strategic holding traditional telecommunications company to a national
company focused on creating long-term value. This digital infrastructure provider.
transformation is aimed at simplifying the portfolio,
With an increasingly clear direction for transformation
strengthening governance, and reorganizing the
and increasingly solid execution across all business
organization to enable faster, more accurate, and
units, Telkom has cemented its role as an enabler of
measurable portfolio execution.
Indonesia’s digital ecosystem and is driving sustainable
As the foundation for this transformation, Telkom has value creation on a national scale. This transformation
established Iconic Moves, the four pillars of TLKM 30 is a strategic foundation for entering the next phase of
transformation. Pillar T, namely operaTional and service growth, which will lead Telkom towards a more agile,
excellence pillar focuses on corporate culture reform, highly competitive corporate structure that is oriented
governance alignment, and improving the effectiveness towards consistent value creation for shareholders and
of capital and operational spending to drive efficiency and all stakeholders.
quality of service and user experience. Pillar L, namely
streamLining pillar is aimed at simplifying the business Telkom Transformation Strategy
structure through the consolidation of overlapping units
and the divestment of non-core lines so that resources can In response to the ever-evolving dynamics of the
fully support the company’s core competencies. Pillar K, telecommunications and digital industries, Telkom has
namely unlocK value pillar encourages the monetization established a clear, integrated, and long-term policy
of high-value infrastructure assets such as data centers, direction. Changes in customer behavior, the acceleration
towers, and fiber networks through strategic partnerships of digital technology adoption, increased competition,
that generate optimal added value. Meanwhile, pillar and increasingly complex governance requirements have
M, namely Modus operandi shift pillar emphasizes prompted Telkom to continue strengthening its business
Telkom’s shift from an operating company to a strategic foundation while improving the organization’s agility in
holding company that acts as a strategic director, processing change.
6 ANNUAL REPORT 2025
Page 9
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
The Company’s general policy direction is formulated as a strategic foundation to ensure business growth, business
model relevance, and the Company’s contribution in supporting the national digital transformation agenda. This policy is
designed to maintain a balance between short-term performance achievement and long-term capability development,
while upholding the principles of prudence, good governance, and the creation of sustainable value for all stakeholders.
Within this framework, the Company places strengthening its business fundamentals as the main focus of its strategic
policy. This strengthening includes improving operational performance, restructuring the business portfolio, developing
organizational capabilities, and optimizing the use of digital infrastructure assets. The strategic restructuring of the
business portfolio is also reflected in a recent corporate move approved by shareholders, namely the approval of the
spin-off of part of the Wholesale Fiber Connectivity business and assets to a new entity called InfraNexia. This approval
was obtained through an Extraordinary General Meeting of Shareholders on December 12, 2025, and is an integral part
of a broader transformation strategy and business focus restructuring.
The spin-off is part of the implementation of a policy direction that emphasizes portfolio restructuring and business
focus. Through InfraNexia, the Company can strengthen its focus on developing its fibre business with higher
operational efficiency and open opportunities for strategic partnerships in the future. This step is also in line with the
Company’s efforts to strengthen its infrastructure function as the main pillar of national digital connectivity.
Telkom Transformation Pillars
OPERATIONAL & SERVICE EXCELLENCE STREAMLINING
$ Reforming corporate culture and governance Consolidate overlapping business units and $
divest non-core business
$ Prudent capital allocation for both Capex and
Opex deployment to improve efficiency Refocus time, effort, and resources back to $
our core strength
$ High-yielding product offerings
TLKM 30
UNLOCK VALUE MODUS-OPERANDI SHIFT
$ Accelerate monetization of high-value infra Transitioning from an Operating to a Strategic $
assets such as data centers, towers, and fiber Holding setup to optimize (i) value creation and
assets (ii) Total Shareholders’ Return
$ Establish strategic partnership to crystalize Pivot from legacy telco to digital telco $
embedded value
Telkom’s transformation is carried out through four mutually integrated strategic pillars designed to strengthen the
Company’s position as a leader in the national digital ecosystem. These pillars form the main framework for driving
disciplined, focused, and consistent execution of transformation, with a focus on creating sustainable long-term value.
ANNUAL REPORT 2025 7
Page 10
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
operaTional and service excellence
This pillar focuses on strengthening operational and service quality as the main foundation of the Company’s
performance. Telkom is renewing its corporate culture and governance by instilling the principles of courage in
decision-making, integrity, service orientation, execution excellence, and organizational agility. These principles
are consistently translated and applied into daily work behaviour to keep pace with the demands of an increasingly
competitive industry.
In supporting operational excellence, the Company applies more effective capital allocation discipline, both for
capital expenditure and operational expenditure. This approach emphasizes return-based investment management,
increased procurement efficiency, and continuous, measurable portfolio monitoring. Through this strengthened
discipline, the Company strives to ensure that every use of resources contributes optimally to better performance and
customer experience.
streamLining
As part of strengthening its fundamentals, Telkom is implementing a comprehensive business structure simplification
initiative. This pillar is aimed at reducing organizational complexity through the consolidation of overlapping business
units, divestment of non-core businesses, and restructuring of licensing and business activities.
This simplification is in line with the Company’s direction towards a strategic holding structure, with a focus on several
core business pillars. Through the streamlining pillar, the Company can focus its time, attention, and resources on its
core competencies, while improving the health of its subsidiaries to be more focused, competitive, and aligned with
the group’s strategy.
unlocK value
The unlock value pillar focuses on optimizing and monetizing TelkomGroup’s high-value digital infrastructure assets.
With extensive infrastructure coverage, ranging from fiber networks, telecommunications towers, data centers,
to international connectivity and submarine cable systems, the Company sees significant potential value to be
strategically optimized.
This effort is carried out through the acceleration of asset monetization, the development of strategic partnership
schemes, and the separation of certain infrastructure entities to increase value transparency and management
flexibility. This approach aims to ensure that the scale and quality of Telkom’s infrastructure assets are more
proportionally reflected in the Company’s financial performance and value, while supporting the growing national
connectivity needs.
Modus-operandi shift
Telkom’s transformation also includes fundamental changes in the way the Company operates. Through this pillar, Telkom
is shifting from an operational holding model to a strategic holding model. In this new model, Telkom focuses on setting
strategic direction, managing portfolios, and supervising the performance of its subsidiaries, while operational activities
are managed by entities that are more focused and aligned with existing business specializations.
This change in modus operandi allows for a leaner parent structure, the elimination of business overlaps, and the alignment
of capabilities with the specific needs of each line of business. Thus, organizational productivity can be improved across
the board, and the value creation process can run more effectively and measurably.
8 ANNUAL REPORT 2025
Page 11
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
TLKM 30
SHAPING FUTURE THE DIGITAL
Quarter I/2025
January 13, 2025
Telkom strengthened its strategic
partnership with IBM to enhance Artificial
Intelligence (AI) development in Indonesia Quarter II/2025
February 11, 2025 April 23, 2025
Telkom distributed clean water Telkom Indonesia was
sanitation assistance to 232 once again included
locations across Indonesia in the LinkedIn Top
Companies 2025 list
March 18, 2025
TelkomGroup RAFI Readiness 2025: May 22, 2025 June 20, 2025
Connecting the Archipelago, Telkom and Zoom Telkom supported
Uniting Hearts during Eid al-Fitr established a thousands of job-ready
partnership to digital talents through
deliver AI-based
Quarter III / 2025 the Digistar Connect
solutions for the B2B program
market
July 25, 2025
Telkom introduced Digi Koperasi
to support the digitalization of
thousands of Koperasi Desa
Merah Putih
August 25, 2025
The NeutraDC Summit 2025
was held, fostering global
collaboration and launching
AI innovations
September 19, 2025
Introducing the world of
cybersecurity to young talents
through Telkom Cyberfest Vol. 2
Quarter IV / 2025
October 27, 2025 November 28, 2025 December 4, 2025
Telkom was recognized among Telkom held Explorise Pulse Inauguration of the neuCentrIX
the World’s Best Employers 2025 to support innovation and Jayapura Data Center to
2025, demonstrating strong collaboration between startups expand digital infrastructure
performance in workplace and state-owned enterprises while supporting equitable
practices and digital talent (SOEs) in driving the digital connectivity
management economy
December 12, 2025 December 24, 2025
Spin-off of InfraNexia, whereby Telkom Group accelerated
part of the Wholesale Fiber the restoration of digital
Connectivity business and services following disasters
assets were transferred in Aceh, West Sumatra, and
to PT Telkom Infrastruktur North Sumatra
Indonesia (InfraNexia) as part of
the Company’s portfolio-based
business transformation
ANNUAL REPORT 2025 9
Page 12
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Telkom Profile and Subsidiaries
Telkom Profile
Company Name Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk
Abbreviated Name PT Telkom Indonesia (Persero) Tbk
Commercial Name Telkom
Business Fields, The operation and management of telecommunications networks and services, informatics as well as the optimization
Type of Products, of the utilization of the Company’s resources
and Services
Corporate Status Public Company, State-Owned Enterprise
Ownership • Government of the Republic of Indonesia
- PT Danantara Asset Management 52.09%,
- Badan Pengaturan BUMN 0,00%
• Public 47.91%
Legality Tax Identification Number (NPWP) 01.000.013.1 093.000
Trade Business License (SIUP) based on Business Identification Number (NIB) No. 9120304490415
Company November 19, 1991
Establishment Date
Legal Basis of Based on Government Regulation No. 25 of 1991, the status of our Company was converted into a State-owned Limited
Establishment Liability Company (“Persero”), based on the Notarial Deed of Imas Fatimah, S.H. No.128 dated September 24, 1991, as
approved by the Ministry of Justice of the Republic of Indonesia by virtue of Decision Letter No. C2-6870.HT.01.01.th.91
dated November 19, 1991 and as announced in the State Gazette of Republic of Indonesia No. 5 dated January 17, 1992,
Supplement to the State Gazette No. 210
Head Office Graha Merah Putih
Address Jl. Japati No. 1, Bandung
Jawa Barat, Indonesia - 40133
Contact Phone : +62-22-4527117
Website : www.telkom.co.id
E-mail : corporate_comm@telkom.co.id and investor@telkom.co.id
Social Media Facebook : TelkomIndonesia
Instagram : telkomindonesia
Twitter/X : @telkomindonesia
YouTube : TelkomIndonesiaOfficial
LinkedIn : Telkom Indonesia
Stock Listing The Company is listed on the Indonesia Stock Exchange (IDX) and New York Stock Exchange (NYSE) since November 14, 1995
Ticker Indonesia Stock Exchange (IDX): TLKM
New York Stock Exchange (NYSE): TLK
Stock Type Series A Dwiwarna shares and series B shares
Authorized Capital 1 series A Dwiwarna share
389,999,999,999 series B shares
Issued and Fully 1 series A Dwiwarna share
Paid Capital 99,062,216,599 series B shares
Rating International : Baa1 (stable) from Moody’s and BBB/stable from Fitch Ratings
Domestic : idAAA by Pefindo for 2025
10 ANNUAL REPORT 2025
Page 13
Corporate Social Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk Environment (CSR) ANNUAL REPORT 2025 11
Page 14
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Subsidiary Profiles
As the largest telecommunications company
in Indonesia, Telkom has:
14 Directly owned and actively
operating subsidiaries
31 Indirectly owned
subsidiaries
9 Affiliated entities
12 ANNUAL REPORT 2025
Page 15
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Subsidiaries with direct ownership and actively operating:
PT Telekomunikasi Selular (Telkomsel) is a digital telecommunications service provider serving
mobile and fixed-broadband customers with a 4G network covering more than 97% of the population
and a pioneer of 5G services in Indonesia. In 2025, Telkomsel reported revenue of Rp109,307 billion,
with EBITDA of Rp49,624 billion and net income of Rp19,687 billion. These achievements reflect
Telkomsel’s commitment to delivering innovative and inclusive services that enhance the digital
experience for customers across Indonesia.
www.telkomsel.com
PT Telkom Infrastruktur Indonesia (TIF) is a company engaged in the provision of telecommunications
networks and services through network sharing and managed service schemes to support the service
needs of TelkomGroup. In 2025, TIF recorded revenues of Rp4,455 billion, EBITDA of Rp612 billion, and
net profit of Rp541 billion. As part of InfraCo’s transformation initiative in the Five Bold Moves strategy,
TIF is focused on managing and optimizing fiber network assets and providing neutral wholesale fiber
connectivity services to TelkomGroup’s internal customers and other telecommunications operators.
www.infraco.telkom.co.id
PT Dayamitra Telekomunikasi (Mitratel) is a nationwide telecommunications infrastructure
provider that plays a strategic role in supporting digital connectivity in Indonesia through its
tower construction and management business, colocation services, and fiber-to-the-tower (FTTT)
networks. In the 2025 fiscal year, the Company recorded solid performance with revenue of Rp9,534
billion, EBITDA of Rp7,835 billion, and net profit of Rp2,119 billion. These achievements reflect strong
business fundamentals, supported by stable recurring income and consistent operational discipline
amid selective expansion. The Tower Leasing business remains the primary contributor, reflecting
long-term revenue visibility, while the fiber business has grown significantly in line with increasing
demand for operator network capacity. At the same time, the Company continues to maintain cost
efficiency to ensure sustainable profitability growth. With a combination of solid growth, a resilient
revenue structure, and disciplined strategy execution, Mitratel continues to strengthen its position as
a leading digital infrastructure provider while creating long-term value for stakeholders.
www.mitratel.co.id
PT Telkom Data Ekosistem (NeutraDC) is a data center infrastructure ecosystem provider offering
global-standard data center services, including hyperscale data centers, enterprise data centers,
and edge data centers located across various strategic locations in Indonesia and internationally.
NeutraDC’s business portfolio focuses on providing data center infrastructure with colocation as its
core service, supported by additional ecosystem services such as managed data center operations,
cross-connects, and smart hands services.
At the end of the reporting period, NeutraDC recorded revenue of Rp1,594 billion, with EBITDA of
Rp572 billion and net profit of Rp150 billion. This performance was primarily driven by the dominant
contribution of colocation services as the Company’s main revenue source. Additionally, the
implementation of operational cost efficiencies in data center services further strengthened the
company’s profitability and provided added value to customers through improved overall operational
cost efficiency.
www.neutradc.com
ANNUAL REPORT 2025 13
Page 16
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
PT Telkom Satelit Indonesia (Telkomsat) is a company with a satellite business portfolio that
provides end-to-end satellite-based digital service focusing on customer needs (customer-
oriented). Throughout 2025, PT Telkom Satelit Indonesia (Telkomsat) reported revenue of
Rp1,844.4 billion, EBITDA of Rp556.7 billion, and a net loss of Rp249.5 billion, marking a decline
compared to the previous year. This was influenced by increasingly competitive satellite market
conditions, rising operating expenses, depreciation costs, and significant interest expenses
on loans.
Telkomsat remains committed to maintaining sustainable financial performance. The company
continues to expand its market presence through ongoing service innovation, strengthening
strategic partnerships, implementing operational efficiency measures, and controlling costs to
maintain profitability and support long-term growth focused on customer needs.
www.telkomsat.co.id
PT Telekomunikasi Indonesia International (Telin) is a global telecommunications operator that
provides telecommunications and IT service solutions overseas, with a global network of seven
subsidiaries actively operating overseas. In the 2025 reporting period, Telin recorded revenue of
Rp12,169 billion with EBITDA of Rp1,682 billion and net profit of Rp944 billion, in line with Telin’s North
Star—the company’s guiding principle and direction for realizing its vision of becoming the “Digital
Infrastructure and Platform Partner of Choice for Enterprise and Hyperscaler Growth in the Asia-
Pacific region.”
www.telin.net
PT Sigma Cipta Caraka (Sigma) is a company engaged in hardware and software consulting services
and hosting activities, optimizing the utilization of the company’s resources to support customer
business growth through its IT Services, Cloud, and Cyber Security business portfolio. At the end of
the fiscal year, Sigma reported revenue of Rp2,613 billion, EBITDA of Rp45 billion, and a net loss of
Rp363.6 billion—a 64.3% increase compared to the previous year’s net loss of Rp221.3 billion. This
aligns with the Company’s “Clean Sheet Strategy” program for 2025, which has directly impacted
the Company’s financial performance. This program was implemented with the aim of improving
fundamental preparations for the transformation in support of the B2B ICT initiative launched by
TelkomGroup Management.
www.telkomsigma.co.id
PT PINS Indonesia (PINS) is a company that provides various technological facilities equipment,
device integration, networks, systems, processes, and the Internet of Things (IoT). Throughout the
reporting year, PINS recorded revenues of Rp456 billion and EBITDA of Rp29 billion supported by a
shift in project management—from being initially managed by a partner to being self-managed by
PINS—which has resulted in more competitive margins. The net loss resulted from past transactions
related to a business partnership with PT Omni Inovasi Indonesia (TELE).
www.pins.co.id
14 ANNUAL REPORT 2025
Page 17
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
PT Multimedia Nusantara (TelkomMetra) is an investment company and sub-holding which
has expanded into various basic digital services and ICT industries through acquisition, strategic
partnership and the construction of a strong business ecosystem. During this period, TelkomMetra
recorded revenue of Rp26,722 billion, with EBITDA of Rp507 billion and net profit of Rp96 billion.
TelkomMetra’s consolidated performance during this period reflects the fundamental resilience
of the business amid market dynamics, supported by sustained operational performance, the
implementation of sustainable cost optimization, and the strengthening of Good Corporate
Governance (GCG) practices across the Metra Group portfolio. Through operational excellence,
prudent financial management, and selective capital expenditure (CAPEX) allocation, TelkomMetra
continues to strengthen its role in orchestrating the portfolio and creating cross-entity synergies
within the TelkomGroup to drive sustainable long-term value creation for all stakeholders.
www.metra.co.id
PT Metra Net (Metranet) is a provider of digital solutions for big data, IoT, and digital advertising
through integrated digital media and content, including online media, digital content, and digital billing.
Throughout 2025, Metranet recorded revenue of Rp2,865 billion, EBITDA of Rp106 billion, and net profit of
Rp4.5 billion, as a result of national market penetration and the management of strategic partners to serve
the industry horizontally, as indicated by the external revenue share of 68%.
www.metranet.co.id
PT Graha Sarana Duta is a property services provider that focuses on utilizing Telkom’s idle assets,
with a business portfolio that includes property development, property management, project
solutions, transportation management services, and managed services. In 2025, PT Graha Sarana
Duta recorded revenue of Rp3,008 billion, with EBITDA of Rp657 billion and net profit of Rp48.9 billion.
As part of the TelkomGroup, PT Graha Sarana Duta plays a vital role in providing integrated property
solutions to support the group’s business and operational needs, as well as serving external customers.
www.telkomproperty.co.id
PT Telkom Akses (Telkom Akses) is a company engaged in the construction and management of
backbone networks and fixed-broadband access services. In 2025, Telkom Akses recorded revenues
of Rp6,083 billion, with EBITDA of Rp454 billion and net profit of Rp174 billion. This achievement
was made amid TelkomGroup’s price efficiency policy, while also demonstrating Telkom Akses’
commitment to optimizing efficiency and strengthening the foundations for sustainable growth to
increase long-term competitiveness.
www.telkomakses.co.id
PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) is a provider of domestic and international
telecommunications infrastructure management services and solutions, with core businesses in
telecommunications infrastructure services and submarine cable services. At the close of the 2025
fiscal year, Telkom Infra reported revenue of Rp2,507 billion, with EBITDA of Rp240 billion and net profit
of Rp60 billion resulting from revenue across three business segments: Infra Network Services 53%,
Submarine Cable Services 25%, and Power Solutions 22%. This achievement stems from the Company’s
performance optimization through enhanced competitiveness and sustained operational efficiency,
aimed at supporting and strengthening TelkomGroup’s role in maximizing equitable and high-quality
digital connectivity across the nation.
www.telkominfra.co.id
Remarks:
A more complete list of subsidiaries can be found in the Consolidated Financial Statements.
ANNUAL REPORT 2025 15
Page 18
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Products and Customers
By the end of 2025, Telkom reorganized its business segments
as part of its transformation into a Strategic Holding
Company. Consequently, Telkom’s business segments as of
December 31, 2025, are as follows:
B2C
B2C Business consists of Mobile products that provide
legacy mobile services (voice and SMS), mobile
broadband, mobile digital services including IoT, big
data, financial services, VOD, music, gaming, and digital
advertising, as well as Fixed Broadband IndiHome B2C
products that provide fixed voice, fixed broadband, IP-TV,
and digital services.
156.1 147.6
million cellular million prepaid
subscribers subscribers
8.4 10.3
million postpaid million fixed broadband
subscribers IndiHome B2C subscribers
B2B Infra
The B2B Infra segment acts as a provider
of digital infrastructure consisting of
Data Centers, Towers, Backbone Fiber,
and Satellites.
5 483 36
other licensed internet service transponder &
operator (OLO) provider closed user group
customers customers customers
16 ANNUAL REPORT 2025
Page 19
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
International
International wholesale traffic, network, and digital
platform & service, as well as tower, data center, and
managed infrastructure & network.
B2B ICT
ICT services and platforms encompassing
connectivity, information technology (IT)
and cloud services, business process
outsourcing, hardware, satellite services,
digital services, and related services such as
e-health services and ATM management.
514 1,805
customers of SOEs, ROE, private customers
Public Service Agency
(BLU) customers
662,815 721
SME customers Government institution
customers
Others
Digital services such as digital platforms, digital
content, B2B e-commerce, and property management
to utilize Telkom’s property assets throughout
Indonesia.
12 21.6
million subscribers of digital million paying users of
music (RBT, music streaming, digital games
and Langit Musik)
8 Rp283
million paying users of billion in GMV from B2B
digital lifestyle e-commerce PaDi
ANNUAL REPORT 2025 17
Page 20
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Operational Areas
and Services
Merah Putih
Merah Putih-2
(1080E)
(1130E)
Telkom - 3S
(1180E)
MAN
AST
LON
BRU
LUX WRS
FRA
DUB
SJC-2
PRS KIV DOS
MUN VNA
TUR SWI
Southeast Asia
MIL JUS
EIG MDR MAR
SOF IST ALM - Japan Cable
LSB PAL BAK
GRE
SEO TYO
UNITY
C2C FASTER
ALG SHA
CAI
RYD ASE
SEA-ME-WE-5 TWN
Southeast Asia-Middle East MAC
- Western Europe 5 Cable DUB
TGN-IA AAG
SJC
HWI
IND
IMEWE
SEA-ME-WE-6 BKK GUA
Southeast Asia-Middle East SEA-US
HAN
- Western Europe 6 Cable DJI
DVO
KL BCS
SEA-ME-WE 5 BSW Bifrost
MDO
Cable System
AAE-1 DMCS
SG
DMCS
Dumai Melaka
Cable System
BSCS
Batam Singapore
Cable System SBY DPS
DIL
IGG
IGG
Indonesia Global
Gateway Cable
SYD
5 Telkom Regional Offices 35 Data Centers
31 Telecommunications areas • 5 data centers overseas (3 TDE Singapore, 2 Telin Hong Kong
10 Global Offices in Indonesia, Singapore, Malaysia, Timor-Leste, and Timor-Leste)
Hong Kong, Taiwan, Myanmar, Saudi Arabia, Australia and the • 26 data center neuCentrlX (domestic)
United States of America • 3 data center enterprise tier 3 and 4 (domestic)
5 Global Sales Representatives in Canada, India, Philippines, • 1 data center hyperscale tier 3 and 4 (domestic)
Vietnam, and United Kingdom
210,843 km Fiber Optic Backbone Network
463 GraPARI in Indonesia
• 115,643 km domestic fiber optic
• 95,200 km international fiber optic
18 ANNUAL REPORT 2025
Page 21
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
CHG
AAG SJ
SEA
Asia - America TOR
Gateway Cable HAL
LYN Intra Asia Asia - US
NYX (Pacific)
SF
ASH
SJC-2 BCS
SLO
SJC SEA-US
SEA-US IGG AAG
Southeast Asia BSCB FASTER
MIA
- United States Cable
DMCS JUS
TIS UNITY
TGN-JA
BBG Atlantic
BCS
ASE GTT Atlantic
APG
C2C
Asia - Europe
APCN-2 (Europe)
SEA-ME-WE-6
SEA-ME-WE-5
AAE-1
IMEWE
EIG
Point of Presence (POP)
Global Office
122 Point of Presence (PoP) 293,136 BTS Mobile Network Fiber Optic Access Network
• 64 PoP in the domestic network • 48,635 BTS 2G • 40 million Homes Passed
• 58 PoP in the international network • 239,588 BTS 4G • 17.5 million Optical Port
3 Satellites • 4,913 BTS 5G 148,052 Wi-Fi Access Point
• Merah Putih-2 Satellite (32.4 Gbps) 44,702 Towers • 99,647 Managed Access Point
• Merah Putih Satellite (5.4 Gbps) • 4,472 Telkomsel towers • 48,405 ONT Premium
• Telkom 3S (4.4 Gbps) • 40,230 Mitratel towers
ANNUAL REPORT 2025 19
Page 22
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Key Financial
Highlights
Consolidated Statements of Comprehensive Income
2025 2024** 2023** 2022 2021
Description
In billion Rupiah, unless otherwise stated
Total revenues 146,742 149,967 149,216 147,306 143,210
Total expenses* 112,151 109,119 105,996 101,569 99,303
EBITDA 72,240 75,029 77,579 78,992 75,723
Operating profit 34,648 41,453 42,688 39,581 47,563
Profit for the year attributable to:
Owners of the parent company 17,814 22,403 23,186 20,753 24,760
Non-controlling interest 6,644 7,094 7,648 6,927 9,188
Total profit for the year 24,458 29,497 30,834 27,680 33,948
Total comprehensive profit for the year attributable to:
Owners of the parent company 17,954 23,188 21,709 22,468 26,767
Non-controlling interest 6,630 7,204 7,671 6,979 9,161
Total comprehensive income for the year 24,584 30,392 29,380 29,447 35,928
Basic earnings per share (in full):
Net income per share 179.83 226.15 234.05 209.49 249.94
Net income per ADS (1 ADS: 100 common stock) 17,983 22,615 23,405 20,949 24,994
Remarks:
*
Excluding other expenses.
**
Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.
Consolidated Statements of Financial Position (Balance Sheets)
2025 2024* 2023* 2022 2021
Description
In billion Rupiah, unless otherwise stated
Assets 287,759 291,389 280,002 275,192 277,184
Liabilities 137,222 137,185 130,480 125,930 131,785
Equity attributable to owner of the parent
130,685 133,808 128,704 129,258 121,646
company
Net working capital (current asset - current
(12,182) (13,687) (15,955) (15,331) (7,854)
liabilities)
Long-term investment in associates 106 110 109 123 139
Remark:
*
Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.
20 ANNUAL REPORT 2025
Page 23
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Capital Expenditures
2025 2024 2023 2022 2021
Description
In billion Rupiah, unless otherwise stated
Capital Expenditures 24,577 24,449 32,968 34,156 30,341
Consolidated Financial and Operational Ratios
Description Unit 2025 2024* 2023* 2022 2021
Return on Assets (ROA) (1) 8.5 10.1 11.0 10.1 12.2
Return on Equity (ROE) (2) 16.2 19.1 20.6 18.5 23.3
Operating Profit Margin (3) 23.6 27.6 28.6 26.9 33.2
%
Current Ratio (4) 83.5 82.2 77.7 78.2 88.6
Total Liabilities to Equity (5)
91.2 89.0 87.3 84.4 90.6
Total Liabilities to Total Assets (6) 47.7 47.1 46.6 45.8 47.5
Debt to Equity Ratio (7)
0.5 0.5 0.5 0.4 0.5
Debt to EBITDA Ratio (8) x 1.0 1.0 0.9 0.8 0.9
EBITDA to Interest Expense (9) 13.9 14.4 16.7 19.6 17.3
Remarks:
* Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.
(1) ROA is calculated as profit for the year divided by total assets at the end of December 31.
(2) ROE is calculated as profit for the year divided by total equity at the end of December 31.
(3) Operating profit margin is calculated as operating profit divided by revenues.
(4) Current ratio is calculated as current assets divided by current liabilities at the end of December 31.
(5) Liabilities to equity ratio is calculated as total liabilities divided by total equity at the end of December 31.
(6) Liabilities to total assets ratio is calculated as total liabilities divided by total assets at the end of December 31.
(7) Debt to equity ratio is calculated as debt (including finance lease) divided by total equity.
(8) Debt to EBITDA ratio is calculated as debt (including finance lease) divided by EBITDA.
(9) EBITDA to interest ratio is calculated as EBITDA divided by cost of funds.
ANNUAL REPORT 2025 21
Page 24
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Revenue EBITDA
2.2% 3.7%
(Rp Billion) (Rp Billion)
YoY YoY
2025 146,742 2025 72,240
2024 149,967 2024 75,029
2023 149,216 2023 77,579
2022 147,306 2022 78,992
2021 143,210 2021 75,723
Net Income Earning per Share
20.5% 20.5%
(Rp Billion) (Rp Billion)
YoY YoY
2025 17,814 2025 179.8
2024 22,403 2024 226.2
2023 23,186 2023 234.1
2022 20,753 2022 209.5
2021 24,760 2021 249.9
22 ANNUAL REPORT 2025
Page 25
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
EBITDA Margin Net Income Margin
60 20
56 18
17.3%
53.6%
52.9%
16.5%
52.0%
52 16 15.8%
50.0%
49.2%
14.1%
48 14
12.1%
44 12
40 10
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Profitability Ratio Leverage Ratio
30 1.5
23.3%
24 1.2
1.04%
20.6%
1.02%
19.1%
18.5%
0.91%
18 0.9
0.88%
16.2% 0.80%
12.2%
12
11.0% 0.6
10.1% 10.1% 0.50%
8.5% 0.48% 0.50%
0.42% 0.46%
6 0.3
0 0
2021 2022 2023* 2024* 2025 2021 2022 2023* 2024* 2025
Return on Equity (ROE) Return on Assets (ROA) Debt to EBITDA Ratio Debt to Equity Ratio (DER)
* Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 23
Page 26
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Sustainability Highlights
Economic Performance
Rp
146,742 billion 12.1%
Operating Income Net Income Margin
Rp
17,814 billion Rp
19.5 trillion
Net Profit Spending on
Local Suppliers
56.9%
Total Procurement
Allocated to Local
Suppliers
Environmental Performance
SAVE OUR PLANET
44% 177,915
reduction in TelkomGroup bottles weighing 3.3 tons
scope 1 emissions compared processed through Reverse
to the 2023 base year Vending Machines within
Telkom environments
24% 73%
reduction in total waste of fiber optic cable waste
generation of TelkomGroup diverted from final disposal
1 Development of
the TelkomGroup
GSD building certified decarbonization roadmap
Excellence in Design for toward achieving net zero
Greater Efficiencies (EDGE) emissions by 2060
by the International Finance
Corporation (IFC) and the
Green Building Council
Indonesia (GBCI)
24 ANNUAL REPORT 2025
Page 27
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Social Performance
EMPOWER OUR PEOPLE
31.7% 21%
employees in managerial positions in
TelkomGroup TelkomGroup are held
are women by women
106 employees
(or equivalent to 0.5% ) 63 classified as excellent*
of employees with Net Promoter Score (NPS) score
disabilities are of TelkomGroup, an increase
empowered in the of +5 points compared to 2024
TelkomGroup environment
Rp
169 billion >97%
invested in community of the population in
empowerment through Indonesia has access to
CSR programs at Telkom digital networks
* Based on Bain & Company classification
Governance Performance
ELEVATE OUR BUSINESS
SNI ISO 37001:2016 Anti-Bribery Management System (SMAP)
Telkom and 12 Subsidiaries with direct ownership have been certified
under SNI ISO 37001:2016 Anti-Bribery Management System (SMAP),
with one Subsidiary currently in the renewal process
100% 100%
compliance rate with applicable participation of Telkom’s Board
regulations, with no proven of Directors and employees
major violations in anticorruption training and
awareness programs.
99.4% 0
of TelkomGroup employees critical data
successfully completed breach incidents
cybersecurity training
ANNUAL REPORT 2025 25
Page 28
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Stock Information
Telkom’s Stock Information at IDX
Market
Price Per Share Volume Outstanding Shares
Capitalization
Calendar Year
Highest Lowest Closing
(Shares) Excluding Treasury Stock (Rp billion)
(Rp) (Rp) (Rp)
2024 4,240 2,500 2,710 29,355,067,200 99,062,216,600 268,459
First quarter 4,240 3,430 3,470 6,088,142,200 99,062,216,600 343,746
Second quarter 3,520 2,700 3,130 9,426,813,700 99,062,216,600 310,065
Third quarter 3,280 2,760 2,990 7,176,112,400 99,062,216,600 296,196
Fourth quarter 3,130 2,500 2,710 6,663,998,900 99,062,216,600 268,459
2025 3,720 2,050 3,480 24,830,011,900 99,053,271,200 344,737
First quarter 2,770 2,240 2,410 6,360,712,400 99,062,216,600 238,740
Second quarter 2,920 2,050 2,780 6,814,535,700 99,060,466,600 275,393
Third quarter 3,490 2,610 3,060 5,841,724,800 99,060,466,600 303,130
Fourth quarter 3,720 2,850 3,480 5,813,039,000 99,053,271,200 344,737
Source: Bloomberg
Telkom’s share price on the last trading day of December 30, 2025, on the IDX closed at Rp3,480. With this share price,
Telkom’s market capitalization reached Rp344.7 trillion or 2.18% of the IDX’s total capitalization.
Telkom Stock Closing Price Chart for 2024–2025
600,000,000 4,500
4,000
500,000,000
3,500
400,000,000 3,000
Volume (in Millions of shares)
Stock Price (Rp)
2,500
300,000,000
2,000
200,000,000 1,500
1,000
100,000,000
500
24
24
24
24
24
24
24
25
25
25
25
25
25
25
24
25
4
4
24
5
5
5
4
5
02
02
02
02
02
02
02
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
/2
/2
1/2
1/2
/2
1/2
/2
4/
4/
2/
2/
8/
9/
8/
9/
3/
5/
6/
3/
5/
6/
7/
7/
2/
/10
/10
/12
/11
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/1
/1
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
Source: Bloomberg
Volume Share Price
26 ANNUAL REPORT 2025
Page 29
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Telkom’s American Depository Shares (ADS) Information at NYSE
Price Per ADS
Volume
Calendar Year
Highest Lowest Closing (ADS)
(US$) (US$) (US$)
2024 26.85 15.35 16.45 100,869,627
First quarter 26.85 22.04 22.26 11,576,176
Second quarter 22.38 16.62 18.70 29,009,841
Third quarter 21.00 16.88 19.78 30,915,534
Fourth quarter 20.01 15.35 16.45 29,368,076
2025 22.39 13.15 21.05 154,020,961
First quarter 17.35 13.88 14.77 47,158,790
Second quarter 18.43 13.15 16.94 36,354,859
Third quarter 20.98 16.14 18.82 40,359,902
Fourth quarter 22.39 17.66 21.05 30,147,410
Source: Bloomberg
On December 31, 2025, the closing price for 1 Telkom ADS on the New York Stock Exchange (NYSE) was US$21.05. The
following table reports the high, low, closing prices and trading volume of Telkom ADS listed on NYSE for the periods
indicated.
Telkom Stock Closing Price Chart for 2024–2025
4,000,000 30
3,500,000
25
3,000,000
20
Volume (in Thousands of shares)
2,500,000
Stock Price (US$)
2,000,000 15
1,500,000
10
1,000,000
5
500,000
24
24
24
24
24
24
24
25
25
25
25
25
25
25
24
25
4
4
24
5
5
5
4
5
02
02
02
02
02
02
02
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
/2
/2
1/2
1/2
/2
1/2
/2
4/
4/
2/
2/
8/
9/
8/
9/
3/
5/
6/
3/
5/
6/
7/
7/
2/
/10
/10
/12
/11
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/0
/1
/1
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
Source: Bloomberg
Volume Share Price
ANNUAL REPORT 2025 27
Page 30
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
Corporate Action Information Regarding Stocks
Until the end of 2025, both IDX and NYSE, Company will not carry out corporate actions such as stock split, reverse
stock, stock dividend, bonus share, changes in the nominal value of share, issuance of convertible securities, as well as
addition and reduction in capital. Apart from that, there are also no sanctions for temporary termination of suspension
and/or delisting. Therefore, this Report does not contain information related to this matter.
Information on Obligations, Sukuk
or Convertible Bonds
Interest
Principal Issuance Maturity Term Rate per Rating
Bonds Underwriter Trustee
(Rp million) Date Date (Years) Annum (Pefindo)
(%)
Telkom Shelf 1,200,000 June 23, June 23, 15 10.60 PT Bahana PT Bank AAA
id
Registered Bond 2015 2030 Sekuritas; Permata
I 2015 Series C PT BRI Tbk
Danareksa
Telkom Shelf 1,500,000 June 23, June 23, 30 11.00 Sekuritas;
Registered Bond 2015 2045 PT Mandiri
I 2015 Series D Sekuritas;
PT Trimegah
Sekuritas
Indonesia Tbk
28 ANNUAL REPORT 2025
Page 31
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Key Events in 2025
“Telkom Indonesia Accelerates Digital Transformation for a More
Advanced Indonesia”
Thank you for the support and trust from all customers, the public, and all stakeholders, which form the foundation
for Telkom Indonesia to continue accelerating digital transformation and strengthening the Company’s
capabilities. With this trust, throughout 2025 Telkom has been able to maintain resilient performance amid
challenging macroeconomic dynamics, while reinforcing its role as an enabler of a globally competitive digital
ecosystem. This momentum serves as a stepping stone into 2026 to continue the transformation and focus
on executing the four strategic pillars of TLKM 30 to ensure solid growth and long-term value creation. Let us
continue to strengthen synergy for progress and deliver broader benefits for Indonesia
January
Strengthening Strategic Supporting Asta Cita through PaDi UMKM Business Big Impact BigBox Program
Partnership with IBM, the Indonesian Digital Talent Matching Generates Supports Campuses in
Enhancing Artificial Development Program 1.2 Trillion in Transactions in Developing Talent and
Intelligence (AI) in Indonesia One Day AI-Based Campus Digital
Ecosystems
March February
Invite the Best Talents Support the 2025 Mudik Telin expands Indonesia’s As part of ESG
to Join and Contribute Gratis BUMN Program by digital gateway: Bifrost cable implementation, distributing
to TelkomGroup through Providing 35 Buses and 3 Sea lands in Manado clean water sanitation
the 2025 BUMN Joint Routes for Loyal Customers assistance to 232 locations
Recruitment program throughout Indonesia
April
TelkomGroup Siaga RAFI 84,291 MSMEs upgraded Telkom Indonesia Re-enters Strengthening GoZero% ESG
2025: Menghubungkan through the Go Modern LinkedIn’s Top Companies Actions through Jejak Hijau
Nusantara, Satukan Hati nan program in 2024 2025 List Srikandi Program
Fitri
ANNUAL REPORT 2025 29
Page 32
01 Telkom
Highlights
Management Reports About Telkom
Management Discussion
and Analysis
Corporate
Governance
May
Digital Innovation for Digiland Run 2025 Officially Strategic Partnership with Telkom AGMS for Fiscal Year
Inclusive Education through Awarded World Athletics Zoom Delivers AI-Based 2024
the Innovillage Program Label, Generating High Solutions for the B2B Market
Enthusiasm
July June
Strengthening Education Supporting National Digital Bringing Hope to MSMEs From Campus to Industry:
Digitalization in Indonesia, Transformation, NeutraDC with Disabilities Through the Supporting Thousands of
Pijar Successfully Facilitates Nxera Batam and Medco Expandable Heroes Program Digital Talents Ready to Work
Exams for More Than 408,000 Power Collaborate to Provide Through Digistar Connect
Students in 29 Provinces Renewable Energy for AI
Enabler Data Centers
August
Digi Koperasi from Telkom Boost Competitiveness Foster Global Collaboration, BATIC 2025 Edition-10:
Supports the Digitalization and Expand Market Access Launch AI Innovations at the Igniting Tomorrow’s Digital
of Thousands of Merah Putih for MSMEs through the NeutraDC Summit 2025 Evolution - Connecting
Village Cooperatives PaDi MSME Hybrid Expo & Global Connectivity
Conference 2025
September
Introducing the World of Telkom’s DigiHack Program Telkom 2025 EGMS Approves Launching Telkom AI Center
Cybersecurity to Young Gains Popularity, with 256 Changes to Company of Excellence
Talents through Telkom Teams Ready to Compete Management
Cyberfest Vol. 2 with AI-Based Innovations
October
Contributing to Strengthening Strengthening Digital Introducing AI Campus, Ranked First Among
Internet Connectivity Access Literacy and Protection Advancing the Digital Indonesian Companies in the
at the 2025 Mandalika MotoGP, among Students through the Ecosystem of Higher 2025 World’s Best Employers
which had a positive impact on 2025 Cyberheroes Program Education 500 List
the local economy
30 ANNUAL REPORT 2025
Page 33
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
November
Telkom Records Rp109.6 Strengthening Corporate Innovators Enliven Bumi As Part of GoZero% ESG
trillion in Revenue in Q3 2025, Transformation Through Berseru Fest 2025 Commitment, Distributing
Driving Long-Term Business Strategic Holding and 111,500 GB of Internet Quota to
Efficiency and Innovation Business Portfolio 21 Schools in 3T Regions
Restructuring
December
Inauguration of Merauke First Data Center in Papua, Coordinating Minister for Strengthening Service
Community Gateway neuCentrIX Jayapura Economic Affairs Reviews Recovery with Additional
to Strengthen Papua’s Officially Operational Implementation of National Satellite Backup in Sumatra
Connectivity Infrastructure Apprenticeship Program at Disaster Area
Telkom
InfraNexia Spin-off Approved, 13,700 Personnel on Standby Infrastructure in Sumatra
Affirming TelkomGroup’s 24/7 to Maintain NATARU Successfully Completed,
Business Infrastructure 2025/2026 Digital Services Digital Networks and Services
Strengthening Measures Return to Normal
Awards and Achievements
2 3 4
1
5 6 7
1. Fortune Indonesia 100 Indonesia’s Biggest Company 2025 5. IDX Channel Anugerah Inovasi Indonesia 2025
2. ESG Sustainability Ratings Award 2025 6. ESG Now Awards 2025
3. Best Stock Awards 2025 7. Anugerah Media Humas (AMH) 2025
4. LinkedIn Top Companies 2025
ANNUAL REPORT 2025 31
Page 34
02. 32 ANNUAL REPORT 2025
Page 35
PT TELKOM INDONESIA (PERSERO) Tbk Management Reports ANNUAL REPORT 2025 33
Page 36
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
Report of the Board of
Commissioners
Angga Raka Prabowo
President Commissioner
34 ANNUAL REPORT 2025
Page 37
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Honorable Stakeholders, 2025, broadly stable despite pressure from a stronger
dollar and year-end seasonal factors. In the real
We are grateful to God Almighty for His blessings and sector, Indonesia’s Manufacturing PMI closed at 51.2
grace. Through His guidance PT Telkom Indonesia in December 2025, marking five consecutive months
(Persero) Tbk (“Telkom” or “the Company”) concluded of expansion. That said, recovery in domestic demand
2025 firm with resilience and its transformation on remained uneven, particularly among middle-income
track, despite the slowing global economy, pressures households, many of whom held back on spending
on consumer purchasing power, and an increasingly amid lingering economic uncertainty.
competitive telecommunications landscape. For the
Company, 2025 was a year of consolidation, one that The telecommunications sector, meanwhile, entered
demanded a stronger business foundation, sharper a phase of increasingly tangible structural change
execution discipline, and a clear-eyed commitment to in 2025. Market consolidation, a consumer shift
seeing its long-term transformation through. toward data-driven services, and rising demand for
high-quality digital connectivity pushed operators
In discharging its supervisory responsibilities, the to rethink their business models and investment
Board of Commissioners presents this report covering priorities. The Government continued to press
the fiscal year 2025. It includes our evaluation of the forward on equitable digital infrastructure expansion,
Board of Directors’ performance, our supervision of including to underserved, frontier, and outermost
how corporate strategy was formulated and executed, regions, further elevating the sector’s role in national
our assessment of the business outlook presented by economic productivity.
the Board of Directors, and our view on the state of
good corporate governance within the Company. 5G development remained high on the industry’s
agenda in 2025, given its potential to fuel long-term
MACROECONOMIC AND INDUSTRY digital economic growth. Penetration stayed limited,
however, with spectrum allocation challenges
OVERVIEW
and heavy investment requirements tempering
Indonesia’s economy proved robust through 2025, the pace of rollout. Infrastructure readiness and
holding steady despite rising global uncertainty and use case development across productive sectors
shifting domestic conditions. The Central Statistics continued to advance, albeit gradually. At the same
Agency (BPS) reported solid national growth, with time, Fixed Mobile Convergence (FMC) gathered
GDP expanding 5.11% year-on-year, up from 5.03% the momentum as operators responded to the twin
year before. pressures of operational efficiency and customer
experience improvement.
Macroeconomic stability was held on multiple fronts.
Inflation stayed within the 2.5±1% target range, Structural pressures persisted throughout the year.
closing the year at 2.92% year-on-year in December Legacy service revenues stagnated, competition for
2025, supported by effective price management and high-value customers intensified, and purchasing
a relatively stable supply environment. The rupiah power softened across certain consumer segments.
closed at Rp16,675 to the US dollar on 31 December The cost of building and maintaining infrastructure,
ANNUAL REPORT 2025 35
Page 38
Telkom Highlights
02
Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
Having completed particularly in non-urban areas, continued to constrain the
industry’s growth options. Taken together, these forces
our supervision of the are compelling operators to accelerate business model
reinvention, diversify beyond traditional mobile services,
2025 fiscal year, we and make better use of the digital assets and capabilities
they have built.
conclude that the Board
of Directors carried Assessment of the Board of
Directors’ Performance in Company
out its management
Management
and stewardship
Each year, the Board of Commissioners conducts
responsibilities a thorough evaluation of the Board of Directors’
performance, both individually and as a collegial body,
effectively, delivering against established Key Performance Indicators (KPIs).
accountable results Having completed our supervision of the 2025 fiscal year,
we conclude that the Board of Directors carried out its
in a genuinely difficult management and stewardship responsibilities effectively,
delivering accountable results in a genuinely difficult
operating environment. operating environment.
Over the course of 2025, we observed several key actions
taken by Telkom Indonesia’s Board of Directors:
1. Continuing the Five Bold Moves transformation,
Telkom pressed ahead with its journey to become a
world-class digital telecommunications company,
anchored by four core business pillars: B2C, Digital
Infrastructure, B2B ICT, and International Business.
Facing significant industry headwinds, the Board
moved to streamline the organization and rationalize
its subsidiary portfolio toward a strategic holding
structure, with the aim of sharpening operational
performance, driving business growth, and unlocking
value from prior investments.
2. The year 2025 tested the Company and the broader
telecommunications industry alike. Aggressive price
competition, shifting data consumption behavior,
high digital infrastructure investment costs, and the
continued erosion of legacy services, SMS and voice
in particular, all weighed on financial performance.
Declines in revenue, EBITDA, and EBITDA margin
reflect the profitability pressures of an intensely
competitive market. Even so, the Board of Directors’
decisive response through cost leadership and
capital expenditure optimization, which succeeded in
containing operational cost growth, was a critical move
in preserving the Company’s cash flow resilience.
36 ANNUAL REPORT 2025
Page 39
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Rizal Ossy Ira Noviarti Angga Raka Rofikoh Silmy Deswandhy Rionald
Malarangeng Dermawan Prabowo Rokhim Karim Agusman Silaban
Commissioner Commissioner Independent President Independent Commissioner Independent Commissioner
Commissioner Commissioner Commissioner Commissioner
ANNUAL REPORT 2025 37
Page 40
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
3. The transformation agenda also targeted stronger The Company’s strategic planning follows a structured,
corporate governance practices and more tiered approach through three core documents: the Long-
transparent, agile subsidiary operations, qualities Term Corporate Plan (RJPP), the Corporate Strategic
essential for navigating a fast-changing industry. Scenario (CSS), and the Corporate Work Plan and Budget
Greater operational independence for each subsidiary (RKAP). Our role is to review proposals from the Board of
within the strategic holding structure is expected to Directors, provide guidance through the approval process,
restore TelkomGroup’s growth trajectory by tapping and monitor execution to ensure it stays aligned with the
new revenue streams beyond connectivity services. agreed strategic direction.
4. The Company drove digitalization across its Working through the Evaluation, Planning, and
business processes, leveraging network automation Risk Monitoring Committee (KEMPR), the Board of
and customer service improvements to reduce Commissioners maintains comprehensive supervision
operational costs. of the strategic planning cycle, particularly on the RJPP
and CSS. This covers analysis of internal and external
5. To hold its own in a rapidly evolving industry, the factors, risk identification, evaluation, and mitigation, and
Company continued building capabilities in data scrutiny of financial projections. During RKAP evaluation
analytics, cybersecurity, advanced connectivity, and and approval, the Board of Commissioners assesses its
artificial intelligence (AI), reinforcing both efficiency alignment with the RJPP and CSS, its consistency with the
and long-term competitiveness. Dwiwarna Shareholder’s aspirations, the soundness of its
underlying assumptions, the robustness of its financial
Board of Commissioners’ and capital expenditure projections, and whether a risk-
Supervision in the Formulation based budgeting approach has been properly applied.
and Implementation of Corporate At the start of each year, the Board of Commissioners
Strategy by the Board of Directors sets its priority supervision agenda based on the risk map
developed through planning evaluations, and implements
Under the Company’s Articles of Association and applicable it in coordination with its supporting committees. In 2025,
regulations, including Minister of SOEs Regulation No. PER- supervision priorities centered on: realizing FMC synergies
2/MBU/03/2023 on Corporate Governance and Significant to support B2C market share recovery; maximizing B2B
Corporate Activities of State-Owned Enterprises, the growth and unlocking value from the data center business;
Board of Commissioners actively oversees how the the network infrastructure spin-off to enable optimal
Company’s strategy is shaped and executed, ensuring that infrastructure sharing; accelerating network superiority
every major decision by the Board of Directors is anchored through digitalization and virtualization; advancing cost
in Telkom’s vision, mission, and long-term objectives. leadership through internal digitization and procurement
excellence; preparing the Company’s transition toward a
strategic holding and the formation of a Group Business
Operation; and conducting periodic risk assessments and
mitigation across all business dimensions.
38 ANNUAL REPORT 2025
Page 41
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Mechanism for Advising the Board of Assessment of the Performance
Directors of Committees Under the Board of
Beyond supervisory and monitoring, the Board of Commissioners
Commissioners also fulfills an advisory function, The Board of Commissioners carries out its supervisory role
discharged through Board of Commissioners meetings, supported by four key committees: the Audit Committee,
joint meetings with the Board of Directors, and formal the Nomination and Remuneration Committee (KNR), the
written communications including official letters and Evaluation, Planning, and Risk Monitoring Committee
Board of Commissioners Resolutions. (KEMPR), and the Integrated Governance Committee, the
latter established in recognition of Telkom’s status as
Throughout 2025, a regular cadence of Internal Meetings,
a Systemic A State-Owned Enterprise (BUMN Sistemik
Joint Meetings with the Board of Directors, and committee
A). We have evaluated that all four committees fulfilled
sessions was maintained to keep both supervisory and
their mandates effectively in 2025, delivering rigorous
advisory functions sharp. Over the year, these included
assessments and recommendations that meaningfully
26 Internal Meetings of the Board of Commissioners,
strengthened the Board of Commissioners’ supervision of
8 Joint Meetings with the Board of Directors, 35 Audit
the Company’s management.
Committee Meetings, 26 KEMPR Meetings, 13 Nomination
and Remuneration Committee Meetings, and 3 Integrated The KEMPR advises the Board of Commissioners on risk
Governance Committee Meetings. In addition, the Board management monitoring and strategy implementation,
of Commissioners issued 21 approval letters, 10 advisory evaluates Board of Directors’ proposals on strategic
letters, and 24 Board of Commissioners Resolutions. planning matters including the RJPP, CSS, and RKAP, and
approves corporate actions within specified thresholds
Through all of these channels, the Board of Commissioners
under the Company’s strategic plan. The Nomination and
worked to ensure that every strategic decision made by the
Remuneration Committee advises on policies, criteria,
Board of Directors was rooted in comprehensive analyses
and selection processes for key roles within TelkomGroup,
and a balanced consideration of the potential benefits
including Board of Directors remuneration policy. The
and risks involved, a discipline considered essential to the
Audit Committee works to ensure the integrity of published
Company’s sustainable long-term growth.
financial information, reviews the internal control system,
and handles reports received through the whistleblowing
channel. The Integrated Governance Committee evaluates
the Integrated Governance Policy proposed by the Board
of Directors, monitors its implementation, and ensures
alignment between the Company’s governance framework
and those of its subsidiaries.
ANNUAL REPORT 2025 39
Page 42
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
Together, these committees are essential to the effective 4. Improving TelkomGroup’s 2025 Risk Registration and
exercise of the Board of Commissioners’ supervisory Risk Profiling framework, establishing a direct link to
responsibilities and to maintaining the sound governance RKAP target achievement through quantitative and
that underpins Telkom Indonesia’s long-term growth. qualitative exposure assessments across operational,
strategic, financial, and compliance risk dimensions,
View on the Implementation of Good with clearly assigned risk owner accountability and
defined achievement timelines.
Corporate Governance
5. Integrating Risk Dimensions and Composites into the
Sustained performance and long-term relevance demand
Risk Maturity Index (RMI) assessment, measuring the
that good corporate governance be treated not as a
real-world effectiveness of risk mitigation in reducing
compliance exercise, but as a genuine pillar of how the
exposure and improving financial performance.
Company operates. For Telkom, governance is both a
value-creation tool and the bedrock of the Company’s
reputation and integrity. This commitment is reflected in View on Business Prospects
Telkom’s ASEAN Corporate Governance Scorecard (ACGS)
Telkom’s transformation requires more than a sound
score of 101.98 in 2025, placing the Company at Level 5,
strategy; it demands rigorous portfolio execution
“Leadership in Corporate Governance.”
discipline and consistent governance across the
On the risk management front, the Board of Directors took Group. The Company’s focus in 2026 should be on firmly
several concrete steps to raise governance quality and establishing the parent company’s role as a strategic
strengthen internal controls, including: holding, setting strategic direction, allocating capital, and
maintaining performance standards across every entity in
1. Issuing a Board of Commissioners Resolution the Group. This direction is considered the right response
establishing a Policy for Handling Reports of to Telkom’s fundamental performance challenges and the
Alleged Violations (Whistleblowing System) across right foundation for sustained value creation.
the TelkomGroup.
Alongside this shift, the Board of Commissioners notes
2. Issuing a Board of Commissioners Resolution the importance of refreshing the Company’s vision,
on Standard Operating Procedures (SOP) for the mission, and strategic objectives to better reflect Telkom’s
Whistleblowing System across the TelkomGroup. evolving identity as the steward of a diversified digital
ecosystem. Strengthening the contribution of the B2B
3. Conducting an Audit Committee workshop with
ICT and digital infrastructure businesses is essential to
Internal Audit, part of the Audit Committee’s
rebalancing the portfolio, reducing over-dependence on
ongoing supervision of Internal Audit activities,
the consumer segment, and building more durable long-
concluding with an Audit Committee Management
term growth engines.
Letter to management identifying Opportunities for
Improvement. This was the third such exercise held
since 2023.
40 ANNUAL REPORT 2025
Page 43
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
The ongoing rationalization of digital infrastructure Appreciation to Stakeholders and
assets, particularly the separation and strengthening
of PT Telkom Infrastruktur Indonesia (TIF), also figures
Closing Remarks
prominently in the Board of Commissioners’ assessment The Board of Commissioners extends its appreciation to the
of the 2026 business outlook. With the initial spin-off Board of Directors, management, and all Telkom Indonesia
phase complete, the next priority should be building TIF’s employees for the dedication, professionalism, and
operational readiness, strengthening its governance, and commitment brought to 2025, pushing the transformation
creating the conditions for investor participation that can agenda forward and keeping the Company’s performance
optimize asset value and bring greater transparency to the on track through an economically challenging year and
Group’s structure. rapidly shifting industry.
The success of this transformation ultimately hinges Cross-functional collaboration, strategic consistency, and
on getting the cultural architecture right. The holding a shared drive to raise governance and decision-making
company must be clearly established as the strategic quality have been the real stabilizers keeping the Company
architect, the entity that holds authority over macro on course. Everything achieved and learned this year
policy and investment decisions (who decides), while stands as valuable capital to carry into the next phase of
subsidiaries operate as fully empowered executors with Telkom’s transformation.
clear operational mandates (who owns). When performed
with excellence, this model fosters a work culture that is Sincere appreciation is also extended to shareholders,
agile, built on collective input, and relentlessly focused customers, the Government, business partners, and all
on results. stakeholders for the trust they continue to place in Telkom.
That trust is the bedrock on which the Company builds its
For the corporate center to function effectively within this role in the responsible and sustainable development of
strategic holding model, business streamlining, where Indonesia’s national digital ecosystem responsibly and
similar business units are consolidated and non-core sustainably, in line with Telkom’s mandate and strategic
activities are divested to redirect the Group’s energy and role in the Indonesian economy.
resources toward its genuine strengths, is non-negotiable.
Jakarta, May 12, 2026
And finally, the transition must be communicated with
clarity and transparency to the workforce. TelkomGroup’s On Behalf of the Board of Commissioners,
employees need to understand, and genuinely buy into,
what this transformation means for them. Their readiness
and support will be decisive.
Angga Raka Prabowo
President Commissioner
ANNUAL REPORT 2025 41
Page 44
Telkom Highlights
02
Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
Report of the Board of
Directors
Dian Siswarini
President Director
42 ANNUAL REPORT 2025
Page 45
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
To Our Esteemed Shareholders, Board of maturing penetration levels, a competitive landscape
Commissioners, and all stakeholders, that was more rational yet no less intense, and
pressure to rein in spending. These forces compelled
We extend our gratitude to God Almighty for His industry players to strike a balance between network
blessings and grace, with which PT Telkom Indonesia investment requirements and relatively moderate
(Persero) Tbk (“Telkom” or “the Company”) navigated revenue growth, making capital efficiency and
2025 and sustained its performance resilience. This customer productivity improvement key competitive
year marked a pivotal phase for the Company, with the differentiators.
change in the Board of Directors’ composition and the
start of its transformation journey under the TLKM 30
framework. Amid global and domestic economic
TLKM 30 BUSINESS
conditions that had yet to stabilize, the Company TRANSFORMATION
prioritized the strengthening of its transformation
As the first half of 2025 concluded, the Company
foundation, to sustain performance and ensure
continued its transformation journey under the TLKM
business relevance over the medium and long term.
30 strategic framework. This program is designed to
enhance the Company’s value while reinforcing long-
ECONOMIC AND INDUSTRY term competitiveness amid the evolving dynamics of
OVERVIEW the telecommunications and digital industries.
Throughout 2025, the global economic environment To realize these objectives, the Company established
continued to be overshadowed by sluggish growth, four transformation pillars as the primary framework
elevated interest rates, and geopolitical uncertainty. for fundamental operational improvement,
These conditions prompted the telecommunications organizational structure simplification, and business
industry, including in Indonesia, to exercise portfolio value optimization.
greater caution in investment decisions and cost
The first pillar, Operational & Service Excellence, is
management. Nevertheless, demand for digital and
centered on fundamental operational improvement
data services continued to grow, underpinned by the
and service quality enhancement. Initiatives
momentum of digital transformation. At the national
under this pillar encompass corporate culture
level, Indonesia’s economy demonstrated resilience,
transformation through the BISA (Bravery, Integrity,
recording GDP growth of 5.11% in 2025, surpassing
Service Excellence, Agility) program, governance
the 5.03% recorded in the previous year. Total GDP
refinement to make the organization more agile, and
reached Rp23,821.1 trillion and GDP per capita stood at
efficiency strengthening through total expenditure
Rp83.7 million, or approximately USD 5,083.
(TOTEX) management. Efficiency efforts are not solely
Notwithstanding these pressures, the national oriented toward cost reduction; more importantly, they
telecommunications industry, as a strategic aim to establish a more competitive cost structure. In
infrastructure, continued to bolster digital economic addition, this pillar places emphasis on high-yielding
activity and public services. At the same time, products, services, and solutions.
the industry grappled with structural headwinds:
ANNUAL REPORT 2025 43
Page 46
Telkom Highlights
02Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
The implementation of The second pillar, Streamlining, aims to simplify the
Group’s structure by simplifying its subsidiary portfolio.
the TLKM 30 strategy The Company reviewed entities that had yet to deliver
optimal contributions or that operated outside its core
throughout 2025 competencies. Through divestitures, mergers, closures,
or business transfers, we made the Group structure leaner,
proceeded in a gradual more focused, and more agile, directing resources more
and consistent manner effectively toward core business activities.
in accordance with the The third pillar, Unlocking Value, focuses on optimizing
the value of digital assets yet to be fully reflected in the
established roadmap. The Company’s valuation. Infrastructure assets, such as fiber,
towers, and data centers, were carved out into standalone
Company concentrated its entities to enable more focused management and unlock
efforts on strengthening valuations aligned with the inherent characteristics of
their respective businesses. The Company is also opening
business fundamentals avenues for strategic partnerships with external investors
to accelerate asset monetization and enhance the overall
through the formation value of the Group.
of a strategic holding, The fourth and final pillar, Modus Operandi Shift, signifies
sharpening the business a fundamental change in the role of the parent company.
We are transitioning from an operational holding to a
focus of each operating strategic holding. Under the previous structure, the parent
company was directly involved in a number of business
company, optimizing asset activities. This constrained the effectiveness of oversight
and portfolio management functions. Now, through this
monetization, and enhancing transformation, operational activities previously residing
organizational and at the holding level are being transferred to dedicated
operating entities aligned with each respective business
technological capabilities pillar. This enables the parent company to assume the role
of strategic direction-setter, capital allocation manager,
as the foundation for long- and steward of consistent performance across all entities
term transformation. within the Group.
The implementation of the TLKM 30 strategy throughout
2025 proceeded in a gradual and consistent manner in
accordance with the established roadmap. The Company
concentrated its efforts on strengthening business
fundamentals through the formation of a strategic
holding, sharpening the business focus of each operating
company, optimizing asset monetization, and enhancing
organizational and technological capabilities as the
foundation for long-term transformation.
44 ANNUAL REPORT 2025
Page 47
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Nanang Seno Willy Saelan Arthur A. Dian Veranita Budi Satria Faizal Andy
Hendarno Soemadji Syailendra Siswarini Yosephine Dharma Rochmad Kelana
Purba Djoemadi
Director of Director of Director of Director of President Director of Director of Director of IT Director
Network Strategic Human Capital Finance & Risk Director Enterprise Wholesale & Digital of Legal &
Business Management Management & Business International Compliance
Development & Service Service
Portfolio
ANNUAL REPORT 2025 45
Page 48
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
A number of key initiatives demonstrated meaningful In practice, the Board of Directors convenes
progress, particularly in strengthening the wholesale fiber regular meetings to review the progress of strategy
connectivity business as a standalone entity, developing implementation across financial, operational, and
digital platform and services capabilities to support administrative dimensions making strategic decisions
artificial intelligence use, and rationalizing the business and monitoring KPI performance as it goes. In 2025, the
portfolio for more effective resource allocation oriented Board launched TLKM 30 as a long-term transformation
toward long-term value creation. framework designed to sharpen strategy execution,
with particular focus on organizational clarity, stronger
Strategy Formulation and the Role of governance, and a renewed commitment to corporate
culture and customer experience.
the Board of Directors
The Board of Directors also ensures that strategy is
The BOD formulates and implements the Company’s overall
executed in alignment with market dynamics through
business strategy, ensuring that resource allocation is
capital expenditure evaluation and rigorous risk
aligned with strategic objectives and long-term direction.
management oversight. Close coordination with the Board
Business strategies are subsequently cascaded into
of Commissioners and its supporting committees keeps
Key Performance Indicators (KPIs) at every level of the
the Company’s direction aligned with its long-term plans
organization, enabling the strategy to be executed in a
and governance standards. This is reinforced through
measurable and coordinated manner.
structured stakeholder engagement and the embedding
The Company’s strategy formulation is consistently of a Digital Ways of Working culture known as BISA,
guided by its vision and mission, and ever-enriched which sustains the Company’s broader organizational
by a comprehensive analysis of internal and external transformation agenda.
conditions. The process begins with the formulation and
preparation of strategic planning documents, spanning Implementation of Corporate
the Long-Term Corporate Plan (RJPP) as the reference
Strategy
framework for medium- and long-term strategic direction,
the Corporate Strategic Scenario (CSS) as an alternative The Company’s strategic documents are translated
strategic scenario document, and the Company’s Work into work programs executed in a coordinated manner
Plan and Budget (RKAP), which contains the annual across business units and subsidiaries. The Board of
implementation steps and performance targets. Directors ensures that each initiative carries clearly
defined objectives, measurable performance indicators,
and consistent monitoring mechanisms through regular
evaluations of financial and operational performance.
46 ANNUAL REPORT 2025
Page 49
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
In 2025, strategic execution was continuously adjusted The B2B Infra segment posted revenue of Rp8.9 trillion
in response to market dynamics, evolving customer for the full year 2025, contributed by three core business
behavior, and macroeconomic pressures. This adaptive lines: telecommunications towers, data centers,
approach enabled Telkom to maintain its strategy’s and network infrastructure and management. In the
relevance, enhance operational resilience, and manage telecommunications tower business, Mitratel recorded
risk with greater discipline. revenue of Rp9.5 trillion, up 0.7% year-on-year, with
EBITDA of Rp7.8 trillion and net income of Rp2.1 trillion,
Performance Achievement Against supported by growth in tower leasing and construction
service revenues. Mitratel retained its position as the
Targets in 2025
largest telecommunications tower company in ASEAN
The efforts to strengthen business fundamentals and with ownership of more than 40,000 towers, while the
recalibrate strategy were reflected in the performance of number of tenants grew to 63,084 and the tenancy ratio
the Company’s business segments throughout 2025. In improved from 1.52x to 1.57x. The Fiber-to-the-Tower
the B2C segment, revenue was recorded at Rp105.9 trillion service also expanded significantly, with the addition of
with profitability levels remaining intact. The primary more than 9,000 km of fiber network, bringing the total
contribution came from frequency spectrum utilization network to 69,415 km.
revenue associated with Telkomsel’s Data and Digital
In the data center business, NeutraDC achieved a capacity
services. Average Revenue Per User (ARPU) rose 3.6%
utilization rate of approximately 89%. The launch of two
quarter-on-quarter, supported by disciplined pricing
new services, Neutra Connect and Neutra Compute,
strategies, sustained efforts to maintain relevance
completed the product portfolio into a 3C offering (Colo,
amid evolving customer usage behavior, and broader
Connect, Compute), serving as the foundation for building
industry adjustments toward market repair. By the fourth
AI Fabric and strengthening TelkomGroup’s position in the
quarter of 2025, Telkomsel served 156.1 million mobile
AI-driven data center ecosystem.
subscribers, alongside 10.3 million IndiHome customers,
representing year-on-year growth of 7.4%, or an addition In the Network Infrastructure and Management business,
of 712 thousand subscribers. Telkom executed a strategic spin-off of its domestic
Wholesale Fiber Connectivity business and assets to
In the B2B ICT segment, the Company recorded
PT Telkom Infrastruktur Indonesia (TIF), which now
revenue of Rp15.3 trillion, a decline of 3.1% year-on-
operates under the commercial identity InfraNexia,
year amid weakening demand for corporate solutions.
in line with Telkom’s transformation into a strategic
Notwithstanding this headwind, the Company continued
holding company.
to build capabilities in Connectivity+, Cybersecurity, and
Artificial Intelligence (AI), and broadened its strategic
partnerships with global technology partners to support
medium-term growth prospects.
ANNUAL REPORT 2025 47
Page 50
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
In the International segment, the Company recorded Although Telkom holds more than 99.9% of TIF’s shares,
revenue of Rp10.7 trillion, underpinned by Telin’s global InfraNexia will operate on a neutral basis in providing
expansion through wholesale, enterprise, and retail wholesale fiber connectivity services to both external
services across multiple markets, with an operational customers and TelkomGroup’s internal entities. The
presence spanning 14 countries including through a InfraNexia brand, which reflects its role as a provider
network of Sales Representatives. The Others segment of national infrastructure connectivity, is expected
contributed revenue of Rp5.9 trillion. to emerge as a new growth engine, reinforcing the
Company’s performance while elevating the quality of
On a consolidated basis, the Company recorded full-year digital infrastructure services at the national level. As
revenue of Rp146.7 trillion. From a profitability standpoint, such, the InfraNexia spin-off stands as one of the most
consolidated EBITDA stood at Rp72.2 trillion with an significant milestones of the Unlocking Value pillar within
EBITDA margin of 49.2%, while net income was recorded the TLKM 30 agenda.
at Rp17.8 trillion with a net income margin of 12.1%. While
operational performance demonstrated resilience
amid significant industry pressures, both revenue and
Challenges and Mitigation Efforts
profitability fell short of the targets set at the beginning of Telkom faced a range of challenges in 2025, spanning
the year. industry dynamics, macroeconomic pressures, and the
demands of transformation. Financially, the Company
Digital Infrastructure Strengthening recorded a declined in net income in 2025, in line with
and Corporate Actions revenue pressures amid an increasingly competitive
market environment.
In December 2025, Telkom formally signed the deed of
partial spin-off of its wholesale fiber connectivity business Operationally, Telkomsel, as the Group’s primary revenue
and assets to PT Telkom Infrastruktur Indonesia (TIF), which contributor, also faced a decline in its mobile subscriber
operates under the brand name InfraNexia. This move base. The subscriber base contracted marginally as a
forms part of the TLKM 30 transformation strategy and result of product portfolio adjustments, starter pack
the broader agenda toward a strategic holding structure, rationalization, and intensifying competitive pressures
focused on strengthening the digital infrastructure across the industry. The consolidation of competitors
business foundation, optimizing assets, enhancing has effectively shaped a three-player mobile market,
operational and capital expenditure efficiency, and raising the stakes around subscriber quality and
creating value through infrastructure monetization and ARPU sustainability.
strategic partnerships — while accelerating the equitable The Company also confronted infrastructure-related
expansion of digital connectivity across Indonesia. challenges, including physical disruptions to the submarine
In the first phase of the spin-off, InfraNexia will cable network that temporarily affected fixed broadband
manage more than 50% of Telkom’s total fiber network services in the early part of the year. Concurrently, the
infrastructure, encompassing the access, aggregation, substantial investment requirements needed to expand
backbone, and other supporting infrastructure network coverage, increase capacity, and develop new
segments, with an estimated business and asset value technologies remained a persistent structural pressure on
of approximately Rp35.8 trillion. This transaction affirms the telecommunications industry.
Telkom’s position as the controlling shareholder of TIF,
while subsequent phases of the spin-off are targeted for
full completion in 2026.
48 ANNUAL REPORT 2025
Page 51
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
The transformation toward a digital telco and strategic In response to these multifaceted challenges, The Board
holding structure also demands comprehensive of Directors developed TLKM 30 as the Company’s long-
adjustments across the organization, business portfolio, term transformation framework, designed to strengthen
and operational governance. The business streamlining Telkom’s position within the digital ecosystem through
agenda, infrastructure asset spin-off, and the intensified to 2030. The strategy spans a broad agenda: reorienting
focus on higher-value businesses such as data centers and the business, building out digital infrastructure, and
digital services require high levels of execution discipline expanding the Company’s portfolio of technology services.
and operational readiness across all lines of the Company. Through TLKM 30, Telkom is accelerating its evolution
from a traditional telecommunications provider into a
The global macroeconomic environment, still beset fully-fledged digital company, one capable of actively
by uncertainty, elevated interest rates, and pressures driving the growth of Indonesia’s digital economy.
on consumer purchasing power, has added further
complexity to the business landscape. The combination
of competitive pressures, investment requirements,
Corporate Governance
and the transformation agenda constitutes the principal The Company remains firmly committed to the principles
challenge the Company faces in sustaining performance of Good Corporate Governance (GCG) as the cornerstone of
while simultaneously laying the groundwork for all its business activities. GCG implementation at Telkom
long- term growth. is grounded in applicable international standards and
national regulations, including ISO 37001 on Anti-Bribery
Management Systems and the GCG principles established
by capital market authorities. These foundational
principles, encompassing transparency, accountability,
fairness, responsibility, and sustainability, serve as guiding
tenets in both strategy formulation and the Company’s
day-to-day operations.
ANNUAL REPORT 2025 49
Page 52
Telkom Highlights
02 Management
Reports
About Telkom
Management Discussion
and Analysis
Corporate
Governance
In keeping with these principles, the Company ensures Director of Human Capital Management, Arthur Angelo
that all strategic and operational measures are carried Syailendra as Director of Finance and Risk Management,
out with transparency and accountability through internal and Faizal Rochmad Djoemadi as Director of IT Digital.
oversight mechanisms and a systematically structured In addition, Honesti Basyir, who previously served as
reporting framework. This approach is designed to Director of Group Business Development, was appointed
ensure that every initiative, including innovation and as Director of Wholesale and International Business.
sustainability programs, is executed efficiently, ethically,
Subsequently, through an Extraordinary General Meeting
and in accordance with prevailing governance standards.
of Shareholders (EGMS) held on 16 September 2025, the
As part of its continued efforts to elevate governance Company honorably discharged Muhammad Awaluddin
quality, the Company also conducts regular risk from his position as Deputy President Director and
assessments, including those pertaining to business accepted the resignation of Henry Christiadi from his
continuity risks, to maintain operational stability and position as Director of Human Capital Management. The
ensure the sustainability of the business over the EGMS further appointed Willy Saelan as Director of Human
long term. Capital Management and Andy Kelana as Director of Legal
& Compliance. A further change in the composition of
Changes in the Composition of the Board of Directors took place through an EGMS on
12 December 2025, which honorably discharged Honesti
the Board of Directors
Basyir as Director of Wholesale & International Service and
In 2025, changes in the composition of the Company’s appointed Budi Satria Dharma Purba as his successor.
Board of Directors and Board of Commissioners
Accordingly, the composition of the Company’s Board of
were ratified through the Annual General Meeting of
Directors as of year-end 2025 is as follows:
Shareholders (AGMS) of PT Telkom Indonesia (Persero)
Tbk, held on 27 May 2025. The AGMS honorably • President Director: Dian Siswarini
discharged Ririek Adriansyah as President Director, Heri • Director of Enterprise and Business Service: Veranita
Supriadi as Director of Finance and Risk Management, Yosephine
F.M. Venusiana R. as Director of Enterprise & Business • Director of Human Capital Management: Willy Saelan
Service, Herlan Wijanarko as Director of Network & • Director of IT Digital: Faizal Rochmad Djoemadi
IT Solution, Afriwandi as Director of Human Capital • Director of Finance and Risk Management: Arthur
Management, Muhammad Fajrin Rasyid as Director of Angelo Syailendra
Digital Business, Budi Setyawan Wijaya as Director of • Director of Legal & Compliance: Andy Kelana
Strategic Portfolio, and Bogi Witjaksono as Director of • Director of Network: Nanang Hendarno
Wholesale & International Service. • Director of Strategic Business Development &
Portfolio: Seno Soemadji
At the same occasion, the AGMS appointed Dian Siswarini • Director of Wholesale and International Service: Budi
as President Director, Muhammad Awaluddin as Deputy Satria Dharma Purba
President Director, Veranita Yosephine as Director of
Enterprise and Business Service, Nanang Hendarno as
Director of Network, Seno Soemadji as Director of Strategic
Business Development & Portfolio, Henry Christiadi as
50 ANNUAL REPORT 2025
Page 53
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Business Outlook for 2026 Closing Remarks
In 2026, Telkom will accelerate the implementation of On behalf of the Board of Directors, we extend our
TLKM 30 in a measured and disciplined manner, with appreciation to our shareholders, the Board of
particular emphasis on execution consistency, enhanced Commissioners, employees, customers, partners, and
competitiveness, and the creation of sustained long-term all stakeholders for their unwavering support and
value. TLKM 30 serves as the primary strategic framework trust throughout 2025. With an ever-strengthening
through which the Company will respond to industry transformation foundation, Telkom is well-positioned
dynamics while ensuring healthy long-term growth for its to advance into the next chapter of its journey as a
shareholders and all stakeholders. strategic holding capable of creating long-term value and
reinforcing its role as the backbone of Indonesia’s digital
In recognition of the increasingly competitive infrastructure and services.
telecommunications landscape, Telkom will drive
accelerated implementation by concentrating on the
strengthening of its four core business pillars, namely B2C,
B2B ICT, B2B Infra, and International Business, which will Jakarta, May 12, 2026
serve as the foundation for sustainable long-term growth.
This strategy is designed to capture opportunities arising
from the accelerating pace of digital transformation across On Behalf of the Board of Directors,
multiple sectors, while prioritizing value creation through
business portfolio optimization, synergy strengthening,
and the development of market- and stakeholder-oriented
digital capabilities.
Dian Siswarini
President Director
ANNUAL REPORT 2025 51
Page 54
STATEMENT OF THE MEMBER OF BOARD OF COMMISSIONERS
REGARDING WITH RESPONSIBILITY FOR
PT TELKOM INDONESIA (PERSERO) Tbk 2025 ANNUAL REPORT
We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk
2025 Annual Report has been presented in its entirety and that we assume full responsibility
for the accuracy of the content of the Company’s Annual Report.
This statement is made in all truthfulness.
Jakarta, May 12, 2026
Board of Commissioners
Angga Raka Prabowo
President Commissioner
Deswandhy Agusman Ira Noviarti Rofikoh Rokhim
Independent Commissioner Independent Commissioner Independent Commissioner
Ossy Dermawan Rionald Silaban
Commissioner Commissioner
Silmy Karim Rizal Malarangeng
Commissioner Commissioner
Page 55
STATEMENT OF THE MEMBER OF BOARD OF DIRECTORS
REGARDING WITH RESPONSIBILITY FOR
PT TELKOM INDONESIA (PERSERO) Tbk 2025 ANNUAL REPORT
We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk
2025 Annual Report has been presented in its entirety and that we assume full responsibility
for the accuracy of the content of the Company’s Annual Report.
This statement is made in all truthfulness.
Jakarta, May 12, 2026
Board of Directors
Dian Siswarini
President Director
Arthur Angelo Syailendra Veranita Yosephine Nanang Hendarno
Director of Finance & Director of Enterprise & Director of Network
Risk Management Business Service
Seno Soemadji Faizal Rochmad Djoemadi Budi Satria Dharma Purba
Director of Strategic Director of IT Digital Director of Wholesale &
Business Development & Portfolio International Service
Willy Saelan Andy Kelana
Director of Human Capital Director of Legal &
Management Compliance
Page 56
03. 54 ANNUAL REPORT 2025
Page 57
PT TELKOM INDONESIA (PERSERO) Tbk About Telkom ANNUAL REPORT 2025 55
Page 58
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Purpose, Vision,
Mission, and Strategy
PURPOSE
Building a more prosperous
and competitive nation and
delivering the best value to our
stakeholders.
VISION MISION
To become a To become the leading digital
world-class digital telecommunications company in
telecommunications Indonesia that makes a significant
company that makes impact on the international stage.
a significant impact
Building an organization with
at the regional level
standardized, agile, collaborative,
and builds a digital
and results-oriented governance.
ecosystem to create
value for stakeholders. Strengthening a culture of
excellence in service for all
stakeholders.
56 ANNUAL REPORT 2025
Page 59
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
STRATEGIC FOCUS 2025
In 2025, we continued to undergo transformation to strengthen our business
fundamentals and drive healthy and sustainable growth. Based on lessons
learned from the execution of the Company’s initiatives in previous years,
there are several areas that need improvement, particularly in relation to
the speed of execution of the bold moves, which has not been optimal. This
situation is caused by internal factors related to capabilities, as well as
external factors related to the slowing telecommunications industry trend
and increasing competition. Therefore, in 2025, Telkom will continue to
implement the bold moves with a focus on more disciplined execution
quality by paying attention to progress and impact. We have announced
the corporate theme for 2025, “Regain B2C market share and drive B2B
performance acceleration by boldly executing practical & impactful
programs” with three main programs, namely:
1. Execute FMC offerings & Beyond Connectivity services to
uplift customer productivity, reinforced by efficient territory
management to ensure sales quality in both mobile and
fixed markets;
2. Strengthen product & consultative selling capability and
accelerate efficient business process & IT-tools readiness
to improve B2B competitiveness with clear E2E financial
visibility; and
3. Push for more efficient & competitive network-
access and tighten Group capex & procurement
collaboration, while optimizing asset utilization to
enhance Group profitability.
ANNUAL REPORT 2025 57
Page 60
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Corporate Culture and Values
TelkomGroup culture is a system of values, beliefs, norms, and basic assumptions shared by all TelkomGroup employees.
This culture is formed from the accumulation of the Company’s experiences in facing various external challenges and
internal integration needs, and acts as the main driver in realizing the vision, mission, and strategic objectives of each
entity in TelkomGroup. This culture is internalized and implemented consistently as a guideline in thinking, behaving,
and acting across all lines of the organization.
Referring to the Company Policy on TelkomGroup Culture Implementation Guidelines, TelkomGroup culture is based
on the core values and work practices established by Telkom as core values that are believed in and practiced by all
TelkomGroup employees. These values and ways of working are constantly aligned with the dynamics of TelkomGroup’s
business strategy, thereby forming the basis for daily work behavior, including interaction, communication, collaboration,
and decision-making.
Thus, TelkomGroup culture encompasses:
Core Values Digital Ways of Working
Amanah/ Holding on to the trust given Bravery The courage to execute tasks to achieve the best
Trustworthy results by taking calculated risks for the benefit of
Kompeten/ Continue to learn and develop capabilities the Company
Competent Integrity Adhering to ethical principles, values, norms,
Harmonis/ Caring for each other and respecting and applicable regulations, acting honestly, and
Harmonious differences refraining from any misconduct that could harm
the Company
Loyal Dedicated and prioritizing the interests of the
nation and the state Service A commitment to always providing the best service
Excellence to all stakeholders, taking full responsibility for
Adaptif/ Continue to innovate and be enthusiastic in
results without making excuses
Adaptive moving or facing change
Agility The ability to act quickly, accurately, effectively,
Kolaboratif/ Building a synergistic collaboration
and efficiently without adding bureaucracy, and to
Collaborative
always be solution-oriented and innovative in the
face of change
The implementation of TelkomGroup culture applies to all individuals within TelkomGroup, including the Board of
Directors/Management, Board of Commissioners/Supervisory Board, and all employees, as a single entity in supporting
the sustainability of the Company’s performance and achievement of its objectives.
Corporate Culture Actualization Program
All unit leaders within TelkomGroup serve as role models and key drivers in the implementation of the Company’s cultural
actualization program. The Company’s cultural program is built through various structured and sustainable cultural
implementation and actualization initiatives, aimed at bridging the values set forth with actual work behavior. This
program is one of the important instruments in the Company’s Change Management.
To ensure that the implementation of the culture runs effectively and involves the active participation of all
employees, unit leaders appoint Culture Agents and Culture Boosters in their respective units. As of the reporting
year, there were 4,231 Culture Agents and Culture Boosters, consisting of 2,010 people from Telkom and 2,221 people
58 ANNUAL REPORT 2025
Page 61
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
from subsidiaries. All Culture Agents are required to Corporate Culture Evaluation
participate in the Culture Agent On Boarding (CAOB)
program to align their understanding of the Company’s To ensure the effectiveness of the implementation of the
cultural role and its relevance to the Company’s strategy Company’s culture and digital work behavior across all
in achieving its Purpose, Vision, and Mission. TelkomGroup entities, HCM TelkomGroup will conduct a
Culture Survey in 2025 as part of its efforts to measure the
In its implementation, unit leaders, together with Culture implementation of culture in a systematic and sustainable
Agents and Culture Boosters, formed the Culture Activation manner. This survey is designed to monitor the level of
Provocation Community (Kipas Budaya) as a collaborative internalization and actualization of culture, as well as
forum to drive and coordinate various cultural actualization assess its impact on the achievement of TelkomGroup’s
activities in each work unit. digital transformation.
Impactful Digital Cultural The 2025 Culture Survey measures several key indicators,
namely Digital Ways of Working: BISA Implementation
Revitalization Index, BISA Culture Journey Index, AKHLAK Culture
In line with the ever-evolving and increasingly competitive Journey Index, and Employee Net Promoter Score (e-NPS).
telecommunications industry, TelkomGroup is not only The results of these measurements are used to map the
focused on strengthening the Company’s values, but position and journey of the organization’s culture, identify
also revitalizing Digital Ways of Working as a strategic strengths and areas that need strengthening, and assess
response to maintain relevance, increase competitiveness, the relationship between work culture and the Company’s
and strengthen the Company’s resilience in the face of performance and digital transformation success.
increasing business complexity. This revitalization is
The Culture Survey was conducted online and covered
part of the Company’s strategic priorities in ensuring
all TelkomGroup entities. To deepen and validate the
the organization’s readiness for industry changes and
quantitative measurement results, a qualitative study
continuous digital transformation.
was conducted using the Focused Group Discussion
As a manifestation of this commitment, on June 12, 2025, (FGD) method. This combination of quantitative and
Telkom officially launched Digital Ways of Working: qualitative approaches enabled the Company to gain a
BISA (Bravery, Integrity, Service Excellence, and Agility) more comprehensive understanding of the perceptions,
as a digital work behavior framework that serves experiences, and dynamics of the work culture within
as the foundation in supporting the acceleration of TelkomGroup. Based on the measurement results,
TelkomGroup’s digital transformation. This framework TelkomGroup achieved the following index scores:
is designed to encourage adaptive, integrity-driven, • Digital Ways of Working Implementation Index: BISA,
service-oriented, and responsive mindsets, attitudes, TelkomGroup scored 76.44% (Exemplary Champion).
and work behaviors. • The TelkomGroup BISA Journey Index comprises a
Readiness to Change score of 82.77% (Highly Ready), a
To ensure that the implementation of culture can have
Symbolic Intervention score of 2.81 (Above Standard),
a direct impact on performance achievement, the
and an Acceptance score of 257.84 (High Acceptance).
Company’s cultural program is carried out through various
strategic programs that are aligned with TelkomGroup’s • The TelkomGroup AKHLAK Culture Journey Index
business targets and priorities, and supported by comprises a Readiness to Change score of 86.33%
integrated policies and support systems. These supporting (Highly Ready), a Symbolic Intervention score of 2.74
systems include the use of various digital tools, such as the (Above Standard), and an Acceptance score of 257.74
Diarium collaboration application as a corporate portal, (High Acceptance).
daily operational systems such as e-office, e-budgeting, • The TelkomGroup Culture Journey includes a
and file sharing, the Ingenium application for career and Leadership Intervention score of 2.62 (Above
succession management, and MyDigilearn as a learning Standard) and a System Intervention score of 2.58
and knowledge management platform, along with other (Above Standard).
supporting digital systems. • The TelkomGroup Employee Net Promoter Score
(e-NPS) is 84.37 (Mature).
ANNUAL REPORT 2025 59
Page 62
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Telkom Milestone and
Company Name Changes
Through Government Regulation Number 240, year 1961 regarding the Establishment of State Post and
Telecommunication Company, Indonesian Government established Perusahaan Negara Pos dan Telekomunikasi
(PN Postel). Furthermore, PN Postel was split into PN Post and Giro and Perusahaan Negara Telekomunikasi (PN
Telekomunikasi) according to Government Regulation No. 30 dated July 6, 1965. This date is the basis for determining
the anniversary of Telkom Indonesia.
PN Telekomunikasi was split into two entities in 1974, namely Perusahaan Umum Telekomunikasi (Perumtel) and
PT Industri Telekomunikasi Indonesia (PT INTI). Perumtel then turned into a state-owned limited liability company with
the official name of PT Telekomunikasi Indonesia (Persero) or Telkom in 1991. In 1995, Telkom became a public company
listed on IDX and NYSE, with a market capitalization value achieved by the end of 2024 of Rp345 trillion on IDX and
US$20 billion on NYSE.
2025 • Telkom officially signed the deed of spin-off for phase 1 of part of its wholesale fiber connectivity
business and assets to InfraNexia as part of the TLKM 30 transformation strategy, unlocking value
from its digital infrastructure portfolio.
• Telkom completes the topping off of the NeutraDC Nxera Batam Hyperscale Data Center,
representing Telkom’s AI-ready digital infrastructure readiness. This facility is one of the strategic
locations in serving the SIJORI (Singapore, Johor, Riau) region, supported by an international
connectivity ecosystem and the implementation of global standards.
• Telkom inaugurates neuCentrIX Jayapura, the first data center in Papua. This international-
standard facility will provide broader digital access and strengthen service capabilities in the
Eastern Indonesia region.
2024 • Telkom successfully launched the Merah Putih-2 Satellite from Cape Canaveral Florida, to support the
realization of equitable access to connectivity to remote areas of the country.
• As part of implementing Five Bold Moves, PT Telkom Infrastruktur Indonesia (TIF) officially started the end-
to-end operation of TelkomGroup’s connectivity network through the Managed Service Agreement (MSA)
mechanism.
• Telkom launched its latest ESG program, GoZero - Sustainability Action by Telkom Indonesia, as Telkom’s
concrete action in the field of ESG in realizing its commitment to sustainability for a better future.
2023 Telkom and Telkomsel have signed a deed of separation to integrate IndiHome into Telkomsel, an essential
step in the Fixed Mobile Convergence (FMC) initiative within the Five Bold Moves strategy. In addition, Telkom
launched the ESG Existence for Sustainability by Telkom Indonesia (EXIST) program to affirm its commitment to
managing and implementing environmental, social, and governance (ESG) aspects.
2022 Telkom has completed the first phase of construction of the Hyperscale Data Center in Cikarang and started
groundbreaking for the construction of the Hyperscale Data Center in Batam. Telkom also collaborates with the
world’s largest technology companies, namely Microsoft.
2021 Telkomsel is the first cellular operator to provide 5G service in Indonesia. Telkom also increased its collaboration
through additional investment in Gojek and signing an MoU with Microsoft.
60 ANNUAL REPORT 2025
Page 63
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
2020 TelkomGroup has carried out several initiatives to respond to COVID-19 pandemic. Several corporate actions
carried out by Telkomsel, including signing a conditional sale and purchase agreement for selling 6,050
telecommunication towers to Mitratel as well as entering into cooperation and investing in Gojek.
2019 TelkomGroup acquired 2,100 towers belonging to Indosat Ooredoo and acquired 95% of PT Persada Sokka Tama
shares. Telkom also received “2019 Indonesia IoT Services Provider of the Year” award in Frost & Sullivan 2019
Asia Pacific Best Practices Awards.
2018 Telkom launched Merah Putih Satellite and inaugurated Telkom Hub as a Center of Excellence and Source of
Inspiration to Build Digital Indonesia. Telkom has also completed the construction of Indonesia Global Gateway
(IGG).
2017 Telkom launched Telkom 3S Satellite and completed the Southeast Asia-United States (SEA-US) submarine
fiber optic cable line.
2016 Telkom has completed construction of the Southeast Asia-Middle East-Western Europe 5 (SEA-ME-WE 5)
submarine system.
2011-2015 Telkom completed Super Nusantara Highway project and True Broadband Access project in 2011. Then in
2014, Telkom became the first operator in Indonesia to provide 4G LTE service. A year later, Telkom launched
IndiHome.
1999-2010 Telkom launched Telkom-1 satellite in 1999 and Telkom-2 satellite in 2005. Telkom has also successfully
completed JaKaLaDeMa underwater fiber optic cable project.
1991-1995 Perumtel officially changed to Telkom in 1991. Then in 1995, Telkom established subsidiary Telkomsel as a cellular
operator and conducted an IPO on Jakarta Stock Exchange and Surabaya Stock Exchange, registered shares on
NYSE and LSE, and offered open shares without listing on Tokyo Stock Exchange.
1974 PN Telekomunikasi was split into Perumtel, which provides telecommunication services, and PT INTI, which
manufactures telecommunications equipment.
1965 PN Postel was split into two entities, namely Perusahaan Negara Pos dan Giro (PN Pos and Giro) and Perusahaan
Negara Telekomunikasi (PN Telekomunikasi).
ANNUAL REPORT 2025 61
Page 64
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Business Activities
Business Activities Based on 2. Planning, developing, providing, marketing/selling,
and improving telecommunication and information
Telkom’s Articles of Association technology services in the broadest definition with
Telkom’s business activities are based on Article 3 of due observance of the statutory regulations.
the Company’s Articles of Association as stated in the 3. Making investments including equity participation in
Deed of Statement of Resolution of the Company’s GMS other companies in line with and to achieve the goals
Number 37 dated June 22, 2022, which was received and objectives of the Company.
and approved by the Minister of Law and Human Rights
based on Letter No. AHU-0044650.AH.01.02. year 2022 Supporting Business Activities
dated June 29, 2022. Telkom’s business activities are in
1. Provide payment transactions and money transfer
the field of providing telecommunication networks and
services through telecommunications and
services, informatics, as well as optimizing the utilization
informatics networks.
of the Company’s resources to produce goods and/or
services of high quality and with solid competitiveness 2. Carry out other activities and businesses in the
to gain/pursue profit to increase company’s value by context of optimizing resources owned by the
applying the principle of Limited Liability Company. Company, including the use of fixed and movable
The following are Telkom’s main business activities and assets, information system facilities, education
supporting business activities in general: facilities and training facilities, and maintenance and
repair facilities.
3. Cooperate with other parties in the context of
Principal Business Activities
optimizing informatics, communication or technology
1. Planning, building, providing, developing, operating,
resources owned by other parties in the informatics,
marketing/selling/leasing, and maintaining
communication, and technology industries, in line with
telecommunication and information technology
and to achieve the aims and objectives of the Company.
networks in the broadest definition with due
observance of the statutory regulations. All business activities, both main and supporting, were
carried out in the financial year.
62 ANNUAL REPORT 2025
Page 65
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Portfolio Product and/or Service
Telkom has a portfolio of products and services in various business segments in accordance with digital transformation
strategy and development of telecommunications industry, which is described as follows:
Segmen Business Line Product
B2C B2C Legacy Mobile Voice, Mobile SMS, Fixed Voice
B2C Data Mobile Broadband, Fixed Broadband
B2C Digital Mobile Digital Services (E-Health, E-Education, IoT, Big Data, Financial
Service, VOD, Music, Gaming, Digital ads, VAS), Home Digital Services (Pay
TV, OTT, Other Digital Services)
B2B ICT Enterprise Fixed Voice, Fixed BB, Enterprise Data (including Managed CPE, Advanced
Connectivity Connectivity), Wi-Fi, Satellite
Enterprise Digital Managed Solution (including Managed Device)
Solution
Digital IT Services IT Service, Big Data, IoT, Cybersecurity, Cloud (IaaS, PaaS, SaaS)
Digital Infrastructure WS Network Domestic Network
Cluster
WS FTTX Wholesale FTTH
Satellite Upstream (Orbital Slot, Satellite Mission, Transponder), Downstream (VSAT,
Broadband Satellite), Link
DC Colocation & Hosting, Integrated DC Services, Hyperscale
Tower Tower Owned (Macro, Micro, etc.), Reseller, Managed Service, Project, Tower
Fiberization
International Business WS Traffic International Voice, Domestic Voice, Internet Traffic
WS Network International Network
WS Platform & SMS A2P, Others (incl. Edge DC, CDN)
Services
Other B2B Digital B2B e-Commerce, e-Logistic, Digital Advertising, Big Data & IoT Platform,
Digi Ads, Financal Services
B2B2X Digital Music, Gaming, Video/Digital Content
Non-portfolio Digital Investment, Property Development, Property Management,
Hospitality, Infrastructure Services
Digital Adjacent Financial Services, Digital Media, POS Managed Services, IT Svc.
Service Transportation, Professional Svc.
Digital BPO BPO (i.e.,Customer Relationship Management and Shared Service
Operations)
B2B Digital Health B2B Digital Health (Health Service Claim and Provider Management Services)
Managed Services Infra & Network Managed Service, Submarine Cable Service, Power
Infra/Access Solutions
ANNUAL REPORT 2025 63
Page 66
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Telkom Organizational
Structure
Telkom organizational structure as of December 31, 2025, with
President Director
disclosures at least up to the structure of one level below the Board
DIAN SISWARINI
of Directors is presented as follows:
Director of Wholesale &
Director of Enterprise & Director of Strategic Director of Finance &
International Service Director of Network Director of IT Digital
Business Service Business Development Risk Management
BUDI SATRIA NANANG HENDARNO FAIZAL ROCHMAD D
VERANITA YOSEPHINE SENO SOEMADJI ARTHUR ANGELO S
DHARMA PURBA
CORPORATE OFFICE
AVP Directorate AVP Directorate AVP Directorate AVP Directorate AVP Directorate AVP Directorate
Secretariat EBIS Secretariat WINS Secretariat Network Secretariat IT Digital Secretariat SBDP Secretariat KMR
HAFIIZH KUSUMANINGTYAS RAYZA ARDIAN BAHRI AGUNG KERTIOSO H MOHAMAD RAHMAT Y SANDHI PRIMAYUDI WILLY KOESPRASETYO
VP Enterprise VP Strategy VP Network
SVP Risk
Business Strategy Planning & Strategy, & VP IT Digital Strategy VP Corporate
Management
IRWAN Performance Architecture & Performance Strategic Planning
ROBERTO S
ANDRIYANTO PRAYUDI ERMONO LIMAN JOKOADI WIBOWO ANANG SUPRIYADI
NEGARA
NUGROHO NUGROHO PRABOWO
VP Risk Strategy
VP Integrated
VP Connectivity & Governance
VP Enterprise VP Wholesale VP IT Digital Portfolio
Service & Budget RINI FITRIANI
Business Governance Product & Service Governance & QA Management
Strategy
ARIWIATI MICHAEL ADIGUNA RIZA A N RUKMANA CANDRA KUSUMA
MARFANI
WARDHANA
VP Risk Operation
& Process Mgt.
VP Wholesale M. ROSADI
VP Performance, VP Strategic
VP Enterprise Solution & Customer OVP IT Digital Product
Risk Management & Investment
Marketing & Growth Management Capability
Compliance Planning PGS VP Investor
- OKTADIASIH ARI KURNIAWAN Relation
IRWAN INDRIASTANTO RONNY ARNAZ
MUNINGGAR
BRET MATTHEW
GINESKY
OVP Enterprise OVP VP TelkomGroup
VP Strategic
Product & Solution Cybersecurity Financial Planning &
Investment Execution
Development ELYSABETH Analysis
AGUNG NUGROHO
- DAMAYANTI DEVINDRA KAMAL
VP Subsidiaries
Financial Planning &
VP Global Strategic
Analysis
Partnership & Synergy
HENDRA KURNIAWAN
ARFIANTO RAMADHIAN
VP Group Financial
Accounting &
Treasury
VP Business
JUNAINAH
Integration & Strategic
Partnership
VP Financial &
ERVIA TISSYARAKSITA Procurement Policy
NURCHOLIS FERI
AHMADI
EVP Private Service EVP Divisi EGM Digital SGM Finance System
Wholesale Service Connectivity Service EGM Digital Product & Acc Controller
MOHAMMAD -
DIVISIONS/CENTERS
SALSABIL MUHAMMAD ROFIK TEUKU MUDA NANTA SURYA MARDI D
EGM Digital
EGM Information SGM Group
EVP SOE Service Infrastructure
Technology Procurement
DEDY MARDHIANTO Development
- MOKHTAR ISMAIL
CHOLIS SAFRUDIN
EVP Government SGM Telkom Shared
Service Service
SYAIFUDIN EKA SETIAWAN
EGM Solution
Delivery & Assurance
FERA PEBRAYENTI
TERRITORY
EVP Telkom
CRO EVP Telkom EVP Telkom EVP Telkom EVP Telkom
Regional I
Regional II Regional III Regional IV PGS Regional V
DWI PRATOMO
EDIE KURNIAWAN RACHMAD DWI HARTANTO IRWAN ANDRIYANTO N AMIN SOEBAGYO
JUNIARTO
64 ANNUAL REPORT 2025
Page 67
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Board of Commissioners
Audit Nomination and Planning and Risk Evaluation Integrated Governance
Committee Compensation Committee and Monitoring Committee Committee
Director of Human Director of Legal &
Capital Management Compliance
WILLY SAELAN ANDY KELANA
AVP Directorate
AVP Directorate
Secretariat HCM
Secretariat L&C
YULIO GUNTUR
- CEO’s Office
WICAKSANA
SVP Group
SVP Group Corporate
VP HC Strategic SVP Corporate Sustainability & SVP Group Business
VP Corporate Legal SVP Internal Audit Transformation
Management Secretary Corporate Operation
JUNIAN SIDHARTA Communication MOHAMAD RAMZY JEMY VESTIUS
AHMED YASSER JATI WIDAGDO -
CONFIDO
AHMAD REZA
VP HC Talent VP Corporate VP Subsidiary
VP Regulatory VP Planning &
Management Policy VP Legal Settlement Communication Alignment & Value
Management Development Audit
GANJAR RONALDI ANDRI HERAWAN Operations
CHAIRUDIN MIRZA AFDOL MUFTIASA Taskforce Leader
DANISWARA SASOKO RANGGA SUMA AJI
VP Corporate VP Performance
VP HC Culture & VP Sustainability VP Infrastructure VP Change Mgt. &
VP Group Policy Office Support & Profitability
Industrial Relations GUNAWAN & Operation Audit Communication
- HARDI MUHAMMAD
IWAN SETIAWAN WASISTO ERFIZAL FIKRI Y R. RIFA HERDIAN
PURWANTO ZAKKIE R
OVP HC Intelligence, VP Data VP Information VP Product VP Operation
Analytic, & Performance Protection Technology Audit Management Enablers
DIDI HARYADI RIZAL AKBAR RUDY BERLIANDY SETYO BUDIANTO DEDEN MIFTAH P
VP Integrated &
Financial Audit
KENNY NAZAR
VP Audit Partner
UMAR SYAHID
SGM HC Strategic
Partner
SENDY ADITYA
KAMESVARA
SGM HC Service
Operations
PUSPO HENDRIADI
SGM Assessment Center
Indonesia, PGS
M. SUBHAN
ISWAHYUDI
SGM Social
Responsibility
HERY SUSANTO
SGM Telkom
Corporate University
MUHAMMAD SUBHAN
ANNUAL REPORT 2025 65
Page 68
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
List of Industry
Association Memberships
No. National Member
1. Masyarakat Telematika Indonesia (MASTEL) Telkom, Telkomsat, TelkomMetra, Infomedia, AdMedika,
Mitratel, Telkomsel, Telin, PINS, NeutraDC, Metranet
2. Asosiasi Kliring Trafik Telekomunikasi (ASKITEL) Telkom, Telkomsel
3. Asosiasi Penyelenggara Jaringan Internet Indonesia (APJII) Telkom, Telkomsat, TelkomMetra, Telkomsel, TIF
4. Asosiasi Telekomunikasi Seluruh Indonesia (ATSI) Telkom, Telkomsel
5. Indonesia Telecommunication Users Group (IDTUG) Telkom
6. Asosiasi Penyelenggara Pengiriman Uang Indonesia (APPUI) Telkom, Finnet, Telkomsel
7. Asosiasi Sistem Pembayaran Indonesia (ASPI) Telkom, Finnet, Telkomsel
8. Asosiasi Sistem Komunikasi Kabel Laut Seluruh Indonesia (ASKALSI) Telkom, Telin
9. Indonesia Mobile Conttent Association (IMOCA) Telkom
10. Asosiasi Televisi Swasta Indonesia (ATVSI) Telkom
11. Asosiasi Satelit Indonesia (ASSI) Telkom, Telkomsat
12. Forum Komunikasi Satuan Supervisor Internal (FKSPI) Telkom
13. Asosiasi Gabungan Pelaksana Konstruksi Nasional Indonesia (GAPENSI) Graha Sarana Duta, Telkomsat, Mitratel
14. Keanggotaan Green Building Council Indonesia (GBCI) Graha Sarana Duta
15. Keanggotaan Persatuan Perusahaan Real Estate Indonesia (REI) Graha Sarana Duta
16. Asosiasi Gabungan Rekanan Konstruksi Indonesia (GARANSI) Graha Sarana Duta
17 Asosiasi Badan Usaha Jasa Pengamanan Indonesia (ABUJAPI) Graha Sarana Duta
18. Asosiasi Perusahaan Klining Servis Indonesia (APKLINDO) Graha Sarana Duta
19. Kamar Dagang dan Industri (KADIN) Telkom, Graha Sarana Duta, Telkomsat, Infomedia,
Nutech, AdMedika, Bosnet, Swadharma Sarana
Informatika (SSI), Telkomsel, Telkom Infra
20. Asosiasi Perawatan Bangunan Indonesia (APBI) Graha Sarana Duta
21. Asosiasi Kontraktor Ketenagalistrikan Indonesia (AKLINDO) Graha Sarana Duta
22. Asosiasi Pengelola Gedung Badan Usaha Milik Negara (APG BUMN) Graha Sarana Duta
23. Indonesia Cyber Security Forum (ICSF) Telkom
24. Asosiasi Inkubator Bisnis Indonesia (AIBI) Indigo Creative Nation
25. Asosiasi Perusahaan Nasional Telekomunikasi (APNATEL) Telkom, Telkom Akses
26. Asosiasi Perusahaan Teknik Mekanikal Elektrikal (APTEK) Nutech, Swadharma Sarana Informatika (SSI), Graha
Sarana Duta
27. Asosiasi Perusahaan Pengadaan Komputer dan Telematika Indonesia Nutech, Infomedia, Swadharma Sarana Informatika
(ASPEKMI) (SSI), Telkomsat
28. Asosiasi Pengusaha Indonesia (APINDO) Infomedia
29. Asosiasi Bisnis Alih Daya Indonesia (ABADI) Infomedia
30. Indonesia Contact Center Association (ICCA) Infomedia
31. Asosiasi Badan Usaha Jasa Pengamanan Indonesia (ABUJAPI) Swadharma Sarana Informatika (SSI)
32. Asosiasi Perusahaan Jasa Pengolahan Uang Tunai Indonesia (APJATIN) Swadharma Sarana Informatika (SSI)
33. Asosiasi Perusahaan dan Consultant Telematika Indonesia (ASPEKTI) Swadharma Sarana Informatika (SSI)
34. Asosiasi Perusahaan Perdagangan Barang Distributor, Keagenan Dan Swadharma Sarana Informatika (SSI), Telkomsat
Industri (ARDIN)
35. Asosiasi Fintech (AFTECH) Finnet, Telkomsel
36. Asosiasi E-Commerce Indonesia (idEA) Finnet
37. Ikatan Ahli Ekonomi Islam Indonesia (IAEI) Telkom
38. Masyarakat Ekonomi Syariah (MES) Telkom
39. BUMN Muda Telkom
40. Forum Digital BUMN (FORDIGI) Telkom
41. Kolaborasi Riset dan Inovasi Industri Kecerdasan Artifisial Indonesia Telkom
(KORIKA)
42. Forum Human Capital Indonesia (FHCI) Telkom
66 ANNUAL REPORT 2025
Page 69
Corporate Social Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk Environment (CSR) No. National Member 43. Asosiasi Pengembang Menara Telekomunikasi (ASPIMTEL) Mitratel 44. Asosiasi Penyelenggara Jaringan Telekomunikasi (APJATEL) Mitratel (2024), TIF 45. Asosiasi IoT Indonesia (ASIOTI) Telkomsel 46. Asosiasi Emiten Indonesia (AEI) Telkom, Mitratel 47. Himpunan Jasa Konstruksi Indonesia (HJKI) Telkom Akses 48. Ikatan Akuntan Indonesia (IAI) Telkom 49. Indonesia Corporate Secretary Association (ICSA) Mitratel 50. Cyber Defense Indonesia (CDEF ID) Telkom, Telkomsel 51. Asosiasi Pelaksana Konstruksi Nasional (ASPEKNAS) Graha Sarana Duta, Telkom Akses 52. Gabungan Pengusaha Kontraktor Nasional Indonesia (GAPEKNAS) Telkom Akses 53. Asosiasi Video Streaming Indonesia (AVISI) Telkomsel 54. Indonesia Business Council for Sustainable Development (IBCSD) Telkom 55. Forum Tanggung Jawab Sosial & Lingkungan (TJSL) BUMN Telkom 56. Asosiasi Katalog Elektronik Nasional (AKEN) Metranet 57. Indonesia Digital Association (IDA) Metranet 58. Dewan Pers Metranet 59. Project Management Institute Indonesia (PMI) Metranet 60. Asosiasi Modal Ventura Indonesia (AMVESINDO) MDI Ventures No. International Member 1. International Telecommunication Union (ITU) Telkom 2. International Telecommunications Satellite Organization (ITSO) Telkom 3. International Telecommunications Satellite (INTELSAT) Telkom 4. International Marine / Maritime Satellite (INMARSAT) Telkom 5. Asia Pacific Telecommunication (APT) Telkom, Telkomsel 6. Asia Pacific Economic Cooperation (APECTEL) Telkom 7. TM Forum Telkom, Telkomsel 8. ASEAN CIO Association (ACIOA) Telkom 9. Wireless Broadband Alliance (WBA) Telkom 10. The Institute of Certified Management Accountants Telkom 11. Asia-Pacific Satellite Communications Council (APSCC) Telkomsat 12. Asia Pacific Network Information Centre (APNIC) Telkomsel 13. Bridge Alliance Telkomsel 14. Global System for Mobile Communications Association (GSMA) Telkomsel 15. Indonesia Artificial Intelligence Society (IAIS) Telkomsigma 16. Pacific Telecommunications Council (PTC) Telin 17. Mobile Ecosystem Forum (MEF) Telin 18. International Cable Protection Committee (ICPC) Telin 19. The ITW Global Leader’s Forum (GLF) Telin 20. Executive Global Network (EGN) Telin 21. Information Systems Audit and Control Association (ISACA) Chapter Indonesia Telkom 22. Global Information Assurance Certification (GIAC) Advisory Board Telkom 23. International Information System Security Certification Consortium (ISC2) Telkom 24. International Association of Privacy Professionals (IAPP) Telkom 25. The Global Mobile Suppliers Association (GSA) Telkomsel 26. Marketing + Media Alliance (MMA) Telkomsel 27. Asosiasi Penyedia Data Center Indonesia NeutraDC ANNUAL REPORT 2025 67
Page 70
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Board of Commissioners’ Profiles
Members of the Board of Commissioners as of December 31, 2025
Angga Raka Prabowo Deswandhy Agusman
President Commissioner Independent Commissioner
Age 36 years old Age 66 years old
Citizenship Indonesia Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2011 Bachelor of International Relations, Educational 1988 MBA, Finance, Business, and Economics,
Background Universitas Jayabaya, Indonesia Background University of Denver, United States of
America
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 27, 2025 1985 Bachelor of Civil Engineering, majoring
in Construction Management, Institut
Concurrent Positions 2024 – now Deputy Minister of Communication
Teknologi Bandung, Indonesia
and Digital Affairs, Ministry of
Communication and Digital Affairs Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 27, 2025
2024 – now President Commissioner, PT Media
Pandu Bangsa Concurrent Positions 2015 – now Independent Commissioner, PT Berau
Coal Energy Tbk
2022 – now President Commissioner, PT Aneka
Rupa Pangan 2025 – 2030 Member of the National Committee on
Corporate Governance Policy
2021 – now Secretary of Yayasan Pendidikan
Kebangsaan Republik Indonesia Work Experiences 2015 – 2024 Commissioner, PT Maybank Sekuritas
Indonesia
Work Experiences 2025 – April Head of the Government
2026 Communication Agency of 2015 – 2024 Independent Commissioner, PT Maybank
the Republic of Indonesia Indonesia Finance
Professional 2025 Qualified Risk Governance 2010 – 2012 Senior Advisor, PT Permodalan Nasional
Certifications Professional (QRGP) Madani Venture Capital
2010 – 2012 Independent Commissioner, PT Bank
Tabungan Negara Tbk
2002 – 2006 Member of the Board of Commissioners,
PT Bank Permata Tbk
2001 – 2003 Senior Advisor to the Minister of
Cooperatives and SME for Technology
Utilization
2000 – 2005 Member of the National Committee on
Corporate Governance Policy
1999 – 2004 President Commissioner, PT Permodalan
Nasional Madani Venture Capital
1999 – 2001 Deputy Minister of Cooperatives and
Small and Medium Enterprises for
Financing
1999 - 2001 Commissioner, PT Bank BRI
1998 – 1999 Director General of Financing Facilitation
and Savings and Loans
1992 – 1998 Managing Director – Corporate Finance,
PT Peregrine Sewu Securities
1990 – 1992 Syndication Manager, PT Nomura
Indonesia
1988 – 1990 Management Associate Global Corporate
Banking Group, Citibank N.A
Professional 2025 Qualified Risk Governance Professional
Certifications (QRGP)
68 ANNUAL REPORT 2025
Page 71
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Ira Noviarti Rofikoh Rokhim
Independent Commissioner Independent Commissioner
Age 54 years old Age 55 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Banten, Indonesia Domicile Jakarta, Indonesia
Educational 1995 Bachelor of Economics (Financial Educational 2005 Ph. D in Economics, Universite de Paris 1
Background Accounting), Universitas Indonesia, Background Pantheon-Sorbonne, Prancis
Indonesia
2002 D.E. A (M.Phil) International and Development
Basis of Appointment Extraordinary General Meeting of Shareholders Economic, Universite de Paris 1 Pantheon-
(EGMS) of Telkom held on September 16, 2025 Sorbonne, Prancis
Concurrent Positions 2025 – now Strategic Advisor 2002 Master Specialist in Public Finance, Institut
to Global Private Equity International d’Administration Publique, Prancis
Work Experiences 2020 – 2024 CEO & President Director, PT Unilever 1994 B.A in Public Administration, Universitas Gadjah
Indonesia Mada, Indonesia
2017 – 2020 Vice President Beauty & Personal 1990 B.A in Management Economic, Universitas Islam
Care and Board Member, PT Unilever Indonesia, Indonesia
Indonesia Basis of Extraordinary General Meeting of Shareholders (EGMS) of Telkom
2014 – 2017 Vice President, Unilever Appointment held on December 12, 2025
Food Solutions South-East Asia Concurrent 2025 – now President Commissioner, PT Trimegah Sekuritas
2010 – 2014 Vice President o Ice Cream and Media Positions Indonesia
Consumer Market Insight, PT Unilever 2023 – now Corporate Assessment Committee, Bursa Efek
Indonesia Indonesia
Professional 2025 Qualified Risk Governance 2019 – now Head of Master of Management Program, Faculty
Certifications Professional (QRGP) of Economics and Business, Universitas Indonesia
Work Experiences 2017 – 2025 Deputy President Commissioner, PT Bank Rakyat
Indonesia (BRI) Tbk
2017 – 2019 Advisor and Expert on Ultra Micro Program,
PT Permodalan Nasional Madani (PNM)
2015 – 2017 President Commissioner, PT Hotel
Indonesia Natour (Persero)
2016 – 2017 Village Fund Task Force, Ministry of Villages,
Transmigration and Disadvantaged Regions
2015 – 2017 Service Committee and Membership &
Organizational & Human Resources Performance
Committee, BPJS Ketenagakerjaan
2014 – 2015 Task Force for Oil and Gas Governance (Anti-Oil
and Gas Mafia), Ministry of Energy and Mineral
Resources
2012 – 2015 Member of the Audit Committee, PT Pos Indonesia
2008 – 2013 Head of the Bisnis Indonesia Intelligence Unit
1995 – 2008 Reporter at Bisnis Indonesia
Professional 2024 Level 6 Risk Management in Banking Industry by
Certifications Bankers Association for Risk Management
2024 Charter of Accountant
(CA), Asosiasi Akuntan Indonesia
2023 Indonesian Internal Auditor Practitioner (IIAP)
in Audit Financing, Institute Internal Audit
Indonesia
2017 Level 1 & Level 2 Risk Management in Banking
Industry, LSPP/IBI
ANNUAL REPORT 2025 69
Page 72
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Ossy Dermawan Rionald Silaban
Commissioner Commissioner
Age 49 years old Age 60 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2014 Master of Science,RSIS, Educational 1993 Master of Laws, Georgetown
Background Nanyang Technological Background University, United States of America
University (NTU), Singapura
1989 Bachelor of Law, Universitas
2000 Bachelor of Science, Indonesia, Indonesia
Norwich University, Vermont,
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
United States of America
Telkom held on May 27, 2025
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Concurrent Positions Does not hold any concurrent position
Telkom held on May 27, 2025
Work Experiences 2018 – 2021 Head of Education and Training
Concurrent Positions 2024 – now Deputy Minister of Agrarian Affairs
Agency, Ministry of Finance
and Spatial Planning/Deputy Head of
the National Land Agency, Ministry of 2016 – 2018 Expert Staff for Macroeconomics
Agrarian Affairs and Spatial Planning- & International Finance,
National Land Agency Ministry of Finance
2020 – now Executive Director, SBY*Ani Museum Professional 2024 Qualification in 6 Areas of Banking
Certifications Risk Management, LSPP
2019 – now Manager, LavAni Volleyball Club
2019 Level 1 Commissioner, Banking Risk
Work Experiences 2018 – 2024 Personal Staff to the Sixth President of
Management, LSPP
the Republic of Indonesia
2014 – 2018 Assistant to the Sixth President of
the Republic of Indonesia
2009 – 2014 Staff Officer, Army Materiel Command
(Spamad), Indonesian Army
2007 – 2009 Company Commander, Cavalry
Battalion 7/Sersus, Kodam Jaya
2006 – 2007 Head of Operations Section, Cavalry
Battalion 7/Sersus, Kodam Jaya
2005 – 2006 Platoon Commander, Cavalry
Battalion 7/Sersus, Kodam Jaya
2004 – 2005 Platoon Commander, Cavalry Battalion
3/Serbu, Kodam V/Brawijaya
2002 – 2004 Staff Officer, Indonesian Army
Personnel Staff (Spersad),
Indonesian Army
2001 – 2002 Staff Officer, Army Education
and Training Command (Kodiklat),
Indonesian Army
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP)
70 ANNUAL REPORT 2025
Page 73
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Silmy Karim Rizal Malarangeng
Commissioner Commissioner
Age 51 years old Age 61 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2014 Defense Management, Naval Postgraduate Educational 2000 Doctoral Comparative Politics, Ohio
Background School (NPS), United States of America Background State University, United States of
America
2012 Advance Security, George C. Marshall
European Center for Security Studies, 1994 Magister Comparative Politics,
Germany Ohio State University, United
States of America
2012 NATO School, Germany
1990 Bachelor of Communication
2012 National and International Defense,
Science, Universitas Gadjah Mada,
United States of America
Indonesia
2010 Georgetown University, GLS, Washington
Basis of Appointment Annual General Meeting of Shareholders (AGMS)
D.C, United States of America
of Telkom held on June 19, 2020
2007 Master of Economics, Universitas Indonesia,
Concurrent Positions 2020 – now Commissioner, PT Energi Mega
Indonesia
Persada
1997 Bachelor of Economics, Universitas Trisakti,
Work Experiences 2001 – 2020 Executive Director,
Indonesia
Freedom Institute
Basis of Annual General Meeting of Shareholders (AGMS) of Telkom
2016 Founder, Freedom Corp
Appointment held on May 30, 2023
2009 Founder, Fox Indonesia
Concurrent 2024 – now Deputy Minister of Immigration and
Positions Corrections, Ministry of Immigration 2008 – 2012 Director of IT System Operation,
and Corrections Financial Transaction Report and
Analysis Center (PPATK)
Work Experiences 2023 – 2024 Director General of Immigration of the
Republic of Indonesia, Ministry of Law and Professional 2023 Qualified Risk Governance
Human Rights Certifications Professional (QRGP)
2018 – 2023 President Director, PT Krakatau Steel
(Persero) Tbk
2016 – 2019 Commissioner, PT GE Power Solution
Indonesia
2016 – 2018 President Director, PT Barata Indonesia
(Persero)
2015 – 2016 President Commissioner, MAN Diesel &
Turbo Indonesia
2014 – 2016 President Director, PT Pindad (Persero)
2011 – 2014 Commissioner, PT PAL Indonesia (Persero)
2010 – 2011 Special Advisor to the Indonesian
Investment Coordinating Board
Professional 2023 Qualified Risk Governance Professional
Certifications (QRGP)
2014 Naval Postgraduate School (NPS) in
Defense Management, Monterey, California,
United States of America
2012 Harvard University in National and
International Defense, Cambridge,
Massachusetts, United States of America
2012 NATO School, Oberammergau, Germany
2012 George C. Marshall European Center for
Security Studies, Program in Advance
Security, Garmisch-Partenkirchen, Germany
ANNUAL REPORT 2025 71
Page 74
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Members of the Board of Commissioners Whose Term of Office Ended in 2025
Bambang Permadi Soemantri
Brodjonegoro Bono Daru Adji
Independent Commissioner
President Commissioner/Independent Commissioner
Age 58 years old Age 56 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 1997 Ph.D., University of Illinois at Urbana- Educational 1995 LLM, Monash University, Australia
Background Champaign, United States of America Background
1993 Master of Urban Planning, University 1993 Bachelor of Law, Universitas Trisakti,
of Illinois at Urbana-Champaign, Indonesia
United States of America
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
1990 Bachelor of Economics, Universitas Telkom held on May 28, 2021
Indonesia, Indonesia
Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025
Telkom held on May 28, 2021
Current Positions 2025 Managing Director Legal, PT Danantara
Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of Investment Management
Telkom held on May 27, 2025
Work Experiences 2023 – 2025 Member of the Ethics Committee of
(following the resignation on April 10, 2025)
the Indonesian Football Association
Current Positions 2025 Dean and CEO, Asian Development
2002 – 2025 Member of the Board of Directors
Bank Institute
of the Indonesian Audit Committee
Work Experiences 2024 – 2025 Special Advisor to the President for Association
Economic and National Development
2019 – 2022 Disciplinary Committee, PT Bursa Efek
2021 – 2025 President Commissioner, Indonesia
PT Prudential Syariah
2017 – 2025 Managing Partner, Assegaf Hamzah
2021 – 2025 President Commissioner, & Partners
PT Bukalapak Tbk
2018 – 2021 Chair of the Standards Board of the
2021 – 2025 Independent Commissioner, PT Astra Association of Capital Market Legal
International Tbk Consultants
2021 – 2025 Independent Commissioner, PT TBS Professional 2024 Chartered Accountant, Ikatan
Energi Utama Tbk Certifications Akuntan Indonesia
2021 – 2025 Commissioner, PT Combiphar 2024 Certificate in Accounting, Finance
Business (CAFB) Advanced Level,
2021 – 2025 Independent Commissioner,
Ikatan Akuntan Indonesia
PT Indofood Tbk
2024 Certificate in Accounting, Finance
2021 President Commissioner,
Business (CAFB) Professional Level,
PT Nusantara Green Energy
Ikatan Akuntan Indonesia
2021 – 2023 President Commissioner, PT Oligo
2023 Qualified Risk Governance
Infrastruktur
Professional (QRGP)
2019 – 2021 Minister of Research, Technology, and
2017 Licensed to Practice Law as an
the National Innovation of Republic
Advocate by Capital Market Legal
of Indonesia
Consultants Association (Himpunan
2016 – 2019 Minister of National Development Consultant Hukum Pasar Modal-
Planning of Republic of Indonesia HKHPM)
2014 – 2016 Minister of Finance of Republic 2017 Licensed to Practice Law as an
of Indonesia Advocate by the Indonesian Bar
Association (PERADI)
2013 – 2014 Vice Minister of Finance of the
Republic of Indonesia
Professional 2021 Qualified Risk Governance
Certifications Professional (QRGP)
72 ANNUAL REPORT 2025
Page 75
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Wawan Iriawan Yohanes Surya
Independent Commissioner Independent Commissioner
Age 61 years old Age 62 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2018 Doctor of Laws, Universitas Educational 1994 Ph.D in Philosophy,
Background Padjadjaran, Indonesia Background The College William and Mary,
2005 Master of Laws, Universitas Virginia, United States of America
Padjadjaran, Indonesia 1990 Master of Science in Physics, The
1989 Bachelor of Laws, Universitas College William and Mary, Virginia,
Jenderal Soedirman, Indonesia United States of America
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of 1986 Bachelor of Physics, Universitas
Telkom held on June 19, 2020 Indonesia, Indonesia
Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 27, 2025 Telkom held on May 27, 2025
Current Positions Does not hold any position Basis for Dismissal Extraordinary General Meeting of Shareholders
(EGMS) of Telkom held on December 12, 2025
Work Experiences 1999 – 2000 Managing Partner, Iriawan & Co
Current Positions 2025 – now Commissioner, PT Solusi Bangun
Professional 2023 Qualified Risk Governance Indonesia
Certifications Professional (QRGP)
Work Experiences 2024 – 2025 Ministerial Expert, Ministry of
2021 Certification in Audit Committee Research, Technology, and Higher
Practices (CACP) Education
2018 – 2024 Special Advisor to the Coordinating
Minister for Maritime Affairs
and Investment in the field of
technology and communications
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP)
ANNUAL REPORT 2025 73
Page 76
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Ismail Marcelino Rumambo Pandin
Commissioner Commissioner
Age 55 years old Age 59 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2010 Doctoral degree in Electrical and Informatics Educational 2007 Ph.D. of Technology and Innovation,
Background Engineering, Institut Teknologi Bandung, Background The University of Queensland,
Indonesia Australia
1999 Master of Electrical Engineering, Universitas 2005 Graduate Diploma in Company
Indonesia, Indonesia Director Course, Australian Institute
of Company Director (GAICD),
1993 Bachelor of Physics Engineering, Institut
Australia
Teknologi Bandung, Indonesia
2003 Diploma in Company Direction
Basis of Appointment First Period: Annual General Meeting of Shareholders (AGMS)
(Chartered Director Level II), The
of Telkom held on May 24, 2019
Institute of Directors (IoD), London,
Second Period: Annual General Meeting of Shareholders
Inggris
(AGMS) of Telkom held on May 3, 2024
1999 Master of Philosophy, Judge
Basis for Dismissal Extraordinary General Meeting of Shareholders (EGMS) of
Business School University of
Telkom held on September 16, 2025
Cambridge, Inggris
Current Positions 2025 General Secretary of the Ministry of
1991 Bachelor of Architectural
Communication and Digital Affairs, Republic of
Engineering, Institut Teknologi
Indonesia
Bandung, Indonesia
Work Experiences 2023 – 2024 Chairman of the Supervisory Board of MASTEL
Basis of Appointment First Period: Telkom Annual General Meeting of
2021 – 2023 Acting as Director General of Post and Shareholders (AGMS) of Telkom held on May 24, 2019
Information Technology, Ministry of Second Period: Telkom Annual General Meeting of
Communication and Information Technology Shareholders (AGMS) of Telkom held on May 3, 2024
2018 – 2019 Chairman, Indonesian Telecommunications Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of
Regulatory Agency (BRTI) Telkom held on May 27, 2025
2016-2025 Director General of Resources and Equipment Current Positions Does not hold any position
of Post and Information Technology, Ministry of
Work Experiences 2018 – 2019 Committee, World Observatory on
Communication and Information of the Republic
Subnational Government Finance,
of Indonesia
and Investment OECD Paris, Prancis
2014 – 2016 Director of PPKU Telecommunications/
2017 – 2019 Senior Policy Advisor on City Finance,
Broadband Development, Ministry of
United City and Local Government
Communication and Information of the Republic
(UCLG) Asia Pacific
of Indonesia
Professional 2024 Chartered Accountant, Ikatan
2012 – 2014 Director of Telecommunications, Directorate
Certifications Akuntan Indonesia
General of Post and Information Technology,
Ministry of Communication and Information 2024 Certificate in Accounting, Finance
Technology of the Republic of Indonesia Business (CAFB) Advanced Level,
Ikatan Akuntan Indonesia
2008 – 2012 Director of IT System Operation, Financial
Transaction Report and Analysis Center (PPATK) 2024 Certificate in Accounting, Finance
Business (CAFB) Professional Level,
Professional 2024 Chartered Accountant, Ikatan Akuntan
Ikatan Akuntan Indonesia
Certifications Indonesia
2023 Qualified Risk Governance
2024 Certificate in Accounting, Finance Business
Professional (QRGP)
(CAFB) Professional Level, Ikatan Akuntan
Indonesia 2020 Certification in Audit Committee
Practices (CACP)
2024 Certificate in Accounting, Finance Business
(CAFB) Advanced Level, Ikatan Akuntan 2014-2015 The Company’s Director (CDC)
Indonesia
2023 Qualified Risk Governance Professional (QRGP)
2021 Certification in Audit Committee Practices
(CACP)
2012 Computer Emergency Response Team (CERT),
Carnegie Mellon-USA
2010 Certified Information System Security
Professional (CISSP), INIXINDO
2010 Certified Data Center Professional (CDCP),
INIXINDO
2010 Certified Information Technology Manager
(CITM), INIXINDO
74 ANNUAL REPORT 2025
Page 77
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Isa Rachmatarwata Arya Mahendra Sinulingga
Commissioner Commissioner
Age 58 years old Age 54 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Tangerang, Indonesia
Educational 1994 Master of Mathematic, Actuarial Educational 1995 Bachelor of Civil Engineering, Institut
Background Science, University of Waterloo, Background Teknologi Bandung, Indonesia
Canada
Basis of Annual General Meeting of Shareholders (AGMS) of
1990 Bachelor’s degree in Department of Appointment Telkom held on May 28, 2021
Mathematics and Natural Sciences,
Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of
Institut Teknologi Bandung,
Telkom held on May 27, 2025
Indonesia
Current Positions 2023 Member of the Executive Committee
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
of the Indonesian Football Association
Telkom held on May 28, 2021
(PSSI)
Basis for Dismissal Annual General Meeting of Shareholders (AGMS) of
2021 General Secretary, Institut Teknologi
Telkom held on May 27, 2025
Bandung Alumni Association
Current Positions Does not hold any position
2021 Advisory Board for the Central Board of
Work Experiences 2021 – 2025 Director General of Budget, Ministry the Indonesian Engineers Association
of Finance of the Republic of
2020 Member of the Board of Trustees,
Indonesia
Universitas Sumatera Utara
2017 – 2021 Director, General of State Assets,
Work Experiences 2019 – 2025 Special Staff III, The Minister of State-
Ministry of Finance of the Republic
Owned Enterprises (SOE)
of Indonesia
2019 – 2021 Commissioner, PT INALUM
2013 – 2017 Expert Staff to the Minister of
Finance for Policy and Regulation 2018 – 2019 Corporate Secretary Director,
on Financial Services and Capital PT MNC Tbk
Markets, Ministry of Finance of the
2017 – 2018 President Commissioner, PT MNC
Republic of Indonesia
Infotainment
2013 Senior Employee at the Fiscal Policy
2015 – 2018 President Director, PT IDX Channel
Agency, Ministry of Finance of the
Republic of Indonesia 2015 – 2018 Deputy Director, iNews TV
2006 – 2012 Head of the Insurance Bureau, 2014 – 2019 President Commissioner, PT Hikmat
Capital Market and Financial Makna Aksara (Sindo Weekly)
Institution Supervisory Agency 2014 – 2019 News Director, PT MNC Tbk
(BPPMLK), Ministry of Finance of the
Republic of Indonesia 2014 – 2018 Director, PT MCI
Professional 2024 Chartered Accountant, Ikatan 2014 – 2015 Director, PT MNC Investama Tbk
Certifications Akuntan Indonesia 2014 – 2015 Editor-in-Chief, RCTI
2024 Certificate in Accounting, Finance 2011 – 2014 Editor-in-Chief, Global TV
Business (CAFB) Professional Level,
Ikatan Akuntan Indonesia 2010 – 2018 News Director & Corporate Secretary
Global TV
2024 Certificate in Accounting, Finance
Business (CAFB) Advanced Level, 2010 – 2014 Corporate Secretary, PT MNC Tbk
Ikatan Akuntan Indonesia 2008 – 2014 President Director, PT Hikmat Makna
2023 Qualified Risk Governance Aksara (Sindo Weekly)
Professional (QRGP) 2008 – 2014 Corporate Secretary, PT Global
2020 Fellow of the Society of Actuaries of Mediacom Tbk
Indonesia (FSAI) 2007 – 2015 Corporate Secretary, PT MNC Sky Vision
1993 Associate of the Society of Actuaries 2004 – 2007 Member, North Sumatra Regional
(ASA) Indonesian Broadcasting Commission
2001 – 2004 Expert Staff, The Chairman of the
Regional House of Representatives and
Spatial Consultant for North Sumatera
Province
1995 – 2001 Drainage & Marine Consultant, Bandung
Professional 2023 Qualified Risk Governance Professional
Certifications (QRGP)
ANNUAL REPORT 2025 75
Page 78
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Independent Statement of the Member of Independent Commissioners
This report does not provide information regarding the independence of Independent Commissioners, as required
by the Company that Independent Commissioners who have served for more than two terms are required to sign a
statement of independence. We can report that to date, there are no members of Telkom’s Independent Board of
Commissioners who have served for more than two terms.
Affiliation Relationships of the Board of Commissioners
Telkom discloses the affiliation with fellow members of the Board of Commissioners, Directors and major and
controlling shareholders, including the names of affiliated parties in accordance with the principle of transparency in
the implementation of Good Corporate Governance or GCG.
Financial Affiliation with Family Affiliation with
Name Position Major & Major &
BoC BoD Controlling BoC BoD Controlling
Shareholder(1) Shareholder(1)
Angga Raka
President Commissioner No No No No No No
Prabowo
Deswandhy Independent
No No No No No No
Agusman Commissioner
Ira Noviarti Independent
No No No No No No
Commissioner
Rofikoh Independent
No No No No No No
Rokhim Commissioner
Ossy
Commissioner No No No No No No
Dermawan
Rionald
Commissioner No No No No No No
Silaban
Silmy Karim Commissioner No No No No No No
Rizal
Commissioner No No No No No No
Malarangeng
Remark:
(1) The controlling shareholder in this matter is the Government of Indonesia represented by the SOE Regulatory Agency as a primary shareholder.
Changes in the Composition of the Board of Commissioners
On May 27, 2025, the Company made changes to the composition of its Board of Commissioners. This change was reported
to the Financial Services Authority through letter No. Tel.55/UM 000/COP-K0F00000/2025 dated May 27, 2025, regarding
Changes to the Management of PT Telkom Indonesia (Persero) Tbk.
On September 16, 2025, the Company again changed the composition of the Board of Commissioners through an
Extraordinary General Meeting of Shareholders (EGMS) which respectfully dismissed Mr. Ismail as Commissioner and
appointed Ms. Ira Noviarti as Independent Commissioner. This change was reported to the Financial Services Authority
through letter No. Tel.00024/LP 000/COP-M0000000/2025 dated September 17, 2025, regarding Information on
Management Changes.
76 ANNUAL REPORT 2025
Page 79
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Furthermore, on December 12, 2025, the Company made another change to the composition of the Board of
Commissioners through an Extraordinary General Meeting of Shareholders (EGMS) which honorably dismissed Mr.
Yohanes Surya as Independent Commissioner and appointed Mrs. Rofikoh Rokhim as Independent Commissioner. This
change has been reported to the Financial Services Authority through letter No. Tel.45/LP 000/COP-M0000000/2025
dated December 16, 2025, regarding the Summary of the Minutes of the Extraordinary General Meeting of Shareholders.
Thus, the composition of the members of the Telkom Board of Commissioners as of December 31, 2025, is as follows:
January 1, 2025 December 31, 2025
Bambang Permadi Soemantri Brodjonegoro Angga Raka Prabowo
President Commissioner/Independent Commissioner President Commissioner
Wawan Iriawan Deswandhy Agusman
Independent Commissioner Independent Commissioner
Bono Daru Adji Ira Noviarti
Independent Commissioner Independent Commissioner
Marcelino Rumambo Pandin Rofikoh Rokhim
Commissioner Independent Commissioner
Ismail Ossy Dermawan
Commissioner Commissioner
Rizal Malarangeng Rionald Silaban
Commissioner Commissioner
Isa Rachmatarwata Silmy Karim
Commissioner Commissioner
Arya Mahendra Sinulingga Rizal Malarangeng
Commissioner Commissioner
Silmy Karim
Commissioner
ANNUAL REPORT 2025 77
Page 80
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Board of Directors’ Profiles
Members of the Board of Directors as of December 31, 2025
Dian Siswarini Arthur Angelo Syailendra
President Director Director of Finance & Risk Management
Age 57 years old Age 41 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 1991 Bachelor of Electrical Engineering, Educational 2007 Master of Science in
Background Institut Teknologi Bandung, Background Management Science and
Indonesia Engineering with a concentration
in Economics and Finance,
Basis of Appointment Annual General Meeting of Shareholders (AGMS)
Stanford University, United
of Telkom held on May 27, 2025
States of America
Concurrent Positions No concurrent positions held
2006 Bachelor of Industrial and
Work Experiences 2015 – 2025 President Director & CEO, PT XL Operations Engineering,
Axiata Tbk University of Michigan, United
States of America
2022 – 2025 President Commissioner,
PT Hypernet Indonesia Basis of Appointment Annual General Meeting of Shareholders (AGMS)
of Telkom held on May 27, 2025
2014 – 2022 Commissioner, PT Link Net
Indonesia Concurrent Positions 2025 Member of the Board of Trustees
of the Telkom Employee Health
2014 – 2015 Group Chief of Marketing &
Foundation
Operation Officer, PT XL Axiata
Tbk Work Experiences 2022 – 2025 Commissioner, PT Indesso
Primatama
2011 – 2014 Director of Digital Service Officer,
PT XL Axiata Tbk 2019 – 2021 Director, EQT Group
2007 – 2011 Director of Network Service 2016 – 2018 Director & Co-Investor, PT Data
Office, PT XL Axiata Tbk Center Infrastructure Indonesia
Professional – 2014 – 2019 Partner Investment Management
Certifications & Advisory, Sternbridge Partners
2012 – 2014 Senior Advisor to Shareholders,
PT Mitra Pinasthika Mustika Tbk
2009 – 2012 Senior Associate, Affinity Equity
Partners
2009 – 2009 Investment Banking Analyst,
Morgan Stanley
Professional –
Certifications
78 ANNUAL REPORT 2025
Page 81
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Veranita Yosephine Nanang Hendarno
Director of Enterprise & Business Service Director of Network
Age 47 years old Age 57 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2015 Master of Business Administration, Educational 1997 Master Space System Engineering,
Background INSEAD Background Delft University of Technology,
Netherlands
2010 Business Administration and
Management, Japan American 1991 Bachelor of Electrical Engineering,
Institute of Management Studies, Institut Teknologi Sepuluh
United States of America Nopember (ITS), Indonesia
2009 Executive Education of Strategy, Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Harvard Business School, United Telkom held on May 27, 2025
States of America
Concurrent Positions No concurrent positions held
1996 Bachelor of Industrial Engineering,
Work Experiences 2022 – 2025 Chief Executive Officer,
Institut Teknologi Bandung,
PT Infrastruktur Telekomunikasi
Indonesia
Indonesia
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
2016 – 2022 Chief of Technology,
Telkom held on May 27, 2025
PT Telekomunikasi Indonesia
Concurrent Positions No concurrent positions held Internasional
Work Experiences 2019 – 2025 CEO, Air Asia Indonesia 2015 – 2016 EGM Service Operation Division,
PT Telkom Indonesia (Persero) Tbk
2017 – 2019 President Director, The Kraft Heinz
Company Professional 2023 Governance, Risk, and Compliance
Certifications Professional Certification Body
2014 – 2017 Sales Development Director,
Danone
2012 – 2014 Supply Chain Director, Danone
2010 – 2012 Sales Director, Danone
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP)
ANNUAL REPORT 2025 79
Page 82
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Seno Soemadji Faizal Rochmad Djoemadi
Director of Strategic
Business Development & Portfolio Director of IT Digital
Age 56 years old Age 59 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Bandung, Indonesia
Educational 2020 Master of Business Administration, Educational 2019 Doctor of Philosophy, Human
Background Institut Teknologi Bandung, Background Resource, Universitas Brawijaya,
Indonesia Indonesia
2001 Bachelor of Accounting, 1998 Master of Science, Electrical
Universitas Indonesia, Indonesia & Electronics Engineering,
University of Saskatchewan,
Basis of Appointment Annual General Meeting of Shareholders (AGMS)
Canada
of Telkom held on May 27, 2025
1991 Bachelor of Electrical
Concurrent Positions 2025 Member of the YPT Advisory Board
Engineering, Institut Teknologi
Work Experiences 2023 – 2025 Executive Vice President, Indosat Sepuluh Nopember (ITS),
Ooredoo Hutchison Tech Indosat Indonesia
Business
Basis of Appointment Annual General Meeting of Shareholders (AGMS)
2020 – 2023 Managing Director of Telkom held on May 27, 2025
Communication, Media &
Concurrent Positions 2025 – now Chairperson of the YPT Advisory
Technology, Accenture
Board
2017 – 2020 Country Manager, TIBCO Software
Work Experiences 2020 – 2025 President Director, PT Pos
2012 – 2017 Director Key Account, Oracle Indonesia
2009 – 2012 Practice Manager, IBM 2019 – 2020 Director of Digital Business,
PT Telkom Indonesia
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP) 2019 – 2020 President Commissioner,
PT MetraNet
2015 – 2019 CEO, PT Telekomunikasi Indonesia
Internasional
2015 – 2016 Commissioner, PT Dayamitra
Telekomunikasi (Mitratel)
2015 – 2016 Executive Vice President
Wholesale Service, Telkom
Indonesia
2013 – 2015 Commissioner, PT Patra
Telekomunikasi Indonesia
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP)
80 ANNUAL REPORT 2025
Page 83
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Budi Satria Dharma Purba Willy Saelan
Director of Wholesale &
International Service Director of Human Capital Management
Age 52 years old Age 56 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Bekasi, Indonesia Domicile Tangerang, Indonesia
Educational 1995 – 1997 Master of Engineering, Educational 1997 Master of Arts, Human Resource
Background Telecommunication Engineering, Background Management, University of Leeds,
RMIT University, Australia Inggris
Basis of Appointment Annual General Meeting of Shareholders (AGMS) 1994 Bachelor of Arts, Social and
of Telkom held on December 12, 2025 Political Sciences, Universitas
Padjadjaran, Indonesia
Concurrent Positions No concurrent positions held
Basis of Appointment Annual General Meeting of Shareholders (AGMS)
Work Experiences 2021 – 2025 Chief Executive Officer, Telin
of Telkom held on September 16, 2025
2018 – 2019 Board of Director, Telekomunikasi
Concurrent Positions 2025 Chair of the Board of Trustees
Indonesia Internasional, (Timor
of the Telkom Employees Health
Leste) S.A.
Foundation
2017 – 2023 Chairman, Telekomunikasi
Work Experiences 2015 – 2025 HR Director, PT Unilever Indonesia,
Indonesia Internasional,
Tbk
(Hongkong) Limited.
Professional 2025 Qualified Risk Governance
2016 – 2021 Chief Commercial Officer, Telin
Certifications Professional (QRGP)
2016 – 2018 Board of Director Contact Center,
2024 Certified Hogan Personality
Australia
Assessment
2015 – 2016 Board of Commissioner,
PT Telekomunikasi Indonesia
International, Indonesia
2013 – 2019 Board of Director, Telekomunikasi
Indonesia International, (Malaysia)
Sdn,Bhd.
2013 – 2018 Board of Director, Telekomunikasi
Indonesia International, (USA) Inc.
2012 – 2016 VP Wholesale & International
Network Services, Telkom,
Indonesia
2008 – 2012 VP/Head Carrier Relation &
Sales Divisi Marketing and Sales,
PT Telekomunikasi Indonesia
International, Indonesia
Professional 2012 Certified Directorship, Singapore
Certifications Institute of Directorship
ANNUAL REPORT 2025 81
Page 84
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Andy Kelana
Director of Legal & Compliance
Age 59 years old
Citizenship Indonesian
Domicile Jakarta, Indonesia
Educational 1994 Master of Business
Background Administration in Finance,
University of Hawai’i, United
States of America
1992 Master of Laws, Indiana
University Bloomington,
United States of America
1989 Bachelor of Law, Universitas
Parahyangan, Indonesia
Basis of Appointment Annual General Meeting of Shareholders
(AGMS) of Telkom held on September 16,
2025
Concurrent Positions No concurrent positions held
Work Experiences 2019 – 2025 Commissioner,
PT Multistrada Arah Sarana,
Tbk
2009 – 2017 Director, PT American
Express Indonesia
Professional 2025 Qualified Risk Governance
Certifications Professional (QRGP)
1989 PERADI License
82 ANNUAL REPORT 2025
Page 85
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Members of the Board of Directors Whose Term of Office Ended in 2025
Ririek Adriansyah Muhammad Awaluddin
President Director Deputy Chief Executive Officer
Age 62 years old Age 58 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 1989 Bachelor of Electrical Engineering, Educational 2016 Doctor of Management Science,
Background Institut Teknologi Bandung, Background Universitas Padjadjaran Bandung,
Indonesia Indonesia
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 3, 2024 Telkom held on May 27, 2025
Concurrent Positions No concurrent positions held Concurrent Positions No concurrent positions held
Work Experiences 2019 – 2021 President Commissioner, Work Experiences 2010 – 2012 President Director, PT Infomedia
PT Telekomunikasi Selular Nusantara
(Telkomsel)
2012 – 2016 Director of Enterprise & Business
2015 – 2019 President Director, Service, PT Telkom Indonesia
PT Telekomunikasi Selular (Persero) Tbk
(Telkomsel)
2016 – 2023 President Director, PT Angkasa Pura
2014 Director of Wholesale & International II (Persero)
Service, PT Telkom Indonesia
2024 – 2025 President Commissioner,
(Persero) Tbk
PT Pelayaran Nasional Indonesia
2012 – 2013 Director of Compliance & Risk (Persero)
Management, PT Telkom Indonesia
2025 – 2025 Deputy Chief Executive Officer,
(Persero) Tbk
PT Telkom Indonesia (Persero) Tbk
2011 – 2012 President Director,
Professional – –
PT Telekomunikasi Indonesia
Certifications
International
2010 – 2011 Director of Marketing & Sales,
PT Telekomunikasi Indonesia
International
2008 – 2010 Director of International Carrier
Service, PT Telekomunikasi
Indonesia International
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
ANNUAL REPORT 2025 83
Page 86
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Heri Supriadi Henry Christiadi
Director of Finance & Risk Management Director of Human Capital Management
Age 60 years old Age 54 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Jakarta, Indonesia
Educational 2013 Doctor of Business Management, Educational 2018 Doctor of Strategic Management,
Background Universitas Padjadjaran, Indonesia Background Universitas Padjadjaran Bandung,
Indonesia
1997 Master of Business Administration
(MBA), Saint Mary’s University, Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Canada Telkom held on May 27, 2025
1991 Bachelor of Industrial Engineering, Concurrent Positions No concurrent positions held
Institut Teknologi Bandung,
Work Experiences 2019 – 2022 President Director PT PINS
Indonesia
Indonesia
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
2022 – 2025 Vice Rector II for Resources, Telkom
Telkom held on June 19, 2020
University
Concurrent Positions 2021 Commissioner, PT Telekomunikasi
2024 – 2025 Head of Supervisory Board Telkom
Selular (Telkomsel)
University Endowment Fund
Work Experiences 2020 – 2023 President Commissioner, PT Graha
2021 – 2025 Head of Telkom Endowment Fund,
Sarana Duta (Telkom Property)
PT Omni Inovasi Indonesia Tbk
2020 President Commissioner,
Professional – –
PT Telekomunikasi Selular
Certifications
(Telkomsel)
2019 – 2020 President Commissioner, PT Fintech
Karya Nusantara (LinkAja)
2019 – 2020 President Commissioner,
PT Telkomsel Mitra Inovasi
2012 – 2020 Director of Finance,
PT Telekomunikasi Selular
(Telkomsel)
2012 – 2014 President Commissioner, PT Graha
Sarana Duta (Telkom Property)
2010 – 2012 President Director, PT Graha Sarana
Duta (Telkom Property)
2008 – 2011 Commissioner, PT Multimedia
Nusantara (Metra)
2007 – 2010 Vice President Subsidiary
Performance, PT Telkom Indonesia
(Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
84 ANNUAL REPORT 2025
Page 87
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
FM Venusiana R Herlan Wijanarko
Director of Enterprise & Business Service Director of Network & IT Solution
Age 59 years old Age 60 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Bandung, Indonesia
Educational 2004 Master of Management, Universitas Educational 2005 Master of Management, Sekolah
Background Hasanuddin, Indonesia Background Tinggi Manajemen Bisnis Telkom,
Indonesia
1992 Bachelor of Electrical Engineering,
Universitas Diponegoro, Indonesia 1989 Bachelor of Electrical Engineering,
Institut Teknologi Bandung,
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Indonesia
Telkom held on May 30, 2023
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Concurrent Positions No concurrent positions held
Telkom held on June 19, 2020
Work Experiences 2020 – 2023 Director of Consumer Service,
Concurrent Positions 2023 Commissioner, PT Dayamitra
PT Telkom Indonesia (Persero) Tbk
Telekomunikasi
2022 – 2023 President Commissioner, PT PINS
Work Experiences 2020 – 2023 President Commissioner,
Indonesia
PT Dayamitra Telekomunikasi
2020 – 2023 President Commissioner,
2022 President Commissioner,
PT Telkom Akses
PT Infrastruktur Indonesia
2020 Director of Network,
2018 – 2020 President Director, PT Dayamitra
PT Telekomunikasi Selular
Telekomunikasi
(Telkomsel)
2016 – 2018 EGM Service Operations Division,
2017 – 2020 Senior Vice President Procurement,
PT Telkom Indonesia (Persero) Tbk
PT Telekomunikasi Selular
(Telkomsel) 2015 – 2016 Deputy EGM Infra Operations &
Maintenance, PT Telkom Indonesia
2016 – 2017 Senior Vice President Consumer
(Persero) Tbk
Marketing, PT Telekomunikasi
Selular (Telkomsel) 2014 – 2015 Deputy EGM Network Infrastructure
& Access, PT Telkom Indonesia
2013 – 2016 Executive Vice President,
(Persero) Tbk
Jabodetabek West Java Areas,
PT Telekomunikasi Selular 2014 Deputy EGM IP Network &
(Telkomsel) Operation, PT Telkom Indonesia
(Persero) Tbk
2010 – 2013 Vice President Jabotabek West
Java Areas, PT Telkomsel 2013 – 2014 GM Regional West Java in North
Region (Bekasi), PT Telkom
2010 Vice President Customer Lifecycle
Indonesia (Persero) Tbk
Management, PT Telkomsel
2010 – 2013 GM Network Regional West Java
2006 – 2010 Vice President Radio Access
Region, PT Telkom Indonesia
Engineering Jawa – Bali,
(Persero) Tbk
PT Telkomsel
2009 – 2010 GM Network Regional Central
2005 – 2006 Vice President Network Operations,
Java Region, PT Telkom Indonesia
PT Telkomsel
(Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
2007 – 2009 GM Network Regional Eastern
Certifications Professional (QRGP)
Indonesia, PT Telkom Indonesia
(Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
ANNUAL REPORT 2025 85
Page 88
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Muhamad Fajrin Rasyid Budi Setyawan Wijaya
Director of Digital Business Director of Strategic Portfolio
Age 39 years old Age 53 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Jakarta, Indonesia Domicile Bandung, Indonesia
Educational 2019 Executive Educations in Innovations Educational 2003 Master of Management, Sekolah
Background and Growth, Stanford University of Background Tinggi Manajemen Bisnis Telkom,
Business, United States of America Indonesia
2018 Executive Educations in Scaling 1996 Bachelor of Technical and Industrial
Entrepreneurial Ventures, Harvard Management, Sekolah Tinggi
Business School, United States of Teknologi Telkom, Indonesia
America
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
2009 Bachelor of Technical Information, Telkom held on June 19, 2020
Institut Teknologi Bandung,
Concurrent Positions 2023 Commissioner, PT Sigma Cipta
Indonesia
Caraka
2008 Student Exchange Program, Daejeon
Work Experiences 2022 – 2023 President Commissioner,
University, Korea Selatan
PT Multimedia Nusantara
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
2020 – 2023 President Commissioner, PT Sigma
Telkom held on June 19, 2020
Cipta Caraka
Concurrent Positions 2023 Commissioner, PT Digital Aplikasi
2020 – 2023 President Commissioner, PT Jalin
Solusi (Digiverse)
Pembayaran Nusantara
2020 Commissioner, PT MDI
2017 – 2020 President Director, PT Admedika
Work Experiences 2020 – 2023 Commissioner, PT Sigma Cipta
2015 – 2017 President Director, PT MD Media
Caraka
2013 – 2015 President Director, PT Melon
2020 – 2023 President Commissioner, PT MDI
Indonesia
2020 – 2023 President Commissioner,
Professional 2023 – 2025 Qualified Risk Governance
PT Metranet
Certifications Professional (QRGP)
2011 – 2020 Co-Founder & President, Bukalapak
2011 – 2014 President Director, Suitmedia
2009 – 2011 Consultant, The Boston Consulting
Group (BCG)
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
86 ANNUAL REPORT 2025
Page 89
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Afriwandi Bogi Witjaksono
Director of Human Capital Management Director of Wholesale & International Service
Age 54 years old Age 56 years old
Citizenship Indonesian Citizenship Indonesian
Domicile Bekasi, Indonesia Domicile Bogor, Indonesia
Educational 2011 Master of Management, Universitas Educational 1995 Master of Telecommunication
Background Islam Sumatera Utara, Indonesia Background Engineering, Institut Teknologi
Bandung, Indonesia
1995 Bachelor of Industrial Engineering,
Sekolah Tinggi Teknologi Telkom, 1989 Bachelor of Electrical Engineering,
Indonesia Institut Teknologi Sepuluh
Nopember, Indonesia
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on June 19, 2020 Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 28, 2021
Concurrent Positions No concurrent positions held
Concurrent Positions 2023 Commissioner, PT Telkom Data
Work Experiences 2020 – 2023 President Commissioner, Infomedia
Ekosistem (NeutraDC)
2020 – 2023 Chairman of the Supervisory Board,
2023 Commissioner, PT Telkom Satelit
Telkom Pension Fund
(Telkomsat)
2015 – 2020 SVP Corporate Secretary,
2023 Commissioner, PT Telekomunikasi
PT Telkom Indonesia (Persero) Tbk
Indonesia International (Telin)
2015 Advisor CEO, PT Telkom Indonesia
Work Experiences 2020 – 2021 Professional on IT/ICT Solution
(Persero) Tbk
2019 – 2020 Director of Enterprise & Business
2014 – 2015 Executive General Manager
Service, PT Telkom Indonesia
Regional VII, PT Telkom Indonesia
(Persero) Tbk
(Persero) Tbk
2019 – 2020 President Commissioner, PT Telkom
2013 – 2014 Deputy EGM of Business Service
Satelit
Division, PT Telkom Indonesia
(Persero) Tbk 2019 – 2020 Commissioner, PT Telkom Metra
2012 – 2013 General Manager of National 2018 – 2019 Deputy President Director/COO,
Segment of Welfare Service Unit, PT Telkom Satelit
PT Telkom Indonesia (Persero) Tbk
2015 – 2019 President Director, PT Patrakom
2012 GM Enterprise West Regional,
2012 – 2019 Managing Director, PT Metrasat
PT Telkom Indonesia (Persero) Tbk
2009 – 2012 General Manager of Operations,
2011 – 2012 GM Enterprise Regional 2,
PT Metrasat
PT Telkom Indonesia (Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
2008 – 2011 GM Enterprise Regional 1, PT Telkom
Certifications Professional (QRGP)
Indonesia (Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
ANNUAL REPORT 2025 87
Page 90
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Honesti Basyir
Director of Group Business Development
Age 57 years old
Citizenship Indonesian
Domicile Jakarta, Indonesia
Educational 2002 Magister Corporate Finance, Institut
Background Manajemen Telkom, Indonesia
1992 Bachelor of Industrial Engineering,
Institut Teknologi Bandung,
Indonesia
Basis of Appointment Annual General Meeting of Shareholders (AGMS) of
Telkom held on May 30, 2023
Concurrent Positions No concurrent positions held
Work Experiences 2019 – 2023 President Director, PT Bio Farma
(Persero)
2017 – 2019 President Director, PT Kimia Farma
Tbk
2014 – 2017 Director of Wholesale and
International Service, PT Telkom
Indonesia (Persero) Tbk
2012 – 2014 Director of Finance, PT Telkom
Indonesia (Persero) Tbk
Professional 2023 – 2025 Qualified Risk Governance
Certifications Professional (QRGP)
88 ANNUAL REPORT 2025
Page 91
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Affiliation Relationships of the Board of Directors
Telkom discloses the affiliation relationship between members of the Board of Directors and fellow members of the
Board of Directors, Commissioners, and major and controlling shareholders, including the names of affiliated parties in
accordance with the principle of transparency in the implementation of Good Corporate Governance or GCG.
Financial Affiliation with Family Affiliation with
Name Position Major & Major &
BoC BoD Controlling BoC BoD Controlling
Shareholder(1) Shareholder(1)
Dian Siswarini President Director No No No No No No
Arthur Angelo Director of Finance & Risk
No No No No No No
Syailendra Management
Veranita Director of Enterprise &
No No No No No No
Yosephine Business Service
Nanang
Director of Network No No No No No No
Hendarno
Seno Soemadji Director of Strategic
Business Development & No No No No No No
Portfolio
Faizal
Rochmad Director of IT Digital No No No No No No
Djoemadi
Budi Satria Director of Wholesale &
No No No No No No
Dharma Purba International Service
Willy Saelan Director of Human Capital
No No No No No No
Management
Andy Kelana Director of Legal &
No No No No No No
Compliance
Remark:
(1) Controlling Shareholder in this matter is the Indonesian government represented by the SOE Regulatory Agency as the primary shareholder.
Changes in the Composition of the Board of Directors
On May 27, 2025, the Company made changes to the composition of its Board of Directors. These changes were
reported to the Financial Services Authority in letter No. Tel.55/UM 000/COP-K0F00000/2025 dated May 27, 2025,
regarding Changes to the Management of PT Telkom Indonesia (Persero) Tbk.
Furthermore, on September 16, 2025, the Company again changed the composition of its Board of Directors by
appointing Mr. Andy Kelana as Director of Legal & Compliance and Mr. Willy Saelan as Director of Human Capital
Management. This change has been reported to the Financial Services Authority through letter No. Tel.00024/LP000/
COP-M0000000/2025 dated September 18 regarding Changes to the Company’s Management.
ANNUAL REPORT 2025 89
Page 92
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Then, on December 12, 2025, the Company again changed the composition of its Board of Directors by appointing
Mr. Budi Satria Dharma Purba as Director of Wholesale & International Services. The change was submitted to the
Financial Services Authority through letter No. Tel.45/LP000/COP-M0000000/2025 dated December 16, 2025,
regarding the Summary of the Minutes of the Extraordinary General Meeting of Shareholders of PT Telkom Indonesia
(Persero) Tbk.
Thus, the composition of Telkom’s Board of Directors as of December 31, 2025, is as follows:
January 1, 2025 December 31, 2025
Ririek Adriansyah Dian Siswarini
President Director President Director
Heri Supriadi Arthur Angelo Syailendra
Director of Finance & Risk Management Director of Finance & Risk Management
F.M. Venusiana R Veranita Yosephine
Director of Enterprise & Business Service Director of Enterprise & Business Service
Herlan Wijanarko Nanang Hendarno
Director of Network & IT Solution Director of Network
Afriwandi Seno Soemadji
Director of Human Capital Management Director of Strategic Business Development & Portfolio
Muhamad Fajrin Rasyid Faizal Rochmad Djoemadi
Director of Digital Business Director of IT Digital
Budi Setiawan Wijaya Budi Satria Dharma Purba
Director of Strategic Portfolio Director of Wholesale & International Service
Bogi Witjaksono Willy Saelan
Director of Wholesale & International Service Director of Human Capital Management
Honesti Basyir Andy Kelana
Director of Group Business Development Director of Legal & Compliance
90 ANNUAL REPORT 2025
Page 93
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Senior Vice Presidents’
Profile
Jati Widagdo
SVP Corporate Secretary
Age 52 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Serving since August 6, 2024
Educational Background 1996 Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia
Ahmad Reza
SVP Group Sustainability & Corporate Communication
Age 49 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Serving since October 1, 2020
Educational Background 2025 Master of Business Administration, Universitas Katolik Parahyangan, Indonesia
2001 Bachelor of Economics, STIE IBII (Kwik Kian Gie Business School), Indonesia
Mohamad Ramzy
SVP Internal Audit
Age 52 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Serving since July 1, 2022
Educational Background 2005 Master of Telecommunications Management Engineering, Universitas Indonesia, Indonesia
1997 Bachelor of Electrical Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia
Jemy Vestius Confido
SVP Group Corporate Transformation
Age 50 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Serving since January 1, 2024
Educational Background 2019 Doctor of Law in Business Law, Universitas Pelita Harapan, Indonesia
2019 Doctor of Management, Institut Teknologi Bandung, Indonesia
1999 Master of Science in Engineering Management, TUFTS University, United States of America
1997 Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia
Rini Fitriani
SVP Risk Management
Age 47 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Serving since 1 Januari 2026
Educational Background 2009 Master of Business & Information Technology, University of Melbourne, Australia
2000 Accounting, Universitas Padjadjaran, Indonesia
ANNUAL REPORT 2025 91
Page 94
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Telkom Employee
Profile
Employees are key assets in achieving the Company’s strategic objectives. Therefore, TelkomGroup continuously
empowers all employees to have high competence and be able to adapt to changes in supporting Telkom’s transformation
into a digital telecommunication company. TelkomGroup management also ensures the creation of an inclusive, safe,
and conducive work environment so that every employee can contribute optimally, carry out their duties with integrity,
and support the effective implementation of company policies and strategies.
Total Employee Education*
4,782 154
112
4
1,50
16,369
3,01
2
Postgraduate (Master Pre-
Subsdiary Employee Telkom Employee Bachelor Diploma
and Doctorate) University
Age* Employee Position*
11 0
465
47
1,0
1, 3
29
1,87
3
34
06
2, 3
2,4
Senior Middle
>45 years old 30-45 years old <30 years old Supervisor Others
Management Management
92 ANNUAL REPORT 2025
Page 95
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Employment* Gender*
69 14 0
210
2,60
4,48
2,173
9
9
Retirement
Permanent Study
Professional Preparation Rehire Male Female
Employee Assignment
Period
Remark:
* The charts were created using only Telkom data.
At the end of 2025, Telkom had a total of 21,151 employees, with 4,782 employees coming from the parent company and
16,369 from subsidiaries. The number of TelkomGroup employees decreased by 522 people or around 2.4% compared
to 2024. Throughout 2025, Telkom did not terminate any employment contracts before retirement.
Number of Telkom and Subsidiaries Employees in 2023–2025
Description 2025 2024 2023
Telkom Employee 4,782 4,930 7,469
Subsdiary Employee 16,369 16,743 15,595
Total 21,151 21,673 23,064
Gender Equality Assurance and Number of Employees Based on Gender
In carrying out its business activities, TelkomGroup ensures gender equality by the Resolution of the Board of Directors
PD.201.01/r.00/PS150/COP-B0400000/2014 dated May 6, 2014, regarding Business Ethics within TelkomGroup. By the
end of 2025, TelkomGroup has 14,466 male employees and 6,705 female employees. Although there are more male
employees, TelkomGroup does not set quotas based on gender or discriminate against either gender. The higher
number of male employees is because men tend to be more interested in working in the telecommunication sector
than women, along with the characteristics of this industry.
ANNUAL REPORT 2025 93
Page 96
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Number of Telkom and Subsidiary Employees Based on Gender
2025 2024 2023
Gender
Telkom Subsidiary Total % Total % Total %
Male 2,609 11,837 14,446 68.3 14,746 68.04 16,019 69.5
Female 2,173 4,532 6,705 31.7 6,927 31.96 7,045 30.5
Total 4,782 16,369 21,151 100.00 21,673 100.0 23,064 100.0
TelkomGroup’s efforts to provide equal opportunities for male and female employees who have the capability and
competence to occupy various positions in the Company can be seen in the table below. By 2025, there will be 39 women
in senior management positions, 1,372 women in middle management positions, 3,685 women in supervisory positions,
and 1,609 women in other positions.
Number of Telkom and Subsidiary Employees Based on Position and Gender in 2025
Telkom Subsidiary Total
Employee Position
Male Female Total Male Female Total Male Female Total
Senior Management 94 16 110 146 23 169 240 39 279
Middle Management 1,194 679 1,873 3,349 693 4,042 4,543 1,372 5,915
Supervisor 1,116 1,218 2,334 6,245 2,467 8,712 7,361 3,685 11,046
Others 205 260 465 2,097 1,349 3,446 2,302 1,609 3,911
Total 2,609 2,173 4,782 11,837 4,532 16,369 14,446 6,705 21,151
Number of Employees by Position and Employment Status
The job levels at TelkomGroup consist of senior management, middle management, supervisors, and other job levels
below supervisors. Until the end of 2025, the largest number of employees was at the supervisory level, with a total of
11,046 people, a decrease of 0.49% or 55 employees compared to the previous period.
Number of Telkom and Subsidiary Employees Based on Position
2025 2024 2023
Employee Position
Telkom Subsidiary Total % Total % Total %
Senior Management 110 169 279 1.3 271 1.3 307 1.3
Middle Management 1,873 4,042 5,915 28 5,754 26.5 6,155 26.7
Supervisor 2,334 8,712 11,046 52.2 11,101 51.2 12,331 53.5
Others 465 3,446 3,911 18.5 4,547 21 4,271 18.5
Total 4,782 16,369 21,151 100.0 21,673 100.0 23,064 100.0
94 ANNUAL REPORT 2025
Page 97
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Based on employment status, as of December 31, 2025, TelkomGroup has 19,082 permanent employees (including
employees in retirement preparation and study assignments), representing 90.2% of total employees. Meanwhile,
non-permanent employees are divided into two categories, namely professional and rehired, with a total of 2,069
people or 9.78% of all employees.
Number of Telkom and Subsidiary Employees Based on Employment Status
2025 2024 2023
Employment
Telkom Subsidiary Total % Total % Total %
Permanent Employee 4,489 14,447 18,936 89.5 19,503 90.0 20,362 88.3
Professional 210 1,845 2,055 9.7 1,963 9.0 2,435 10.6
Rehire 0 14 14 0.1 15 0.1 24 0.1
Retirement Preparation 14 45 59 0.3 78 0.4 110 0.5
Period
Study Assignment 69 18 87 0.4 114 0.5 133 0.5
Total 4,782 16,369 21,151 100.0 21,673 100.0 23,064 100.0
Number of Employees Based on Education Level and Age Distribution
By the end of 2025, the majority of TelkomGroup employees will have a bachelor’s degree, reaching 68.8% or as
many as 14,552 people. The following table displays data on TelkomGroup employees based on pre-university,
diploma, bachelor, and postgraduate education levels for 2023–2025.
Number of Telkom and Subsidiary Employees Based on Education Level
2025 2024 2023
Education Level
Telkom Subsidiary Total % Total % Total %
Pre-University 154 1,179 1,333 6.3 1,770 8.2 2,063 8.9
Diploma 112 1,619 1,731 8.2 1,519 7.0 2,179 9.5
Bachelor 3,012 11,540 14,552 68.8 14,496 66.9 15,624 67.7
Postgraduate (Master 1,504 2,031 3,535 16.7 3,888 17.9 3,198 13.9
and Doctorate)
Total 4,782 16,369 21,151 100.0 21,673 100.0 23,064 100.0
Based on age, most of TelkomGroup employees as many as 16,041 employees or 75.8% are under 45 years old. This
number decreased by 2.65% compared to the previous year.
Number of Telkom and Subsidiary Employees Based on Age
2025 2024 2023
Age
Telkom Subsidiary Total % Total % Total %
< 30 years 1,047 2,377 3,424 16.2 4,099 18.91 4,922 21.3
30 - 45 years 2,406 10,211 12,617 59.7 12,380 57.12 12,003 52.1
> 45 years 1,329 3,781 5,110 24.1 5,194 23.97 6,139 26.6
Total 4,782 16,369 21,151 100.0 21,673 100.0 23,064 100.0
ANNUAL REPORT 2025 95
Page 98
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Shareholders
Composition
Telkom’s shareholder structure as of December 31, 2025, can be seen in the following table.
Series A Stock Series B Stock
Shareholders %
Dwiwarna Common Stock
The Government of the Republic of Indonesia
SOE Regulatory Agency (BP BUMN) 1 - 0.00
PT Danantara Asset Management (Persero) - 51,602,353,559 52.09
Public 47,450,917,640 47.90
Local Shareholders - 8,830,411,584 8.91
Foreign Shareholders - 38,620,506,056 38.99
Treasury Stock - 8,945,400 0.01
Total 1 99,062,216,599 100.00
Information on Major/Controlling Shareholders to Ultimate Owners
The authorized capital fully paid up by Telkom is 99,062,216,600 shares, of which the Government of the Republic of
Indonesia owns 1 Series A Dwiwarna share through the State-Owned Enterprise Regulatory Agency (BP BUMN) and
51,602,353,559 Series B shares through PT Danantara Asset Management (Persero), and 47,450,917,640 Series B shares
(common shares) are owned by the public. The company has 8,945,400 treasury shares. Series A Dwiwarna shares are
shares exclusively owned by the Republic of Indonesia and provide special rights to the holder as a Series A Dwiwarna
shareholder. Meanwhile, the Republic of Indonesia and/or the public can own Series B shares. Thus, Telkom’s principal
and controlling shareholder is the Government of the Republic of Indonesia with a share ownership percentage
of 52.09%.
96 ANNUAL REPORT 2025
Page 99
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Composition of Shareholders Telkom as of December 31, 2025
Series A Stock Series B Stock
Shareholders %
Dwiwarna Common Stock
The Government of the Republic of Indonesia
SOE Regulatory Agency (BP BUMN) 1 - 0.00
PT Danantara Asset Management (Persero) - 51,602,353,559 52.09
Public 47,450,917,640 47.90
Treasury Stock - 8,945,400 0.01
Total 1 99,062,216,599 100.00
The following tables present Telkom’s shareholder composition in more detail to provide a complete picture of the
shareholding structure in the Company.
1. Shareholders with More than 5% Ownership (Major/Controlling Shareholders)
January 1, 2025 December 31, 2025
Type of Share Individual or Group Identity
Total Shares % Total Shares %
Series A The Government of the Republic of Indonesia 1 0 1 0
Series B The Government of the Republic of Indonesia 51,602,353,559 52.09 51,602,353,559 52.09
2. Shareholders with Less than 5% Ownership
Common shareholders of Telkom with individual holdings of less than 5%, as of December 31, 2025.
January 1, 2025 December 31, 2025
Description Group
Total Shares % Total Shares %
Foreign Business/Institution 37,017,581,228 37.37 38,600,501,576 38.97
Individual 16,870,800 0.02 20,004,300 0.02
Local Business/Institution
Pensions Funds 3,858,668,094 3.90 3,895,478,974 3.93
Mutual Fund 2,457,790,575 2.48 1,390,014,518 1.40
Insurance Company 2,442,919,996 2.47 1,805,959,584 1.82
Limited Liability 139,068,231 0.14 200,664,196 0.20
Others 136,440,950 0.14 122,695,950 0.12
Individual 1,390,523,166 1.40 1,424,543,762 1.44
Total 47,459,863,040 47.91 47,459,863,040 47.91
ANNUAL REPORT 2025 97
Page 100
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
3. Ownership of Shares by Directors and the Board of Commissioners
As of December 31, 2025, no Commissioner or Director owns more than 1.0% of Telkom shares.
January 1, 2025 December 31, 2025
BoC and BoD
Total Shares % Total Shares %
Board of Commisioners Angga Raka Prabowo - - - -
Ossy Dermawan - - - -
Rionald Silaban - - - -
Rofikoh Rokhim - - - -
Ira Noviarti - - - -
Deswandhy Agusman - - - -
Silmy Karim 1,344,700 <0.01 1,344,700 <0.01
Rizal Malarangeng 3,312,700 <0.01 3,240,600 <0.01
Board of Directors Dian Siswarini - - 203,000 <0.01
Arthur Angelo Syailendra - - - -
Veranita Yosephine 19,500 <0.01 90,000 <0.01
Nanang Hendarno 32,500 <0.01 32,500 <0.01
Seno Soemadji - - - -
Faizal Rochmad Djoemadi 248,500 <0.01 248,500 <0.01
Budi Satria Dharma Purba - - - -
Willy Saelan - - - -
Andy Kelana - - - -
4. Percentage of Indirect Ownership of Shares of Issuers or Public Companies by Members of the Board of Directors
and Members of the Board of Commissioners at the Beginning and End of Financial Year
All members of the Board of Directors and/or the entire Board of Commissioners do not own any shares in the
Company indirectly throughout 2025.
5. Percentage of Shares Owned by Domestic and Foreign
As of December 31, 2025, 164,834 shareholders (including the Government of the Republic of Indonesia) were registered
as ordinary shareholders. From this amount, 38,620,506,056 common shares are owned by 2,122 foreign shareholders
or 38.99%. In addition, there are 43,568,230 ADSs outstanding (1 ADS is equivalent to 100 common shares).
98 ANNUAL REPORT 2025
Page 101
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
6.List of 20 Largest Public Shareholders
No. Institutions %
1. DJS KETENAGAKERJAAN PROGRAM JHT 2.39
2. THE BANK OF NEW YORK MELLON DR 2.25
3. THE BANK OF NEW YORK MELLON DR 2.15
4. BNYM RE BNYMLB RE EMPLOYEES PROVIDENTFD 1.94
5. CITIBANK SINGAPORE S/A GOVERNMENT OF SIN 1.17
6. HSBC BK PLC S/A THE PRUDENTIAL ASSURANCE 0.91
7. JPMCB NA RE-NEW WORLD FUND, INC. 0.82
8. JPMCB NA RE-VANGUARD TOTAL INTERNATIONAL 0.64
9. JPMCB NA RE-T. ROWE PRICE INTERNATIONAL 0.64
10. NTC-HARDING LOEVNER FUNDS, INC. INTERNAT 0.60
11. JPMCB NA RE - VANGUARD EMERGING MARKETS 0.59
12. JPMCB NA RE-T. ROWE PRICE INTERNATIONAL S 0.54
13. NTC-WGI EMERGING MARKETS FUND, LLC 0.51
14. CITIBANK NEW YORK S/A ISHARES CORE MSCI 0.51
15. HSBC-FUND SVS A/C PEOPLES BANK OF CHINA 0.43
16. DJS KETENAGAKERJAAN PROGRAM JP 0.42
17. JPMSE LUX RE UCITS CLT RE-JPMORGAN FUNDS 0.40
18. BNYMSANV RE SANVLUX RE INVESCO FUNDS 0.35
19. JPMCB NA RE-VANGUARD FIDUCIARY TRUST COM 0.33
20. PT. TASPEN 0.31
Source: PT Datindo Entrycom
ANNUAL REPORT 2025 99
Page 102
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Subsidiaries, Associated Companies,
and Joint Ventures
As of December 31, 2025, Telkom had 45 subsidiaries,
both directly and indirectly owned, in which it held
more than a 50% ownership interest; consequently, the
financial statements of these entities—whether directly
or indirectly owned—have been consolidated with
Telkom as the parent company. In addition, there are
9 unconsolidated subsidiaries (affiliates).
100.00% 70.00% 100.00% 72.00% 100.00% 100.00%
30.40% 100.00% 100.00% 100.00% 60.00% 100.00%
TED
100.00% 100.00% 24.83% 100.00% 100.00% 100.00% 24.00%
51.00% 100.00% 100.00% 60.00% 60.00%
Direct Ownership (Consolidated)
Indirect Ownership (Consolidated)
Unconsolidated
100 ANNUAL REPORT 2025
Page 103
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Grouping of subsidiaries by business pillar:
B2C
Government of the Republic of Indonesia
52.09% B2B Infra
International
B2B ICT
Public Others
47.91%
100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
100.00% 100.00% 100.00% 100.00% 100.00% 51.00% 100.00% 55.00%
TDI TDI SG
70.00% 10.00% 55.00% 100.00% 100.00% 70.00% 60.00% 100.00%
70.00%
15.67% 25.00% 6.32% 2.11% 33.00%
ANNUAL REPORT 2025 101
Page 104
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Subsidiaries with Direct Ownership
Share Operational Total Asset
Company Business Field Address
Ownership Status (Rp billion)
PT Telekomunikasi 70% Mobile telecommunication, Operating 114,627 Telkomsel Smart Office
Selular (“Telkomsel”) fixed broadband, network 1st-20th floor, The Telkom
Jakarta, Indonesia service, and internet protocol Hub
television (“IPTV”) Jl. Jend. Gatot Subroto
Kav. 52, Jakarta 12710,
Indonesia
PT Dayamitra 72% Leasing of towers and digital Operating 58,350 Telkom Landmark Tower
Telekomunikasi support services for mobile 25th-27th, and 50th floor
(“Mitratel”) infrastructure Jl. Jend. Gatot Subroto
Jakarta, Indonesia Kav. 52, Jakarta 12710,
Indonesia
PT Telekomunikasi 100% International Operating 19,540 Telkom Landmark Tower
Indonesia telecommunications and 16th-17th floor,
International (“Telin”) information services The Telkom Hub
Jakarta, Indonesia Jl. Jend. Gatot Subroto
Kav. 52, Jakarta 12710,
Indonesia
PT Multimedia 100% Network telecommunication Operating 17,287 Telkom Landmark
Nusantara (“Metra”) services and multimedia Tower II 22nd & 41st floor,
Jakarta, Indonesia The Telkom Hub
Jl. Jend. Gatot Subroto
Kav. 52, Jakarta 12710,
Indonesia
PT Telkom Data 100% Data center Operating 9,924 Jl. Kapten Subijanto DJ
Ekosistem (“TDE”) Blok COA No. 1 Lengkong
Tangerang, Indonesia Gudang Serpong,
Tangerang Selatan,
Banten, Indonesia
PT Telkom 100% Telecommunication Operating 8,245 Telkom Landmark Tower
Satelit Indonesia - provides satellite 21st floor, The Telkom Hub
(“Telkomsat”) communication system and Jl. Jend. Gatot Subroto
Jakarta, Indonesia its related services Kav. 52, Jakarta 12710,
Indonesia
PT Sigma Cipta 100% Hardware and software Operating 5,416 Commercial Office:
Caraka (“Sigma”) computer consultation service Telkom Landmark Tower
Tangerang, Indonesia 23rd floor, The Telkom
Hub
Jl. Jend. Gatot Subroto
Kav. 52, Jakarta 12710,
Indonesia
Head Office: Graha
Telkomsigma II
Jl. CBD lot VIII No. 8,
Lengkong Gudang,
Tangerang 15321,
Indonesia
102 ANNUAL REPORT 2025
Page 105
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Share Operational Total Asset
Company Business Field Address
Ownership Status (Rp billion)
PT Graha Sarana 100% Developer, trade, service and Operating 5,197 Graha Telkom Property
Duta (“GSD”) transportation Jl. Kebon Sirih No. 10,
Jakarta, Indonesia Central Jakarta 10110,
Indonesia
PT Telkom Akses 100% Construction, service, Operating 4,244 Telkom Building West
(“Telkom Akses”) and trade in the field of Jakarta
Jakarta, Indonesia telecommunication Jl. S. Parman Kav. 8 West
Jakarta 11440, Indonesia
PT Telkom 100% Network telecommunication Operating 3,944 Telkom Landmark Tower,
Infrastruktur and information services The Telkom Hub
Indonesia (“TIF”) Jl. Jend. Gatot Subroto
Jakarta, Indonesia Kav. 52, Jakarta 12710,
Indonesia
PT Metra-Net 100% Multimedia portal service Operating 1,883 Mulia Business Park,
(”Metra-Net”) Building J
Jakarta, Indonesia Jl. Letjen MT Haryono
Kav. 58-60 Pancoran,
Jakarta 12780, Indonesia
PT Infrastruktur 100% Developer service and Operating 1,226 Telkom Landmark Tower
Telekomunikasi trading in the field of 19th floor, The Telkom Hub
Indonesia telecommunication Jl. Jend. Gatot Subroto
(“Telkom Infra”) Kav. 52, Jakarta 12710,
Jakarta, Indonesia Indonesia
PT PINS Indonesia 100% Trade in telecommunication Operating 550 Telkom Landmark Tower
(“PINS”) devices 42nd floor, The Telkom
Jakarta, Indonesia Hub
Jl. Jend. Gatot Subroto
Kav. 52, Jakarta 12710,
Indonesia
PT Napsindo 60% Telecommunication - 1999; ceased 5 -
Primatel provides Network Access operations
Internasional Point (“NAP”), Voice Over Data January 13,
(“Napsindo”) (“VOD”) and other related 2006
Jakarta, Indonesia services
ANNUAL REPORT 2025 103
Page 106
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Subsidiaries with Indirect Ownership
Share Operational Total Asset
Company Business Field Address
Ownership Status (Rp billion)
PT Metra Digital 100% Trading, information and Operating 9,054 The Telkom Hub 21st floor
Investama (“MDI”) multimedia technology, Jl. Jend. Gatot Subroto
Jakarta, Indonesia entertainment and Kav. 52, Jakarta 12710,
investment services Indonesia
Telekomunikasi 100% Telecommunication and Operating 7,102 Maritime Square, #09-63
Indonesia related services Harbour Front Centre,
International Singapore - 099253
Pte. Ltd. (“Telin
Singapore”)
Singapura
Telekomunikasi 100% Investment holding and Operating 3,530 Suite 905, 9/F, Ocean
Indonesia telecommunication services Centre, 5 Canton Road,
International Ltd. Tsim Sha Tsui, Kowloon,
(“Telin Hong Kong”) Hong Kong
Hong Kong
NeutraDC 100% Data center Operating 2,379 1 Harbourfront Avenue, #03-
Singapore Pte. 12/13, Keppel Bay Tower,
Ltd (“NeutraDC Singapore 098632
Singapore”)
Singapore
PT Teknologi Data 60% Telecommunication service Operating 2,261 Gedung Telkom STO Batam
Infrastruktur (“TDI”) and data center Jl. Laksamana Bintan,
Batam, Indonesia Kelurahan Baloi Permai,
Kecamatan Batam Kota,
Kepulauan Riau
PT Telkom Landmark 55% Property development and Operating 2,148 Telkom Landmark Tower,
Tower (“TLT”) management services The Telkom Hub
Jakarta, Indonesia Jl. Jend. Gatot Subroto Kav.
52, Jakarta 12710, Indonesia
PT Infomedia 100% Information provider Operating 1,979 PT Infomedia Nusantara
Nusantara services, contact center and Head Office
(“Infomedia”) content directory Jl. RS Fatmawati 77-81,
Jakarta, Indonesia Jakarta 12150, Indonesia
PT Persada Sokka 100% Leasing of towers and other Operating 1,753 Telkom Landmark Tower,
Tama (“PST”) telecommunication services 23rd floor
Jakarta, Indonesia Jl. Jend. Gatot Subroto Kav.
52, Jakarta 12710, Indonesia
PT Finnet Indonesia 60% Information technology Operating 1,450 Telkom Landmark Tower II
(“Finnet”) services 18th floor, The Telkom Hub
Jakarta, Indonesia Jl. Jend. Gatot Subroto Kav.
52, Jakarta 12710, Indonesia
PT Nuon Digital 100% Digital content exchange Operating 1,412 Telkom Landmark Tower II
Indonesia (“Nuon”) hub services 45th floor, The Telkom Hub
Jakarta, Indonesia Jl. Jend. Gatot Subroto Kav.
52 Jakarta 12710, Indonesia
104 ANNUAL REPORT 2025
Page 107
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Share Operational Total Asset
Company Business Field Address
Ownership Status (Rp billion)
Telekomunikasi 100% Telecommunication Operating 1,297 Timor Plaza 4th floor, Rua
Indonesia networks, mobile, internet, Presidente Nicolao Lobato,
International (TL) and data services Comoro, Dili, Timor-Leste
S.A. (“Telkomcel”)
Dili, Timor-Leste
PT Telkomsel Mitra 100% Business management Operating 1,014 Telkom Landmark Tower
Inovasi (“TMI”) consulting and investment Building 1
Jakarta, Indonesia services Jl. Gatot Subroto Kav. 52,
Jakarta 1270, Indonesia
PT Metra Digital 100% Telecommunication Operating 859 Telkom Landmark Tower
Media (“MD Media”) information and other 1st-20th floor,
Jakarta, Indonesia information services The Telkom Hub
Jl. Jend. Gatot Subroto Kav.
52, Jakarta 12710 Indonesia
PT Administrasi 100% Health insurance Operating 747 STO Telkom Gambir
Medika (“Ad Medika”) administration services Building C 3rd floor
Jakarta, Indonesia Jl. Medan Merdeka Selatan,
No. 12, Central Jakarta
10110, Indonesia
PT Digital Aplikasi 100% Communication system Operating 507 88@Kasablanka, 35th floor
Solusi (“Digiserve”) services Jl. Casablanca Raya Kav.
Jakarta, Indonesia 88, Jakarta 12870, Indonesia
PT Ultra Mandiri 100% Telecommunication network Operating 430 Ayoma Apartment
Telekomunikasi infrastructure services Jl. Raya Ciater Barat, Rawa
(“UMT”) Buntu, Kec. Serpong, Kota
Tangerang Selatan
Banten 15310, Indonesia
Telekomunikasi 100% Telecommunication and Operating 392 800 Wilshire Boulevard,
Indonesia information services Suite 620 Los Angeles,
International (USA) California 90017, United
Inc. (“Telin USA”) States of America
Los Angeles, USA
PT Swadharma 51% Cash replenishment services Operating 388 Bellagio Office Park, Unit
Sarana Informatika and Automated Teller OUG 31-32
(“SSI”) Machine (ATM) maintenance Jl. Mega Kuningan Barat,
Jakarta, Indonesia Kav. E4.3, Mega Kuningan
Area, Setiabudi, South
Jakarta, Indonesia
PT Telkomsel 100% Business management Operating 304 Telkom Landmark Tower
Ekosistem Digital consulting services Building 1, 3rd floor,
(“TED”) and investment and/ The Telkom Hub
Jakarta, Indonesia or investment in other Jl. Jend. Gatot Subroto Kav.
companies 52 Jakarta 12710, Indonesia
PT Nusantara Sukses 100% Service and trading Operating 286 Multimedia Tower, Annex
Investasi (“NSI”) Building 2nd floor
Jakarta, Indonesia Jl. Kebon Sirih No. 10- 12,
Central Jakarta, Indonesia
PT Graha Yasa 51% Tourism and hospitality Operating 261 Jl. Cimanuk No. 33
Selaras (“GYS”) services Bandung, Indonesia
Jakarta, Indonesia
ANNUAL REPORT 2025 105
Page 108
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Share Operational Total Asset
Company Business Field Address
Ownership Status (Rp billion)
PT Metra TV 100% Subscription broadcasting Operating 255 Telkom Landmark Tower
(“Metra TV”) services 22nd & 41st floor, The Telkom
Jakarta, Indonesia Hub
Jl. Jend. Gatot Subroto Kav.
52, Jakarta 12710, Indonesia
PT Nutech Integrasi 60% System integrator service Operating 244 Jl. Tanjung Barat Raya,
(“Nutech”) No. 17, Pasar Minggu, South
Jakarta, Indonesia Jakarta 12510, Indonesia
TS Global Network 70% Satellite services Operating 210 Teknorat ½ street, Cyber 3,
Sdn. Bhd. (“TSGN”) 6300 Cyberjaya, Selangor
Petaling Jaya, Darul Ehsan, Malaysia
Malaysia
PT Collega Inti 70% Trading and services Operating 195 Talavera Office Park,
Pratama (“CIP”) 6th-7th floor
Jakarta, Indonesia Jl. TB Simatupang Kav.
22-26, South Jakarta 12430,
Indonesia
PT Graha 100% Management and Operating 163 Jl. Kapten Subijanto Dj. BSD
Telkomsigma (“GTS”) consultation services City, Tangerang Selatan,
Jakarta, Indonesia Banten 15321, Indonesia
Telekomunikasi 70% Telecommunication and Operating 152 Suite 7-3, Level 7, Wisma
Indonesia information services UOA II No. 21
International Jalan Pinang, KLCC, 50450,
(Malaysia) Sdn. Bhd. Kuala Lumpur, Malaysia
(“Telin Malaysia”)
Kuala Lumpur,
Malaysia
PT Media Nusantara 55% Consultation services Operating 128 Cyber 1 Building, 1st floor
Data Global (“MNDG”) of hardware, software, Kuningan Barat No. 8,
Jakarta, Indonesia data center, and internet Mampang Prapatan South
exchange Jakarta, DKI Jakarta 12710,
Indonesia
Telekomunikasi 100% Telecommunication and Operating 58 Suite 408, Level 5, 20 Bond
Indonesia information services Street Sydney 2000, New
International South Wales, Australia
(Australia) Pty. Ltd.
(“Telin Australia”)
Sydney, Australia
PT Pojok Celebes 100% Travel agent services Operating 52 Plasa TelkomGroup 2nd floor
Mandiri (“PCM”) Jl. RS. Fatmawati No. 65,
Jakarta, Indonesia Cilandak Barat, South
Jakarta 12430, Indonesia
PT Metraplasa 60% Network and e-commerce 2012; ceased 28 Mulia Business Park,
(“Metraplasa”) services operations on Gedung J
Jakarta, Indonesia October, 2020 Jl. Letjen MT Haryono
Kav. 58-60 Pancoran,
Jakarta 12780, Indonesia
106 ANNUAL REPORT 2025
Page 109
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Chronology of Stock
Registration
Since November 14, 1995, Telkom shares have been listed and traded in Indonesia Stock Exchange (IDX) with ticker of
TLKM and New York Stock Exchange (NYSE) with ticker of TLK.
Price (Rp/Share) Composition of Share Ownership
Date Corporate Actions Government of
Nominal Bid/Offer Public
Republic of Indonesia
13/11/1995 Pre-Initial Public Offering 500 2,050 8,400,000,000 -
Sale of Shares Held by Government (933,334,000) 933,334,000
Telkom Right Issue - 933,333,000
Composition of Share Ownership 7,466,666,000 1,866,667,000
11/12/1996 Government Shares Block Sale 500 3,850 (388,000,000) 388,000,000
Composition of Share Ownership 7,078,666,000 2,254,667,000
15/05/1997 Government Distributes Incentive 500 3,675 (2,670,300) 2,670,300
Shares to All Public Shareholders
Composition of Share Ownership 7,075,995,700 2,257,337,300
07/05/1999 Government Shares Block Sale 500 3,825 (898,000,000) 898,000,000
Composition of Share Ownership 6,177,995,700 3,155,337,300
02/08/1999 Distribution of Shares Bonus 500 3,275 494,239,656 252,426,984
(Issuance) (Each 50 Shares Gets
4 Shares)
Composition of Share Ownership 6,672,235,356 3,407,764,284
07/12/2001 Government Shares Block Sale 500 2,700 (1,200,000,000) 1,200,000,000
Composition of Share Ownership 5,472,235,356 4,607,764,284
16/07/2002 Government Shares Block Sale 500 3,775 (312,000,000) 312,000,000
Composition of Share Ownership 5,160,235,356 4,919,764,284
01/10/2004 Stock Split with Ratio 1:2 250 4,200 10,320,470,712 9,839,528,568
21/12/2005 Shares Buyback Program (I)(1) 250 6,050 - (211,290,500)
Composition of Share Ownership 10,320,470,712 9,628,238,068
29/06/2007 Shares Buyback Program (II)(2) 250 9,850 - (215,000,000)
Composition of Share Ownership 10,320,470,712 9,413,238,068
ANNUAL REPORT 2025 107
Page 110
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Price (Rp/Share) Composition of Share Ownership
Date Corporate Actions Government of
Nominal Bid/Offer Public
Republic of Indonesia
20/06/2008 Shares Buyback Program (III)(3) 250 7,750 - (64,284,000)
Composition of Share Ownership 10,320,470,712 9,348,954,068
19/05/2011 Shares Buyback Program (IV)(4) 250 7,600 - (520,355,960)
Composition of Share Ownership 10,320,470,712 8,828,598,108
14/06/2013 Transfer of Shares Buyback 250 10,550 - 59,811,400
Program III to Employees through
ESOP Program
Composition of Share Ownership 10,320,470,712 8,888,409,508
30/07/2013 Transfer of Shares Buyback 250 11,750 - 211,290,500
Program I through Private
Placement
Composition of Share Ownership 10,320,470,712 9,099,700,008
02/09/2013 Stock Split with Ratio 1:5 50 2,150 51,602,353,560
45,498,500,040
13/06/2014 Transfer of Shares Buyback 50 2,440 - 1,075,000,000
Program II through Private
Placement
Composition of Share Ownership 51,602,353,560 46,573,500,040
21/12/2015 Transfer of Remaining Shares 50 3,110 - 22,363,000
Buyback Program III through Private
Placement
Composition of Share Ownership 51,602,353,560 46,595,863,040
29/06/2016 Transfer of Remaining Shares 50 3,970 - 864,000,000
Buyback Program IV through Private
Placement
Composition of Share Ownership 51,602,353,560 47,459,863,040
2017 No corporate action - - - -
Composition of Share Ownership 51,602,353,560 47,459,863,040
02/07/2018 Transfer of Treasury Stock throught 50 3,750 - 1,737,779,800
Withdrawal by way of Capital
Reduction
Composition of Share Ownership 51,602,353,560 47,459,863,040
2019 No corporate action - - - -
Composition of Share Ownership 51,602,353,560 47,459,863,040
2020 No corporate action - - - -
Composition of Share Ownership 51,602,353,560 47,459,863,040
108 ANNUAL REPORT 2025
Page 111
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Price (Rp/Share) Composition of Share Ownership
Date Corporate Actions Government of
Nominal Bid/Offer Public
Republic of Indonesia
2021 No corporate action - - - -
Share Ownership Composition 51,602,353,560 47,459,863,040
2022 No corporate action - - - -
Share Ownership Composition 51,602,353,560 47,459,863,040
2023 No corporate action - - - -
Share Ownership Composition 51,602,353,560 47,459,863,040
2024 No corporate action - - - -
Share Ownership Composition 51,602,353,560 47,459,863,040
2025 2025 Share Buyback Program (5) 50 3,300* - (8,945,400)
Share Ownership Composition 51,602,353,560 47,450,917,640
*Average purchase price of treasury shares during 2025
Remark:
(1) The first shares buyback program began on December 21, 2005 (simultaneously with the EGMS when the program was approved) and ended in June 2007.
(2) The second shares buyback program began on June 29, 2007 (simultaneously with the EGMS when the program was approved) and ended in June 2008.
(3) The third shares buyback program began on June 20, 2008 (simultaneously with the EGMS when the program was approved) and ended in December 2009.
(4) The fourth shares buyback program began on May 19, 2011 (simultaneously with the AGMS when the program was approved) and ended in November 2012.
(5) The 2025 share buyback program initiated on May 28, 2025 (coinciding with the AGM when the program was approved) and end on May 27, 2026.
Chronology of Other
Securities Registration
On July 16, 2002, Telkom issued its first bonds with a value of Rp1,000 billion with a tenor of 5 years on Surabaya Stock
Exchange. Telkom has fulfilled its obligations on the bonds on the maturity date, namely July 16, 2007. Then on June
25, 2010, Telkom issued its second bond consisting of Series A worth Rp1,005 billion with a tenor of 5 years and Series B
worth Rp1,995 billion with a tenor of 10 years. These two bonds were issued on IDX and were paid in full on their maturity
dates, namely July 6, 2015, and July 6, 2020.
Furthermore, Telkom issued Phase I Sustainable Bonds I on June 16, 2015, consisting of Series A worth Rp2,200 billion
with a tenor of 7 years, Series B worth Rp2,100 billion with a tenor of 10 years, Series C worth Rp1,200 billion with a tenor
of 15 years, and Series D worth Rp1,500 billion with a tenor of 30 years. All these bonds have been listed and traded on
IDX. Series A bonds have been paid in full on the maturity date, namely June 23, 2022.
ANNUAL REPORT 2025 109
Page 112
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
Amount
Issuance Maturity Period Interest Settlement
Bond Name (Rp Underwriter Trustee
Date Date (Year) Rate Date
million)
Telkom Bond I 1,000,000 July 16, July 16, 2007 5 17.00% PT Danareksa PT BNI Tbk; July 16,
2002 2002 Sekuritas PT BRI Tbk 2007
Telkom Bond II 1,005,000 June 25, July 6, 2015 5 9.60% PT Bahana PT Bank CIMB July 6, 2015
2010 Series A 2010 Sekuritas; Niaga Tbk
PT Danareksa
Sekuritas;
PT Mandiri
Sekuritas
Telkom Bond II 1,995,000 June 25, July 6, 2020 10 10.20% PT Bahana PT Bank July 6,
2010 Series B 2010 Sekuritas; Tabungan 2020
PT Danareksa Negara
Sekuritas; (Persero) Tbk
PT Mandiri
Sekuritas
Telkom Shelf 2,200,000 June 23, June 23, 7 9.93%
Registered 2015(1) 2022
Bond I 2015
Series A
PT Bahana
Telkom Shelf 2,100,000 June 23, June 23, 10 10.25%
Sekuritas;
Registered 2015(1) 2025
PT Danareksa
Bond I 2015
Sekuritas;
Series B PT Bank
PT Mandiri -
Telkom Shelf 1,200,000 June 23, June 23, 15 10.60% Permata Tbk
Sekuritas;
Registered 2015(1) 2030
PT Trimegah
Bond I 2015
Sekuritas
Series C
Indonesia Tbk
Telkom Shelf 1,500,000 June 23, June 23, 30 11.00%
Registered 2015(1) 2045
Bond I 2015
Series D
Remark:
(1) Telkom Shelf Registered Bonds 1 Telkom 2015 Series A was issued June 16, 2015, but the official sale transaction was on June 23, 2015.
In addition to bonds, on September 4, 2018, Telkom also issued Medium Term Notes I Year 2018 with a principal value
of Rp758,000,000,000 and Medium-Term Notes Syariah Ijarah I Telkom Year 2018 with the remaining ijarah fee of
Rp742,000,000,000. For each Medium-Term Notes, Telkom issued three series and appointed PT Bank Tabungan Negara
(Persero) Tbk as Monitoring Agent. Telkom has paid off MTN I Telkom Year 2018 Series C and MTN Syariah Ijarah I Telkom
Year 2018 Series C which mature on September 4, 2021.
110 ANNUAL REPORT 2025
Page 113
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Interest
Rate per
Medium Currency Annum (%)/
Issuance Maturity Term Monitoring Settlement
Term Principal Installment Arranger
Date Date (Year) Agent Date
Notes (Rp million) Payment
per Year
(Rp million)
Telkom’s 262,000 September 4, September 1 7.25% September
2018 MTN I 2018 14, 2019 14, 2019
A Series
Telkom’s 200,000 September 4, September 4, 2 8.00% September 4,
2018 MTN I 2018 2020 2020
B Series
Telkom’s 296,000 September 4, September 4, 3 8.35% September 4,
2018 MTN I 2018 2021 PT Bahana 2021
C Series Sekuritas;
PT BNI
Telkom’s 264,000 September 4, September 2 Rp19,000 Sekuritas; PT Bank September
2018 MTN 2018 14, 2019 PT CGS-CIMB Tabungan 14, 2019
Syariah Sekuritas Negara
Ijarah I A Indonesia; (Persero)
Series PT Danareksa Tbk
Telkom’s 296,000 September 4, September 4, 2 Rp24,000 Sekuritas; September 4,
2018 MTN 2018 2020 PT Mandiri 2020
Syariah Sekuritas
Ijarah I B
Series
Telkom’s 182,000 September 4, September 4, 2 Rp15,000 September 4,
2018 MTN 2018 2021 2021
Syariah
Ijarah I C
Series
Use of Public Accounting Services
and Public Accounting Firms
Every year, Telkom conducts an audit of the Consolidated Financial Statements. Through GMS, company appoints
a Public Accounting Firm (KAP) to audit the Financial Statements. In 2025, in addition to audit services, KAP also
provided non-audit services. The costs incurred for these other services have never exceeded those for audit services.
ANNUAL REPORT 2025 111
Page 114
Telkom Highlights Management Reports
03 About Telkom
Management Discussion
and Analysis
Corporate
Governance
KAP Service in 2025
Certified
Public Accounting Assignment Fee
Address Public Services
Firm Period (Rp million)
Accountant
KAP Purwanto, Bursa Efek Since 2012 Agung • Conducting general and integrated audit 92,953
Susanti & Surja Indonesia Purwanto of the Consolidated Financial Statements
(A member firm Building, based on Financial Accounting Standards
of Ernst & Young 2nd Tower, (“SAK”) in Indonesia and International
Global Limited) and 7th floor Financial Reporting Standards (“IFRS”) and
associated entities Jl. Jend. the effectiveness of internal control over
Sudirman financial reporting.
Kav. 52-53 • Conducting audit based on ETAP Accounting
Jakarta 12190 Standards (Entities Without Public
Accountability) on the Financial Statements
of the Corporate Social Responsibility and
Environment (CSR) Program.
• Conducting audit based on Financial Audit
Standards State regarding the Company’s
Compliance with Legislation and Internal
Control of PT Telkom for the 2025 financial
year.
• Conducting collaborative audit services with
BPK RI regarding the preparation of LKPP RI
for the 2025 financial year (SA 600).
• Conducting Agreed Upon Procedures (“AUP”)
service for SOE Financial Information
Package.
• Conducting compliance attestation services
for the Prudential Principal Implementation
Activity Report (KPPK Report) in managing
Non-Bank Corporate Foreign Debt for the
Company, Telkomsel, and Telin.
• Conducting Agreed Upon Procedures
(“AUP”) services for KPI calculation and
measurement for the Company’s Board of
Directors and Board of Commissioners.
• Conducting general audit based on financial
accounting standards applicable to the
Company’s subsidiaries.
KAP Service in 2021–2025
Fee (Rp million)
Audited Certified Public
No. Public Accounting Firm Assurance Other
Financial Year Accountant Total
Service Service
1. 2025 KAP Purwantono, Susanti & Surja (A member Agung Purwanto 89,810 3,143 92,953
firm of Ernst & Young Global Limited) and
associated entities
2. 2024 KAP Purwantono, Sungkoro & Surja (A member Agung Purwanto 79,003 4,724 83,727
firm of Ernst & Young Global Limited) and
associated entities
3. 2023 KAP Purwantono, Sungkoro & Surja (A member Agung Purwanto 68,969 3,964 72,933
firm of Ernst & Young Global Limited)
4. 2022 KAP Purwantono, Sungkoro & Surja (A member Agung Purwanto 59,700 5,440 65,140
firm of Ernst & Young Global Limited)
5. 2021 KAP Purwantono, Sungkoro & Surja (A member Widya Arijanti 59,050 11,540 70,590
firm of Ernst & Young Global Limited)
112 ANNUAL REPORT 2025
Page 115
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Name and Address of Institutions and/or
Supporting Capital Market Profession
Supporting Capital Assignment
Address Services 2025 Fee
Market Profession Period
Securities PT Datindo Wisma Sudirman Acting as a depository institution Rp1.5 billion Since 1995
Administration Entrycom Jl. Jend. Sudirman Kav. (Custodian) for Telkom’s common
Bureau 34-35 Jakarta 10220 shares traded on the IDX, providing
administrative services for holding
GMS, and providing administrative
services for dividend payment.
Trustee PT Bank WTC II Building 28th floor Representing the interests of Rp75 million Since 2015
Permata Tbk Jl. Jend Sudirman Kav. bondholders with the Company for
29-31 Jakarta 12920 Telkom’s phase I sustainable bonds.
Central PT Kustodian Bursa Efek Indonesia • Providing central custodian Rp35 million Since 1995
Custodian Sentral Efek Building, Tower 1, 5th services and settlement of stock/
Indonesia floor bond transactions on the IDX.
Jl. Jend. Sudirman Kav. • Storage services and settlement of
52-53 Jakarta 12190 securities transactions, distribution
of corporate action results.
Rating Agency PT Pemeringkat Equity Tower, 30th Providing rating on credit risk of Rp150 Since 2012
Efek Indonesia Floor Sudirman Central Telkom bond issuance. million
Business District Lot. 9
Jl. Jenderal Sudirman
Kav. 52-53 Jakarta
12190
Moody’s Moody’s Investors Provides ratings on Telkom credit risk. US$92,500 Since 2018
Service Singapore Pte.
Ltd, 50 Raffles Place
#23-06, Singapore Land
Tower,
Singapore - 048623
Fitch Fitch (Hong Kong) Provides ratings on Telkom credit risk. US$81,000 Since 2018
Limited
19/F Man Yee Building
68 Des Voeux Road
Central,
Hong Kong
+ 852 2263 9963
ADS Custodian The Bank Corporate Headquarters Acting as a depository institution US$238,875 Since 1995
Bank of New 240 Greenwich Street (Custodian) of ADS shares traded on
York Mellon New York, NY 10286 the NYSE.
Corporation United States of
America
+1 212 495 1784
Legal Counsel Herbert Smith 50 Raffles Place, #24-01Acted as a corporate legal consultant Rp3 billion Since 2023
Freehills Singapore Land Tower, regarding the United States capital
Singapore 048623 market for the Annual Report on
UMBRA Telkom Landmark Tower Form 20F.
Partnership 49th floor
Jl. Jend. Gatot Subroto
Kav. 52 Jakarta
Notary Notaris/PPAT Jl. Suryo No. 54 Acting as a notary in the Annual Rp189 Since 2012
Ashoya Ratam, Kebayoran Baru Jakarta General Meeting of Shareholders million
S.H., M.Kn. 12180 (AGMS).
ANNUAL REPORT 2025 113
Page 116
04. 114 ANNUAL REPORT 2025
Page 117
PT TELKOM INDONESIA (PERSERO) Tbk Management Discussion and Analysis ANNUAL REPORT 2025 115
Page 118
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Business Overview
Global Economy and Indonesia National inflation remained at 2.92% year-on-year in
December 2025, up from 2.2% in November, but within
in 2025 Bank Indonesia’s target range of 2.5±1%. The increase
The global economy remained resilient in 2025 despite was mainly due to food price pressures, while core
various pressures. The IMF World Economic Outlook inflation stayed stable at 2.38%, supported by consistent
Update (January 2026) projected 3.3% growth for interest rate policy and sufficient economic capacity.
2025, matching 2024’s growth rate. This was driven
The rupiah exchange rate was highly volatile in 2025
by increased investment in technology, especially
due to a stronger US dollar, capital outflows, and global
artificial intelligence (AI), mainly in North America and
sentiment. It fluctuated between Rp16,300 and Rp16,900
Asia, supported by relatively loose fiscal and monetary
per US dollar, weakening notably mid-year and at year-
policies. However, growth rates vary widely across
end, reaching Rp16,665 in early December and Rp16,945
countries and sectors, leading to uneven recovery.
by the end of the month.
Advanced economies as a whole grew by 1.7% in
Bank Indonesia adjusted its benchmark interest rate (BI
2025, with the United States as the main driver at
Rate) several times in 2025 to support exchange rate
2.1%, supported by technology investment and robust
stability and keep inflation within target. Early in the
household consumption. Meanwhile, developing
year, the BI Rate was reduced from 6.00% to 5.75% due
countries will remain the main drivers of global growth,
to stable economic conditions and controlled inflation.
with growth of 4.4% in 2025, including China at 5.0% and
From September to December 2025, BI further lowered
India at 7.3%.
the rate to 4.75% to support national economic growth
Global inflation was expected to average 4.1% in 2025, during the global slowdown, while maintaining price and
continuing its downward trend as energy price pressures exchange rate stability.
ease and monetary policy tightening takes effect. World
trade volume grew 4.1%, led by technology products, Indonesian Telecommunications
while other sectors grew more slowly. However, downside Industry
risks persist, including rising trade and geopolitical
tensions, as well as fiscal vulnerabilities in developed In 2025, Indonesia’s telecommunications industry
countries with high public debt. underwent a structural transformation, driven by market
consolidation, rapid 5G adoption, and a shift toward
The Indonesian economy remains stable amid global service convergence. Rising demand for high-quality
uncertainty. Growth in 2025 is projected at 5.11%, up from digital connectivity across economic sectors, along with
5.03% in 2024, supported by strong domestic demand the Government’s commitment through the Ministry of
from the implementation of economic stimulus policies, Communication and Digital Affairs (Komdigi) to expand
solid exports, resilient investment, and optimized equitable infrastructure, is prompting industry players
government spending. The fourth quarter accelerated to increase investment and innovate services. These
to 5.39% year-on-year, driven by higher household efforts aim to reach 3T (Remote, Frontier, and Outermost)
consumption, investment, and government spending. regions and accelerate the adoption of technologies
such as 5G and fixed-mobile convergence (FMC).
116 ANNUAL REPORT 2025
Page 119
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Major telecommunications operators with dominant In 2025, the telecommunications industry underwent
market share are investing significantly to expand significant reconsolidation, resulting in three major
network coverage, increase service capacity, and operators. The merger of XL Axiata and Smartfren
build advanced infrastructure. These efforts align with in December 2025 formed XLSmart Telecom, which now
the Government’s strategy to foster a more inclusive serves 73 million subscribers. The primary operators
and competitive telecommunications ecosystem that are Telkomsel, Indosat Ooredoo Hutchison (IOH),
supports sustainable national digital transformation. and XLSmart.
The rollout of 5G technology is a key initiative for the Service convergence is now a dominant trend. The three
telecommunications industry in 2025, with significant major operators are accelerating Fixed Mobile Convergence
potential to transform Indonesia’s digital economy. The (FMC), integrating fixed and mobile broadband to deliver a
Global System for Mobile Communications Association more cohesive and efficient user experience. This FMC
(GSMA) projects that 5G could contribute approximately strategy aligns with broader market consolidation and
USD 41 billion to Indonesia’s GDP between 2024 and 2030. significant restructuring of fixed broadband services.
While 5G penetration was about 10% as of October 2025,
Telkomsel remains the national fixed broadband leader,
Komdigi expects it to reach 32% of the population
serving 10.3 million subscribers as of December 2025
by 2030.
through the integration of IndiHome for B2C customers.
Telkomsel leads 5G expansion, deploying more than This strategy strengthens its FMC position. XLSmart, via
4,900 5G base stations by December 2025. This its XL Satu home internet service, reached nearly 1 million
infrastructure enables advanced digital applications such subscribers by the end of the fourth quarter of 2025.
as augmented reality/virtual reality (AR/VR), the Internet Fixed broadband consolidation is improving operational
of Things (IoT), and other technologies, supporting high- efficiency and driving business growth through cross-
speed, stable connectivity in key sectors such as health, selling and increased customer lifetime value.
education, and manufacturing.
The Indonesian telecommunications industry continues
The acceleration of 5G networks in Indonesia faces to grow but faces increasing structural challenges.
several critical challenges. OpenSignal reports that mid- Mobile services, previously the main growth driver, are
band spectrum allocation, such as the 3.5 GHz band, stagnating as legacy offerings such as SMS and telephony
remains suboptimal and is a key reason Indonesia lags can no longer support the rising network investment
behind neighboring countries. The Indonesian Internet needs. Competition is intensifying, with operators
Service Providers Association (APJII) also notes that now prioritizing high-value customers over subscriber
slow infrastructure development and high investment numbers. Additionally, weakening consumer purchasing
requirements hinder 5G penetration, particularly in rural power and new entrants such as e-SIM providers
areas. These factors limit operators’ ability to deliver and utility companies are limiting opportunities for
next-generation services with the desired coverage traditional operators.
and quality.
ANNUAL REPORT 2025 117
Page 120
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Operational challenges are increasing domestically. Telecommunication Industry
High infrastructure development and maintenance
costs, particularly for expanding networks to 3T areas,
Competition
remain a significant barrier to growth. Reliance on
traditional business models requires operators to Cellular (Mobile) Business
identify new growth drivers beyond mobile services
Telkomsel remains the market leader in Indonesia’s cellular
to ensure sustainability. Investment pressure,
industry, maintaining a stable dominant position despite
technological disruption, evolving consumer behavior,
shifts in the competitive landscape. By Q4 2025, it had
and intensified competition are reshaping Indonesia’s
approximately 156.1 million high-quality subscribers and
telecommunications industry and require more decisive
the largest market share. Although ARPU faces pressure
transformation from all stakeholders.
from the shift from voice and SMS to data and weaker
In response, transformation is essential. Telkom, for consumer purchasing power amid macroeconomic
example, is shifting its focus to digital infrastructure challenges, Telkomsel showed resilience with consistent
businesses such as data centers, fiber networks, towers, data traffic growth and improved customer productivity,
and low-orbit satellite services, which offer stronger indicating strong demand.
long-term prospects. These ventures require significant
Competition in the cellular industry is becoming
investment and strategic partnerships. The industry also
more rational, focusing on profitability and market
needs infrastructure consolidation to improve efficiency
improvement. Alongside Telkomsel, Indosat Ooredoo
and compete effectively with global OTT players.
Hutchison (IOH), and XL Axiata dominate the national
Macroeconomic uncertainty, data protection regulations, market. The mid-2025 merger of XL Axiata and Smartfren
and customer-focused regulatory policies are further Telecom into XL Smartfren Telecom (XST/XLSmart)
constraining operators’ growth opportunities. In this is expected to stabilize the industry by reducing price-
dynamic environment, Indonesian telecom companies based competition and promoting efficiency and
must balance investment, innovation, and partnerships network quality.
to create a more sustainable growth model.
The ongoing industry rationalization in 2025 offers
Telkomsel positive momentum to strengthen its
fundamentals and maintain dominance. By focusing
on renewal packages, simplifying its product portfolio,
appropriate pricing, developing relevant digital services,
and optimizing customer experience, Telkomsel leads
in supporting digital transformation and sustainable
growth in Indonesia’s telecommunications sector.
118 ANNUAL REPORT 2025
Page 121
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Fixed Broadband & Fixed Mobile Business Telkom remains a leader in promoting equitable national
internet access. By 2025, it will have upgraded its copper
The fixed broadband segment will maintain positive network to fiber in 459 cities and regencies, supporting
growth momentum throughout 2025, driven by rising the Government’s goal of 30% national fixed broadband
demand for household connectivity and the digitalization penetration. The Palapa Ring, a national fiber optic
of daily activities, with fiber-to-the-home (FTTH) services backbone spanning about 36,000 kilometers across
becoming a key driver of industry growth. Industry Indonesia, underpins FTTH adoption and helps bridge
projections predict that household fixed broadband the digital divide by delivering reliable connectivity to
penetration will increase to nearly 30%, reflecting the remote areas.
market’s vast potential.
Telkom Indonesia, through IndiHome, maintains its Data Center Business
market leadership with a share exceeding 60%. By
Indonesia’s data center industry is experiencing rapid
the third quarter of 2025, IndiHome achieved strong
growth and attracting strong interest from both local and
retail customer and revenue growth, supported by a
global investors. The market was valued at USD 1.45 billion
mature convergence strategy between fixed broadband
in 2023 and is projected to reach USD 3.09–3.79 billion by
and mobile (FMC) services. Integrating IndiHome
2030, with a CAGR of about 11.4%, well above the global
with Telkomsel One has enhanced customer value by
average. This growth is fueled by the expanding digital
improving access, cost efficiency, and the overall digital
economy, with e-commerce transactions expected to
experience.
reach USD 65 billion by 2024, and by government data
Alongside enhancing its premium services, Telkom is localization policies requiring domestic data storage
expanding its market reach with EZnet, an affordable and management.
fixed broadband product that addresses cost concerns
The influx of investment from global technology
without sacrificing quality. This approach aims to balance
companies is a key catalyst for industry expansion.
customer growth with ARPU improvement by offering
Major hyperscalers like Microsoft have committed USD
higher-value packages, including bundled entertainment
1.7 billion to strengthen Indonesia’s cloud infrastructure,
and digital services.
while Tencent Cloud is investing USD 500 million in its
Competition in the fixed broadband industry is increasing third facility. New entrants such as Worldvuer iByond
as both established and new players invest further. plan to invest USD 400 million to build Asia’s first
IconNet (PLN Icon Plus) is expanding beyond Java by Quantum AI Data Center. Consequently, national data
leveraging the national electricity infrastructure, while center capacity, currently about 430 MW, is projected to
Biznet, First Media, and MyRepublic are strengthening increase 210% to 936 MW by 2028.
their presence in urban and suburban areas. MyRepublic
surpassed 1.5 million FTTH subscribers at the end of 2025,
reflecting strong consumer growth.
ANNUAL REPORT 2025 119
Page 122
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
International Traffic and Interconnection mobile operators. With a fiber network spanning more
Business than 57,000 km across Indonesia, Mitratel is gradually
transforming itself from a traditional tower company
Global shifts in communication preferences have into an integrated infrastructure service provider,
significantly reduced demand for traditional (non- covering backbone connectivity, edge infrastructure,
VoIP) international traffic services in Indonesia. As and colocation services. This trend is also driving the
users increasingly adopt OTT and VoIP platforms like expansion of competition into the area of wholesale fiber
WhatsApp, LINE, and Skype, traditional SLI services optic connectivity, which is now the backbone of digital
are now managed solely by Telkom and Indosat infrastructure growth in the country.
Ooredoo Hutchison.
As part of its transformation into a strategic holding
In response, Telkom has shifted its international business company, TelkomGroup is enhancing its infrastructure
strategy to focus on value-added services. By partnering portfolio by strengthening PT Telkom Infrastruktur
with global OTT providers, Telkom is expanding its Indonesia (TIF), now known as InfraNexia. In October 2025,
offerings in connectivity, data centers, and Content Telkom and TIF signed a Conditional Spin-off Agreement to
Delivery Networks to better manage cross-border digital transfer part of the Wholesale Fiber Connectivity business
traffic with greater capacity and efficiency. and assets from Telkom to TIF. This initiative aims to
optimize assets, improve operational and investment
Network and Satellite Infrastructure efficiency, and unlock value through monetization and
Business potential strategic partnerships.
Indonesia’s network infrastructure and Telkom’s development of reliable fiber optic infrastructure
telecommunications tower market is projected to addresses the growing demand for efficient, high-
grow steadily in 2025, driven by rising connectivity capacity, and sustainable networks. The national fiber
needs, 4G and 5G expansion, and digital transformation backbone network supports the Government’s goal of
initiatives. The sector is led by Mitratel, Tower Bersama equitable digital connectivity, particularly in eastern
Infrastructure, and Sarana Menara Nusantara. Among the Indonesia, and reinforces Telkom’s role as a key enabler
three, Mitratel, a subsidiary of TelkomGroup, maintains of national digital sovereignty across broadband, data
its position as the market leader with a tower portfolio centers, cloud, and edge computing services.
of nearly 40,000 units and more than 60,000 tenants
The global space economy is experiencing rapid growth,
as of September 2025. This growth is supported by
valued at USD 630 billion in 2023 and expected to reach
40,102 towers, making Mitratel the largest tower network
USD 1.8 trillion by 2035, according to McKinsey. In the
in Southeast Asia.
ASEAN region, a 2025 Deloitte study projects the space
In addition to strengthening their tower assets, Mitratel economy could reach USD 100 billion by 2030, with
and other players are expanding their portfolios to include Indonesia likely to be the largest contributor due to its
fiber-to-the-tower and billable fiber backbone services economic scale and large domestic market.
to support the ever-increasing data capacity needs of
120 ANNUAL REPORT 2025
Page 123
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Indonesia has a strategic opportunity to build a E-commerce remains a cornerstone of Indonesia’s digital
spaceport, which could generate approximately economy, with Gross Merchandise Value (GMV) expected
USD 200 million in annual revenue due to its equatorial to reach nearly USD 100 billion by 2025 and USD 180-340
location. However, the national satellite industry faces billion by 2030. Platforms are innovating through unique
a significant challenge in the availability of human shopping experience features such as live commerce
resources, requiring at least 3,000 experts in satellite and targeted strategies for tier-2 and tier-3 markets.
manufacturing, operations, ground station management, Growth is further supported by the expansion of fintech
logistics, and space insurance. and digital payment services, with digital payments
projected to increase by 15% in 2025 due to wider
TelkomGroup, through its subsidiary Telkomsat, plays adoption of digital wallets, peer-to-peer transfers, and
a key role in the sector. Following the successful improved payment integration.
launch of the Merah Putih 2 Satellite, which uses High
Throughput Satellite (HTS) technology with a capacity TelkomGroup positions itself as a key enabler of
of up to 32 Gbps, Telkomsat is expanding its services to digital transformation through an integrated business
support connectivity in areas beyond the reach of fiber ecosystem. PT Telkomsel Ekosistem Digital (INDICO), a
networks. Telkom launched a new HTS-based broadband subsidiary of Telkomsel, develops a digital foundation,
service, Internet Merah Putih, which offers speeds up fosters ecosystem synergy, and manages a diverse
to 50/5 Mbps. This service aims to deliver fast, stable digital portfolio across strategic sectors. This includes
connections across Indonesia, including underserved Fita, a health-tech platform offering telemedicine and
and unserved regions. personalized digital health services; Kuncie, an ed-tech
platform providing interactive, accessible learning content
Digital Business to promote holistic and inclusive education; and Majamojo,
which delivers digital gaming and entertainment solutions
Indonesia’s digital ecosystem recorded substantial to enhance customer engagement. This diversification
growth throughout 2025, driven by deeper technology enables TelkomGroup to leverage growth in digital
penetration, expanded internet connectivity, and segments while using telecommunications as the
increased consumer engagement on digital platforms. infrastructure backbone supporting digital applications
Based on the latest Digital 2025 data from DataReportal across industries.
and Hootsuite, Indonesia maintained its position as the
leading digital market in Southeast Asia with 212 million
internet users and 143 million active social media users
in January 2025. This growth is driven by the massive
adoption of mobile internet, with 98.7% of Indonesian
internet users accessing services via mobile devices,
making Indonesia first in mobile internet usage intensity.
ANNUAL REPORT 2025 121
Page 124
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Operational Overview
by Business Segment
In December 2025, Telkom reorganized its business segments to support its transformation into a strategic holding
company and better align its portfolio with long-term value creation. The new structure, which includes B2C, B2B ICT,
B2B Infra, International and Others, allows each business line to focus more effectively, enhances operational synergies,
and improves strategic decision-making and capital allocation. This change is expected to strengthen the Company’s
competitiveness, ensure consistent portfolio performance, and enhance Telkom’s ability to adapt to the evolving
digital industry.
B2C B2B ICT B2B Infra International Others
The B2C Business B2B ICT offers The B2B Infra The International The Others segment
segment delivers enterprise connectivity, segment delivers a segment aims to comprises entities
mobile and fixed system integration, digital ecosystem for expand TelkomGroup’s and businesses
broadband services to IT services, and TelkomGroup and global coverage currently undergoing
a wide retail customer digital solutions. This external partners. through international restructuring.
base across Indonesia. segment integrates Its portfolio includes connectivity services. It Management focuses
It offers high-speed applications, systems, telecommunication focuses on submarine on optimizing
internet connectivity and data sources into towers, data centers, cable networks, cross- resources,
through mobile voice, a unified IT ecosystem fiber backbone border connectivity, and strengthening
SMS, data, and digital to improve operational networks, FTTH/FTTX, international wholesale. collaboration within
services, as well as B2C efficiency, reduce and satellites. the TelkomGroup
fixed broadband. This system fragmentation, ecosystem, and
segment drives revenue and support customers’ ensuring strategic
growth by optimizing business objectives. alignment and
cross-selling and operational efficiency
bundling to enhance in line with its strategic
customer loyalty and direction.
long-term value.
Telkomsel has solidified By the end of 2025,
its position as the we achieved a GMV of
largest cellular operator Rp283 billion Rupiah
in Indonesia with the from B2B e-commerce,
most extensive 4G/LTE 12 million digital music
network, reaching over subscribers, 21.6 million
97% of the population, paying digital games
supported by a total users, and 8 million
of 293,136 base paying digital lifestyle
transceiver stations users.
(BTS) across Indonesia
(as of December 2025).
122 ANNUAL REPORT 2025
Page 125
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Segment Performance Highlights infrastructure, including telecommunications towers, fiber
optic networks, backbones, data centers, and satellites.
TelkomGroup continues to provide products and services The International segment includes the provision of
that meet community needs while strengthening its international connectivity services and wholesale services
business foundation through the 57 2030 transformation to telecommunications operators and customers abroad.
strategy to a strategic holding company. In 2025, Telkom The Others segment includes other business activities
demonstrated resilience and adaptability in a challenging and entities that do not meet the quantitative criteria for
global environment and industry dynamics, posting reportable segments.
consolidated revenue of Rp146,742 billion. Consolidated
EBITDA reached Rp72,240 billion, with an EBITDA margin The Company evaluates each reportable segment’s
of 49.2%. Net profit was Rp17,814 billion, resulting in a net performance based on segment profit or loss, measured
profit margin of 12.1%. consistently with operating profit or loss in the
consolidated financial statements. Segment revenues
In 2025, the Company shifted from a Customer Facing Unit and expenses include inter-segment transactions, which
(“CFU”) approach to a business pillar approach for grouping are eliminated during consolidation and determined at
TelkomGroup’s operating segments. This change aligns prevailing market prices on an arm’s length basis.
with how the Group’s Operational Decision Maker (“PKO”)
reviews segment performance and allocates resources. By the end of 2025, the B2C segment generated the highest
Accordingly, prior-year segment information has been revenue at Rp105.9 trillion, representing approximately
restated in the Consolidated Financial Statements to 72% of TelkomGroup’s total revenue. The B2B ICT segment
ensure consistency with the current-year presentation. followed with Rp15.3 trillion (10%); the International
segment contributed Rp10.7 trillion (7%); the B2B Infra
TelkomGroup identifies five reportable segments: segment recorded Rp8.9 trillion (6%); and other segments
Business to Consumer (“B2C”), Business to Business accounted for Rp5.9 trillion (4%).
ICT (“B2B ICT”), Business to Business Infrastructure
(“B2B Infra”), International, and Others. No aggregation Based on the new segment grouping, the International
of operating segments is used in determining these segment achieved the strongest performance, growing
reportable segments. The B2C segment includes the 0.2% year-on-year, driven by international connectivity
provision of telecommunications services to individual/ and wholesale services for telecommunications operators
residential customers, including mobile and fixed and international customers. The B2C segment declined
broadband services. The B2B ICT segment includes the by 3.3% year-on-year due to reduced purchasing power
provision of system integration, information technology, in the first half of 2025, though conditions improved in the
and digital solutions to corporate and institutional second half as the industry focused on profitability. The
customers. The B2B Infra segment includes the provision, B2B ICT, B2B Infra, and other segments declined by 3.1%,
management, and maintenance of telecommunications 0.7%, and 7.2%, respectively.
ANNUAL REPORT 2025 123
Page 126
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Years ended December 31
Growth
Telkom’s Results of Operation
2024-2025 2025 2024* 2023*
by Segment
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
B2C
Revenues
External revenues (3.4) 105,898 6,350 109,662 111,713
Inter-segment revenues (0.4) 3,255 195 3,268 3,694
Total segment revenues (3.3) 109,153 6,545 112,930 115,407
Total segment expenses (3.0) (81,360) (4,879) (83,852) (80,623)
Segment results (4.4) 27,793 1,667 29,078 34,784
B2B ICT
Revenues
External revenues (2.8) 15,300 917 15,741 15,441
Inter-segment revenues (4.4) 3,814 229 3,989 4,679
Total segment revenues (3.1) 19,114 1,146 19,730 20,120
Total segment expenses (5.3) (17,355) (1,041) (18,328) (18,983)
Segment results 25.5 1,759 105 1,402 1,137
B2B Infra
Revenues
External revenues 9.2 8,929 535 8,180 6,753
Inter-segment revenues (2.3) 47,661 2,858 48,799 40,001
Total segment revenues (0.7) 56,590 3,393 56,979 46,754
Total segment expenses 13.8 (46,103) (2,765) (40,512) (34,830)
Segment results (36.3) 10,487 629 16,467 11,924
International
Revenues
External revenues (0.5) 10,673 640 10,732 10,634
Inter-segment revenues 5.7 1,493 90 1,412 762
Total segment revenues 0.2 12,166 730 12,144 11,396
Total segment expenses 2.4 (11,205) (672) (10,940) (10,144)
Segment results (20.2) 961 58 1,204 1,252
Others
Revenues
External revenues 5.1 5,942 356 5,652 4,675
Inter-segment revenues (9.9) 23,155 1,388 25,701 26,320
Total segment revenues (7.2) 29,097 1,745 31,353 30,995
Total segment expenses (9.8) (33,588) (2,014) (37,256) (35,527)
Segment results 23.9 (4,491) (269) (5,903) (4,532)
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
124 ANNUAL REPORT 2025
Page 127
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Operational Highlight
Year Ended on December 31
Unit
2025 2024 2023
Subscribers
Cellular Subscribers million subscribers 156.1 159.4 159.3
Telkomsel Halo million subscribers 8.4 8.0 7.5
Telkomsel Prabayar million subscribers 147.6 151.4 151.8
IndiHome B2C Subscribers million subscribers 10.3 9.6 8.7
Infrastructure
Satellite Capacity
Merah Putih-2 Satellite Gbps 32.4 32.4 -
Merah Putih Satellite Gbps 5.4 5.4 5.4
Telkom 3S Satellite Gbps 4.4 4.4 4.4
Point of Presence PoP 122 122 122
Domestic PoP 64 64 64
International PoP 58 58 58
BTS unit 293,136 271,040 247,472
BTS 2G unit 48,635 48,775 48,980
BTS 3G unit - - -
BTS 4G unit 239,588 221,290 197,838
BTS 5G unit 4,913 975 654
Tower unit 44,702 43,825 43,047
Fiber Optic Backbone Network km 210,843 177,443 176,663
Domestic km 115,643 112,743 111,663
International km 95,200 64,700 64,700
Wi-Fi Services access point 148,052 376,212 394,031
Customer Service
Global sales representative Telkomsel location 1 1 -
GraPARI location 463 479 495
GraPARI of Telkomsel location 208 248 258
GraPARI of Partners location 255 231 237
Employees people 21,151 21,673 23,064
Along with the expansion of network infrastructure, particularly the number of 5G BTS, which increased by around
400% in 2025, the number of TelkomGroup customers will increase to 166.4 million, comprising 156.1 million cellular
customers and 10.3 million IndiHome B2C customers.
As the Company expands its operations, it is enhancing its cybersecurity to ensure the reliability of its systems and
applications. To prevent cyberattacks, the Company routinely performs Vulnerability Assessments on applications and
network elements. By using Vulnerability Assessment Tools, the organization ensures accurate results and maintains
consistent service quality.
ANNUAL REPORT 2025 125
Page 128
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
B2C Segment
The B2C segment delivers mobile and fixed broadband 4. Telkomsel Orbit
services to a wide retail customer base across Indonesia Telkomsel Orbit provides Wi-Fi and MiFi modem-
and serves as the Company’s primary growth driver. based internet using 4G and 5G networks for home
Telkomsel operates the mobile services, offering mobile and mobile use. It offers data packages without
voice, SMS, data, digital services, and fixed broadband for monthly subscriptions, with features accessible via
B2C customers. Telkomsel’s operations leverage 5G, 4G, the MyOrbit app.
and LTE technologies, continually enhancing capacity and
capabilities, with the widest 4G/LTE network covering over By the end of 2025, Telkomsel had 156.1 million mobile
97% of Indonesia’s population. subscribers, a slight decline reflecting industry adjustments
toward market improvement. Prepaid users account for
Telkomsel’s products include Telkomsel Halo, SIMPATI, almost 95%, with the remainder postpaid. Customer-
by.U, and Telkomsel Orbit. centric and pricing strategies support sustainable growth.
1. Telkomsel Halo Mobile broadband services grew rapidly, with data usage
Telkomsel Halo, a postpaid service, delivers rising 15% to 23.4 million TB in 2025.
superior network quality, an optimal communication
Telkomsel strengthens its role in building an inclusive
experience, diverse entertainment, and
and sustainable national digital ecosystem with over
comprehensive and attractive package options.
293K base transceiver stations (BTS) covering more than
2. SIMPATI 98% of Indonesia’s population. Its commitment to leading
Telkomsel has reintroduced SIMPATI, originally connectivity is reflected in the continuous expansion of
launched in 1997, now offering integrated products its 5G network, strengthened by the end-to-end artificial
and flexible packages tailored to subscribers’ intelligence (AI), spanning over 80 cities and regencies,
interests and digital activities. supported by more than 4.9K 5G BTS in key areas, including
3. by.U Greater Jakarta (Jabodetabek), Bandung, Surabaya, Bali,
Makassar, Batam, and the capital. As a digital enabler,
by.U is an end-to-end digital prepaid service
Telkomsel offers a national digital platform featuring
accessible through an app. Subscribers can
services such as MAXStream, Langit Musik, Dunia
select numbers, choose delivery options, manage
Games, and LinkAja, which are integral to users’ digital
internet quotas and add-ons, and make payments
lifestyles. The company also fosters innovation through
entirely online.
its subsidiary PT Telkomsel Ekosistem Digital (INDICO),
which manages vertical digital businesses, and Telkomsel
Ventures, supporting Indonesian digital startups.
126 ANNUAL REPORT 2025
Page 129
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Telkom offers fixed broadband services under the declined by Rp3,764 billion, or 3.4%, from Rp109,662 billion
IndiHome brand, which includes fixed voice, fixed in 2024 to Rp105,898 billion in 2025. This decrease was
broadband, IPTV, and digital services. IndiHome is driven by macroeconomic challenges and reduced
central to Telkom’s FMC market strategy. consumer purchasing power in the first half of 2025.
Signs of recovery emerged in the second half of the year,
Telkom’s fixed broadband offerings include IndiHome and supported by market repair initiatives and a renewed
Telkomsel One. industry focus on profitability, resulting in positive
1. IndiHome growth in the third and fourth quarters. Despite these
IndiHome delivers internet, home telephone, challenges, Telkomsel maintained its leading position in
and interactive TV services through a range of the Indonesian cellular market, with a stable market share
customizable packages. Its network covers Indonesia in a competitive industry.
and is recognized for high reliability.
The decline in the B2C segment was primarily driven by
2. Telkomsel One a decrease in cellular revenue of Rp1,848 billion (30.4%),
Telkomsel One is a convergence service for as customers shifted from traditional voice services to
TelkomGroup’s Bold Move FMC implementation OTT services and overall demand for cellular services fell.
that integrates IndiHome’s fixed network with This was followed by a decrease in data, internet, and
Telkomsel’s mobile broadband to deliver a seamless information technology revenue of Rp2,697 billion (3.7%),
digital experience. a decrease in SMS revenue of Rp648 billion (17.1%), and a
decrease in IndiHome revenue of Rp143 billion (0.5%) due
IndiHome B2C added around 712K new subscribers by
to lower IndiHome’s ARPU as a result of the subscribers’
Q4 2025, bringing its total to 10.3 million. This growth
consumption shifting from triple-play (3P) to single-play
reflects Telkomsel’s successful household-acquisition
(1P) services. However, these declines were partially offset
strategy, focused on convergence offerings tailored to
by an increase in other revenue of Rp1,549 billion (412.4%),
households. IndiHome’s ARPU declined due to a shift in
mainly from frequency utilization, digital ecosystems,
customer consumption patterns from triple-play (3P)
digital and telecommunication solutions, and online
to single-play (1P) services, driven by lower demand
gaming, with digital and telecommunication solutions
for fixed voice and IPTV and a higher preference for
contributing the most. There was also an increase in
internet-only services. This aligns with IndiHome’s efforts
interconnection revenue of Rp23 billion (6.3%) from
to expand fixed broadband in the entry-level segment
international voice interconnection services.
while maintaining a healthy, sustainable customer base.
Meanwhile, the convergence trend continues to improve Operating expenses for this segment decreased by
and remains a key driver of household value. Rp2,492 billion, or 3%, compared to 2024. As a result, profit
is projected at Rp27,793 billion in 2025, a 4.4% decline from
In 2025, the B2C segment remained the largest contributor
Rp29,078 billion in 2024.
to TelkomGroup’s revenue, accounting for 72% of total
revenue. However, B2C revenue through Telkomsel
2024-2025 2025 2024* 2023*
B2C Segment
(%) (Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues (3.3) 109,153 6,545 112,930 115,407
Expenses (3.0) (81,360) (4,879) (83,852) (80,623)
Result (4.4) 27,793 1,667 29,078 34,784
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 127
Page 130
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
B2B ICT Segment
Telkom’s B2B ICT segment delivers enterprise connectivity, As part of its long-term growth strategy, Telkom is
enterprise digital solutions, digital IT services, and other prioritizing several areas: digitalizing platforms in the
digital solutions for corporate and institutional clients. As Government segment to support administrative and
demand for digital transformation grows, this segment e-government services, developing vertical solutions and
serves as a key growth driver, focusing on value-added ecosystems for the Larger Enterprise segment, including
and sustainable solutions. State-Owned Enterprises (SOEs), Regionally-Owned
Enterprises (ROEs), and large private corporations, and
Enterprise connectivity services include fixed broadband, expanding IndiBiz to capture the SME market through its
Wi-Fi, Ethernet, data communication, including leased regional network across Indonesia.
channels such as Metro Ethernet and VPN-IP, high-
capacity point-to-point connections, and fixed voice In 2025, B2B ICT segment revenue declined by
services. Digital IT services cover the development and Rp441 billion, or 2.8%, from Rp15,741 billion in 2024 to
management of end-to-end IT solutions, including system Rp15,300 billion. This reduction resulted from corporate
integration, managed services, digital applications, actions associated with the streamlining of subsidiaries
and technology-driven business process support. The under a new business pillar, which altered the
segment prioritizes recurring value-added services that classification of the Company’s operating segments. The
enhance operational efficiency and effectiveness for most significant decline occurred in data, internet, and
corporate clients, government institutions, and other information technology service revenue, which fell by
organizations as digital adoption increases. Rp570 billion (4.8%) due to reduced service performance
in offerings such as TelkomNet VPN Intranet, Telkom
Despite this decline, Telkom continues to enhance its Metro Ethernet packages, and managed network and
Connectivity+ services, including Software-Defined Wide platform services. Partially offsetting this decline, fixed
Area Network (SD-WAN), Cybersecurity, and Artificial telephone revenue increased by Rp87 billion, attributed
Intelligence, while forming strategic partnerships to higher usage of voice services, while network revenue
with global technology leaders to accelerate digital rose by Rp29 billion (4.5%) due to greater demand for
transformation for B2B customers. leased line services.
128 ANNUAL REPORT 2025
Page 131
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Operating expenses for this segment also decreased by Rp973 billion, or 5.3%, compared to 2024. As a result, profit in 2025
rose to Rp1,759 billion, up 25.5% from Rp1,421 billion in 2024.
2024-2025 2025 2024* 2023*
B2B ICT Segment
(%) (Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues (3.1) 19,114 1,146 19,730 20,120
Expenses (5.3) (17,355) (1,041) (18,328) (18,983)
Result 25.5 1,759 105 1,402 1,137
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
B2B Infra Segment
The B2B Infra segment delivers digital infrastructure In running its Data Center business, TelkomGroup,
services, including towers, data centers, fiber backbone through its subsidiary NeutraDC, has shown significant
networks, and satellite solutions. It provides essential progress in responding to the increasing demand for data
infrastructure and operational capabilities to support center infrastructure and cloud services in Indonesia, with
connectivity, data storage, and processing needs for NeutraDC’s data center capacity utilization rate reaching
diverse customer segments and digital ecosystems. around 89%. In 2025, NeutraDC launched two new
services, Neutra Connect and Neutra Compute, expanding
Mitratel, Telkom’s tower management subsidiary, is its product portfolio to 3C (Colo, Connect, Compute) as an
enhancing its capacity and portfolio through 2025. As the important step in building AI Fabric and strengthening
largest tower provider in ASEAN, Mitratel operates over TelkomGroup’s position as a major player in the AI-based
40K towers and has increased its tenant count to 63,084, data center ecosystem. Strategic expansion also continues
raising the tenancy ratio from 1.52x to 1.57x. Fiber-to- with the construction of a Hyperscale Data Center (HDC)
the-Tower services are also expanding, with more than in Batam and preparations for the expansion of the
6K km of new fiber added, bringing the total to 57,199 km Cikarang Campus 2 HDC to ensure sustainable domestic
and broadening connectivity for mobile operators. capacity growth, with a commitment to sustainability and
By combining tower leasing and fiber infrastructure innovation through the integration of solar energy, water-
expansion, Mitratel is reinforcing its position as an based cooling technology, and data center designs that
integrated infrastructure provider supporting national support the needs of AI-based data centers with high
data traffic growth. energy requirements in the future.
ANNUAL REPORT 2025 129
Page 132
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Telkom has advanced its Infrastructure and Network In 2025, the B2B Infra segment revenue rose by
Management strategy by spinning off its domestic Rp749 billion, or 6.1%, reaching Rp8,929 billion from
Wholesale Fiber Connectivity business and assets to Rp8,180 billion in 2024. This growth was mainly driven by
its subsidiary PT Telkom Infrastruktur Indonesia (TIF), higher interconnection revenue of Rp152 billion (12.7%)
now operating as “InfraNexia.” This move aligns with from increased international wholesale voice traffic
Telkom’s transformation into a strategic holding company and domestic interconnection services, as well as a rise
and strengthens the foundation of the national digital in data, internet, and information technology revenue
infrastructure sector. The spin-off aims to optimize asset of Rp388 billion (19.8%) from data center colocation, IP
utilization, improve operational efficiency, and unlock new transit, and Telkom Metro Ethernet. Other service revenue
growth opportunities through infrastructure monetization also grew by Rp156 billion (40.8%) due to expansion in
and strategic partnerships, while reaffirming Telkom’s internet and data center services. These gains were
commitment to expanding equitable connectivity partially offset by a decrease in rental transaction revenue
across Indonesia. of Rp154 billion (5.1%), resulting from lower tower and
building rental income.
PT Telkom Satelit Indonesia (Telkomsat) manages
satellite services, operating five Geostationary Earth However, operating expenses for this segment increased
Orbit (GEO) satellites at about 35,786 kilometers above by Rp6,036 billion, or 14.9%, compared to 2024. As a result,
the earth and exploring a Low Earth Orbit (LEO) satellite segment profit in 2025 was Rp10,498 billion, representing
constellation at 200 to 2,000 kilometers. These efforts a 36.3% decrease from Rp16,467 billion in 2024.
enhance Telkomsat’s service coverage in Indonesia
and Asia.
2024-2025 2025 2024* 2023*
B2B Infra Segment
(%) (Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues (0.7) 56,590 3,393 56,979 46,754
Expenses 13.8 (46,103) (2,765) (40,512) (34,830)
Result (36.3) 10,487 629 16,467 11,924
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
130 ANNUAL REPORT 2025
Page 133
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
International Segment
The International segment seeks to expand International segment revenue in 2025 declined by
TelkomGroup’s global presence by offering international Rp59 billion, or 0.5%, from Rp10,732 billion in 2024 to
connectivity services. Its primary focus is on submarine Rp10,673 billion. This was mainly due to a decrease in
cable networks, cross-border connectivity, and interconnection revenue of Rp390 billion (5.1%), driven
international wholesale services to reinforce Telkom’s by lower international wholesale voice traffic and SMS
position as a regional leader in telecommunications hubbing services. The decline was partially offset by higher
infrastructure. This segment provides wholesale traffic, network revenue of Rp236 billion (23.8%) from increased
wholesale networks, and wholesale platforms & services. demand for International Private Leased Circuit (IPLC)
services and cable landing station rentals. Additionally,
Through its subsidiary Telin, TelkomGroup is expanding data, internet, and information technology revenue rose by
globally by providing international wholesale, enterprise, Rp91 billion (4.8%) due to growth in data center collocation,
and retail in 14 countries, supported by a network of sales IP transit, and mobile internet packages. Other service
representatives. Telin recently signed a memorandum of revenue also increased by Rp16 billion (94.1%), mainly
understanding with Sarawak Digital Economy Corporation from managed and terminal services, particularly MVNO
(SDEC) and ITCO Niaga to develop the Indonesia Cable gateway revenue.
Express II (ICE II), a high-capacity submarine cable system
connecting Singapore-Manado and key areas in Eastern Operating expenses for this segment increased by
Indonesia and Southeast Asia. This partnership aims to Rp265 billion, or 2.4%, compared to 2024. As a result,
strengthen regional data center capacity and connectivity segment profit in 2025 was Rp961 billion, representing
between Indonesia, Malaysia, and the Asia-Pacific region, a 20.2% decrease from Rp1,204 billion in 2024.
supporting cross-border digital economies.
2024-2025 2025 2024* 2023*
International Segment
(%) (Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues 0.2 12,166 730 12,144 11,396
Expenses 2.4 (11,205) (672) (10,940) (10,144)
Result (20.2) 961 58 1,204 1,252
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 131
Page 134
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Others Segment
The Others segment comprises Telkom’s business TelkomGroup develops a digital lifestyle ecosystem
portfolio outside its core areas, including B2B Digital, through its subsidiary, PT Nuon Digital Indonesia, which
Digital Venture, Adjacent Services, BPO (non-IT manages digital entertainment services including game
Services), B2B Digital Health, Property, and Managed publishing, the Upoint game top-up platform, the Langit
Services/Access. Musik music streaming service, and the tiketapasaja.com
ticketing and white-label platform. In 2025, digital music
TelkomGroup delivers digital services through its services achieved solid growth, with 12 million subscribers
subsidiary, PT Metranet, which focuses on media and 63 million transactions; digital game services served
platforms, commerce, and technology solutions. 21.6 million paying users with 134 million transactions;
PT Metranet offers products such as Uzone, a digital and digital lifestyle services recorded 8 million paying
entertainment and lifestyle portal; Xooply, a B2B subscribers with 26 million transactions.
marketplace platform; Cazbox, providing digital content
and entertainment services; and Scala, which supports In addition to its consumer service portfolio, TelkomGroup
business transformation with digital solutions. Overall, in 2025 also managed MDI Ventures, a venture capital
PT Metranet acts as a digital ecosystem enabler, fostering company focused on investing, synergy facilitation,
the growth of technology-based businesses in Indonesia.
132 ANNUAL REPORT 2025
Page 135
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
portfolio management, and value creation. By the end of occupancy, optimizing assets, and achieving operational
2025, MDI Ventures recorded 19 startups exit cumulatively, efficiency. These efforts address the challenging
including divestment in 3 startups portfolio. dynamics of the property industry.
MDI demonstrates its commitment to social impact Despite TelkomGroup’s strategic efforts to diversify
by publishing 8 impact reports, while portfolio its business portfolio and the robust growth of most
startups contribute 4 additional reports. By 2025, subsidiaries, revenue from the Other segment in 2025
MDI implemented strategic initiatives across AI, reached Rp5,942 billion, representing a 7.2% decline
cybersecurity, and blockchain. These efforts not only compared to 2024. This decrease primarily resulted from
reinforce MDI’s leadership in advancing the digital the complete cessation of E-Health service revenue,
ecosystem but also promote sustainable governance. which declined by Rp767 billion, or 100% from the previous
year. The decline followed Telkom’s divestment of its
PT Graha Sarana Duta manages and develops Telkom’s subsidiary, PT Administrasi Medika (AdMedika), and its
property assets. The Company optimizes its business subsidiary TelkoMedika, to Fullerton Health Group,
portfolio in property management, property development, eliminating E-Health service revenue from this segment.
project solutions, transport management services, and Correspondingly, operating expenses in this segment
managed services. In 2025, GSD focused on increasing decreased by 9.8% to Rp3,658 billion, leading to a 23.9%
reduction in results compared to 2024.
2024-2025 2025 2024* 2023*
Others Segment
(%) (Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues (7.2) 29,097 1,745 31,353 30,995
Expenses (9.8) (33,588) (2,014) (37,256) (35,527)
Result (23.9) (4,491) (269) (5,903) (4,532)
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 133
Page 136
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Marketing Overview
Market Share
TelkomGroup closely monitors technological trends and develops products, services, standards, and business models
that align with market dynamics to strengthen its competitive position. Together with its subsidiaries, Telkom works to
increase the Company’s value and deliver high-quality, relevant digital experiences for customers.
Mobile Segment Market Share
Since April 2025, the merger of XL Axiata and Smartfren to form XLSmart has significantly changed Indonesia’s mobile
industry. This consolidation resulted in a more stable and rational market structure, with Telkomsel holding a dominant
more than 48% share, IOH at 29%, and XLSmart at almost 23%. The new structure allows operators to pursue sustainable
growth and focus on profitability.
Amid these changes, Telkomsel maintained resilience with a quality-focused growth strategy. As of December 2025,
its subscriber base was 156.1 million, a slight 2.1% YoY decline, reflecting a focus on customer productivity over volume.
Postpaid subscribers grew by 5.7% YoY to 8.4 million, demonstrating the success of the value enhancement strategy. In
the fourth quarter of 2025, Telkomsel’s Average Revenue Per User (ARPU) rose 3.6% QoQ, driven by its pricing strategy,
efforts to adapt to changing customer behavior, and industry-wide adjustments that improved market conditions.
Data consumption remains the main driver of Telkomsel’s performance. Data payload grew by 15.0% YoY to 23.4 million
TB, indicating strong demand despite macroeconomic pressures. Telkomsel operates over 293K BTS, including around
240K 4G and around 5K 5G BTS, covering more than 98% of Indonesia’s population. The expansion of 5G services to over
80 cities and the adoption of AI, smart city, and industrial IoT use cases further strengthen Telkomsel’s position as a
leading digital service provider.
Cellular Subscribers Market Share for Telkomsel and Competitors 2023-2025
50.5% 50.9*% 48.4%
2023 2024 2025
49.5% 49.1% 51.6%
Telkomsel Competitors
Remarks:
*) The industry dynamics in 2025 include changes in market share and the completion of the merger between XL Axiata and Smartfren to form XLSmart in April 2025.
134 ANNUAL REPORT 2025
Page 137
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Consumer Segment Market Share
In 2025, Indonesia’s fixed-broadband market remains highly competitive, with players like IconNet expanding beyond
Java and solidifying its position as the second-largest operator. First Media, Biznet Home, and MyRepublic each
surpassed one million FTTH subscribers early in 2025. This intensifies competition for IndiHome B2C. Consolidation,
including XL Axiata’s acquisition of Link Net and Indosat Ooredoo Hutchison’s acquisition of MNC Play, further heightens
competition. Despite this, IndiHome B2C leads the fiber-based fixed broadband market with over 60% share and
10.3 million subscribers as of December 2025.
To expand penetration in price-sensitive segments and reach previously underserved markets, Telkomsel launched
EZnet, an entry-level fixed broadband service with a more affordable price. EZnet is designed to complement
IndiHome, opening up new market access without sacrificing IndiHome’s position in the premium segment. This
dual-brand approach strengthens Telkomsel’s strategy to address increasingly complex competitive dynamics and
increasingly diverse household needs.
Throughout 2025, Telkomsel is adjusting prices for entry-level plans and EZnet to boost yield while keeping
services affordable. It also enhances ARPU through speed upgrades, add-ons for high-value customers, digital
content bundling, and cross-selling fixed-mobile convergence (FMC) initiatives to increase engagement and retain
household value.
Telkomsel One, the company’s FMC product, integrates fixed broadband (IndiHome) and mobile broadband into a single
service. It offers mobile, fixed broadband, and fixed wireless access (FWA) with flexible packages tailored to household
connectivity needs. Despite new competitors, Telkomsel stands out through superior network quality, reliability, and
competitive FMC bundles, aiming to deliver the best value and seamless connectivity across Indonesia.
Fixed Broadband Market Share for IndiHome B2C and Competitors 2023-2025
66.7% 65.2% 63.0%
2023 2024 2025
33.3% 34.8% 37.0%
Indihome B2C Competitors
ANNUAL REPORT 2025 135
Page 138
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Enterprise & Business Service Segment In 2025, TelkomGroup delivered 4,711 Gbps of bandwidth,
Market Share representing a 22% increase from the previous year.
Indonesia’s cloud and B2B IT services market is expected
In 2025, TelkomGroup will further strengthen its position to grow, driven by digital transformation, greater
in the B2B IT Services segment by expanding its digital adoption of hybrid and multi-cloud solutions, migration
service offerings. These include Internet of Things to cloud-native applications, increased use of data
(IoT), cybersecurity, big data, and digital advertising, analytics and AI, and a focus on cybersecurity and data
which complement its existing portfolio of connectivity, sovereignty. The cloud market is projected to grow at a
satellite, IT services, data center, and cloud solutions. CAGR of approximately 21.2% from 2025 to 2028, while
TelkomGroup also offers an artificial intelligence platform the B2B IT services market is expected to grow at a CAGR
to help companies make data-driven decisions, enhance of approximately 8.8% over the same period.
governance, and formulate future business strategies in
a more measurable and adaptive manner.
System Integration Market Share for Telkomsigma and Competitors 2023-2025
13.8% 11.8% 9.4%
2023 2024 2025
86.2% 88.2% 90.6%
Telkomsigma Competitors
Wholesale & International Business By the end of 2025, Mitratel operated 16,532 towers in
Segment Market Share Java, representing 41.09% of its total. The remaining
towers are distributed across Sumatra (11,622; 28.89%),
In 2025, TelkomGroup will maintain its leadership in Sulawesi (3,724; 9.26%), Kalimantan (3,878; 9.64%), Bali
Indonesia’s carrier traffic market with a 93.7% voice Nusa Tenggara (2,659; 6.61%), and Maluku and Papua
interconnection share. It also holds 62.5% of the (1,815; 4.51%). As a result, 58.91% of Mitratel’s tower assets
wholesale network market and 22.6% of the wholesale are located outside Java. This distribution supports
internet market. This success in the wholesale Mitratel’s commitment to expanding infrastructure
network segment is driven by its Metro E and leased nationwide, including non-urban areas, to promote
line products, while IP Transit supports its wholesale digital economic equality.
domestic segment.
Mitratel is expanding its fiber-to-the-tower business to
Mitratel operates the wireless telecommunications tower strengthen its product portfolio and become a digital
business, recording a market share of 39.9%. By the Q4 of infrastructure company.
2025, Mitratel managed 40,230 towers with 63,084 tenants.
Its fiber optic network reached 57,199 km with more than
6K km addition, demonstrating significant expansion to
enhance connectivity services.
136 ANNUAL REPORT 2025
Page 139
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Tower Market Share for Mitratel and Competitors 2023-2025
41.8% 39.9% 39.9%
2023* 2024 2025
58.2% 60.1% 60.1%
Mitratel Competitors
Remarks:
* Restatement
Others Segments Market Share In other segments, Telkom manages venture capital
funds through its subsidiary, MDI Ventures, which acts
TelkomGroup’s Digital segment offers a broad portfolio as a strategic corporate venture capital to strengthen
of services to meet growing demand in the digital the TelkomGroup’s digital ecosystem and capabilities.
market, including smart platforms, digital content, and Since 2016, MDI Ventures has invested in over 90
e-commerce solutions. The smart platform business startups, regionally and globally, across early-growth
line features digital advertising, intelligent applications, stage companies, focusing on sectors such as financial
big data analytics, automation & AI, IoT solutions, and technology, artificial intelligence, cybersecurity,
financial services. In digital content, TelkomGroup healthcare, logistics, edutech, and enterprise. Through
provides music and gaming services through Ring Back 2025, MDI has enhanced performance by managing funds,
Tone and streaming platforms such as Langit Musik for optimizing its portfolio, executing startup exits, and
music streaming and Upoint and Dunia Games for top-up creating synergistic value that strategically impacted the
services and game vouchers, enhancing the digital user TelkomGroup.
experience within the digital ecosystem.
ANNUAL REPORT 2025 137
Page 140
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Marketing Strategy Mobile
To drive sales, TelkomGroup maintains a competitive and As the telecommunications industry stabilizes,
comprehensive distribution channel while strengthening Telkomsel shows resilience through a quality-driven
its brand by delivering added value and enhancing the growth strategy emphasizing renewal packages, product
customer experience. The company also regularly adjusts simplification, and appropriate pricing. This approach
product and service pricing to remain competitive and aims to improve growth quality, increase average revenue
aligned with market conditions, considering network per user (ARPU), and foster healthier, more rational
utilization, traffic load, and revenue. competition in the cellular industry. By focusing more on
active and productive customers, Telkomsel maintains
Furthermore, TelkomGroup is capitalizing on emerging a higher-quality customer base despite a decline in
momentum, such as increased public consumption of subscribers to 156.1 million in Q4 2025 from 159.4 million
digital services, government policies supporting the the previous year.
development of the telecommunications industry to
accelerate national digital transformation, and various To strengthen this strategy, Telkomsel simplified its
expansion opportunities through collaborations and the product offerings to make it easier for customers to
construction of telecommunications infrastructure in understand available packages, thereby improving
remote areas of Indonesia. These initiatives are also part retention and user experience. Its Customer Value
of TelkomGroup’s marketing strategy. Management (CVM) approach is reinforced by bundling
and cross-selling to enhance service value and drive
Telkom is implementing marketing strategies that ARPU growth. In Q4 2025, ARPU rose to around Rp45,000
include market expansion, strategic collaborations from around Rp44,000 in Q4 2024, with data consumption
to build a sustainable digital ecosystem, product and growing 15.0% year-on-year. This indicates that
service development, strong customer relationships, retained customers are productive users with greater
and network infrastructure maintenance to ensure monetization potential.
optimal service. The Company has taken several steps
to maintain its network and consistently deliver high-
quality service, including:
Consumer
• Upgrading and adding adequate capacity to ensure Fixed broadband penetration grows steadily, with
consistent service. IndiHome B2C adding 712K subscribers by December
• Monitoring network reliability through an integrated 2025, totaling 10.3 million. This growth is driven by
command center (TIOC). targeting entry-level segments and unserved areas,
product simplification, and pricing adjustments to stay
• Deploying maintenance teams for regular patrols to
relevant and affordable amid complex competition and
prevent disruptions, equipped with applications to
diverse household needs. The focus remains on building
address end-to-end issues.
a healthy, sustainable customer base.
138 ANNUAL REPORT 2025
Page 141
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Aligned with its expansion strategy and an ARPU 4. Supporting the Digital Economy by Empowering
adjustment to Rp213,500, IndiHome is streamlining SMEs
product offerings and updating national packages TelkomGroup empowers SMEs as a digital enabler
to maintain competitive service value. The growing by providing platforms that support market access,
converged customer base confirms that cross-segment funding, and technology. This access simplifies
upselling and bundling effectively deepen engagement SME participation in Indonesia’s growing digital
and enhance long-term customer value. ecosystem and accelerates digital transformation
across sectors.
Enterprise 5. Trusted ICT Partner for the Government
TelkomGroup’s Enterprise segment is committed to TelkomGroup builds strategic government
strengthening its position as a national B2B market partnerships to support national digital initiatives.
leader by driving impactful digital transformation We ensure Telkom remains a reliable ICT partner
through innovative, sustainable marketing strategies. by delivering solutions that advance public
These strategies include: sector digitalization.
1. Strengthening Business Fundamentals 6. A Customized Approach for Each Customer Segment
TelkomGroup will continue enhancing product and To accelerate digital transformation, Telkom assigns
service quality to ensure customer and stakeholder Account Managers to deliver end-to-end solutions
satisfaction. Using a consultative selling approach, and prompt after-sales service for enterprise
we listen to market needs and deliver tailored customers. For government clients, Government
solutions for each customer. Relationship Officers (GROs) proactively manage
relationships and provide strategic insights. Telkom
2. Strengthening the Digital Connectivity Network
also offers an integrated digital channel to enhance
TelkomGroup’s extensive network connectivity and customer relationship management across the
bandwidth enable it to lead digital transformation in enterprise and government sectors.
the enterprise sector. We will leverage this strength
to remain a trusted B2B market leader and digital Through an innovative, integrated, and customer-focused
solutions provider. marketing strategy—including consultative selling and
3. Accelerating Digital Transformation and Service strengthening the Indibiz brand for SMEs and Telkom
Innovation Solution for corporates and government—Telkom is
committed to leading Indonesia’s digital transformation.
Beyond connectivity, TelkomGroup leads digital
We provide excellent service and support the growth
transformation by leveraging advanced technologies.
of the national and local digital economy. With this
We help businesses—including SOEs and government
sustainable, collaborative approach, Telkom aims to be a
institutions—optimize digital infrastructure to
valuable partner driving impactful digital transformation
accelerate processes, improve efficiency, foster
across customer segments and stakeholders.
innovation, and better meet customer needs.
ANNUAL REPORT 2025 139
Page 142
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Wholesale and International Business • Offer end-to-end tower solutions, including core
services like “built-to-suit” customizable rentals, co-
The WIB segment’s marketing strategy focuses on location, tower maintenance, and support services
improving cost structure efficiency, developing new such as micro DC, Fixed Wireless Access, Internet of
opportunities, and supporting the ministry’s “SOEs Go Things, and Flying Tower System.
Global” program. We also review overseas businesses to • Expand global market presence by increasing
optimize the portfolio and maximize segment value. submarine cable capacity.
Key marketing strategies for 2025 include: • Strengthen business opportunities by transforming
• Offer attractive business schemes for the voice capabilities to secure the regional satellite business.
traffic portfolio to counter traffic decline by bundling
products at competitive prices aligned with service Digital and Others Services
quality.
Through digital innovations, Telkom has implemented
• Provide smart A2P SMS pricing for potential partners
various marketing strategies for the Digital and Other
and enhance revenue assurance with an effective
segments. These enhancements include enriching digital
filtering system.
content, offering digital services with special features,
• Develop and expand targeted, measurable data center improving branding and operations, and enhancing the
capacity in line with wholesale market demand. overall customer experience. We are also focused on
• Strengthen the wholesale network by offering building digital business models that support Indonesia’s
diverse configurations to capture specific markets digital economy, utilizing assets and inventory to gain
and developing end-to-end connectivity between insights into digital services and customer experiences,
data center services at competitive prices. and developing a digital business portfolio by investing
• Enhance the wholesale internet ecosystem through in digital startups. We use multiple communication
content consolidation and aggregation, and develop channels to serve our customers effectively, including
CDN as a Service. contact centers, dedicated account management,
customer care, channel management, websites, and
• Provide and continuously develop Digital Touchpoints
social media platforms.
to improve product delivery efficiency and enhance
customer experience. Our digital service program enhances IndiHome
B2C services through the MyTelkomsel app, a digital
touchpoint that offers integrated, seamless experiences
140 ANNUAL REPORT 2025
Page 143
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
including easy management, bill payments, outage TelkomGroup provides web-based digital touchpoints for
reporting, and purchasing bundled OTT packages and enterprise customers through the My Telkom Enterprise
smart home solutions. Solution (MyTeNS). This platform streamlines business
processes to improve productivity and customer service.
Telkomsel is committed to enhancing product MyTeNS allows customers to access product catalogs,
differentiation and digital capabilities to deliver services request digital quotes, track delivery tickets, and report
beyond connectivity. It is also expanding its digital service disruptions easily.
ecosystem to ensure customer focus and sustainable
growth supported by a quality network. For SME customers, Telkom offers MyIndibiz, a digital
platform designed to help Indonesian SMEs build a
By 2025, Telkom’s Digital Services marketing strategy digital business ecosystem. MyIndibiz provides a range of
will shift from product-led to solution- and customer-led, solutions to enhance business operations and marketing.
and it has discontinued digital products that fail to meet
market expectations. Telkom will focus on delivering Telkom offers MyCarrier, a self-service digital touchpoint
digital solutions for B2G and the Public Sector, supporting for wholesale customers, providing a seamless end-to-
the Government’s digitalization efforts across ministries end digital customer experience. MyCarrier integrates
and State Institutions. In addition, it also provides digital with internal processes such as product catalogs,
solutions for Large Enterprises and SOEs. order management, service installation and activation
tracking, billing, payments, and disruption monitoring.
Distribution Channel We measure customer experience using the Net
Promoter Score (NPS) survey through transactional
digital touchpoints, enabling us to gather accurate
Digital Touch Point
data to improve product and service quality and overall
Following the integration of IndiHome into Telkomsel, customer satisfaction.
digital touchpoints for both cellular and fixed broadband
subscribers are now available through the MyTelkomsel Customer Service Point
application. Fixed broadband users can request new
installations and manage bills and payments within TelkomGroup offers GraPARI as a customer service center
the app. To further enhance customer experience, providing solutions for various TelkomGroup products.
MyTelkomsel is integrated with Veronika, a chatbot- Customers can access Telkom and Telkomsel products
based virtual assistant for B2C customers, powered and services, including fixed broadband, cellular, billing,
by AI technology, enabling more natural, intuitive, and cancellations, promotions, and complaints. To optimize
personalized interactions. For B2B customers, we have and reduce duplicate touchpoints, TelkomGroup
introduced Ted, an Enterprise Digital Account Manager operated 463 GraPARI Centers across Indonesia by the
that uses Generative AI to deliver tailored digital end of 2025.
solutions. Ted is accessible via a website chatbot and
We have optimized over 300 GraPARI centers to enhance
can also appear as a Metahuman™ at select events.
synergy. This effort maintains customer satisfaction and
drives continuous improvements in experience quality
and operational efficiency.
ANNUAL REPORT 2025 141
Page 144
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Authorized Dealers, Retail Outlets, and Account Management Team
Modern Channels
TelkomGroup’s account management team serves as the
Authorized dealers and retail outlets form a non-exclusive main channel for customer interaction, such as managing
network that distributes Telkomsel products, including relations and portfolios for corporate customers, SMEs,
starter packs, top-up vouchers, and Orbit modems. As government institutions, and wholesale and international
customers shift toward digital transactions over visits to clients.
physical outlets, Telkom is revising partner performance
indicators to provide suitable incentives and support Sales Specialist
business model optimization to boost sales.
TelkomGroup employs sales specialists who collaborate
Digitalization and digital transformation in the private with account managers to identify and address
and public sectors are increasing transaction volumes customers’ technical needs.
through modern channels, fuelling rapid growth in
e-commerce, fintech, e-money, and delivery services.
Telkomsel monitors these changes to adjust partner
Channel Partner
reward key performance indicators and support business TelkomGroup works with various organizations to
model optimization to drive sales growth. organize events for Enterprise customers. We also
collaborate with Community and B2B Partners to meet
Partnership Stores Enterprise customer needs and reach retail consumers.
TelkomGroup partners with third-party marketing
outlets, such as computer and electronics stores,
Website
banking ATM networks, and other business networks, to TelkomGroup maintains several websites to provide
expand its distribution network. customers with access to information, complaint
submissions, e-billing, registration, and consolidated
Contact Centers billing. Customers can visit www.telkom.co.id, www.
telkomsel.com, and www.telin.net as needed.
TelkomGroup operates 24-hour contact centers in
Semarang, Bandung, and Malang to assist customers
with registration, complaints, and information about
Social Media
products and services. TelkomGroup manages social media accounts on
platforms such as Facebook, Instagram, and X (formerly
Twitter) to reach a wider audience, communicate with
customers, and gather feedback on products and
services.
142 ANNUAL REPORT 2025
Page 145
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Instant Messaging Telkomsel has established a GraPARI in Mecca to
enhance customer convenience during Umrah and
TelkomGroup offers instant messaging service channels Hajj pilgrimages by providing easy connectivity and
via Facebook, Twitter, Telegram, and WhatsApp for international roaming services. Supporting the
Telkomsel customers to interact with the virtual chatbot development of the Indonesian Capital City (IKN),
Veronika for information and product exploration. Telkomsel is also launching GraPARI Nusantara to
address diverse telecommunications needs and support
LinkAja daily digital activities in the IKN area, aligning with the
government’s vision for a modern, sustainable center.
Launched in 2019, LinkAja, formerly T-Cash, is an
electronic money service managed by PT Fintek Karya We continuously refine our approach using the “close
Nusantara (“Finarya”) and accessible via smartphone. It the loop” methodology, which focuses on addressing
offers features including bill payments, digital product customer needs and satisfaction throughout the
purchases, and other financial transactions online and process. We improve our customer experience by
offline, enabling users to make retail payments, transfer providing solutions as a response to their complaints. We
funds, and manage finances conveniently. gather feedback from dissatisfied customers through
Net Promoter Score (NPS) surveys, analyze the results to
As LinkAja grows, it has expanded its ecosystem to digital identify root causes, and implement priority action plans
platforms like MyTelkomsel and strategic partners, to improve customer satisfaction.
offering account linking, payment balances, and digital
products. It is also expanding its advertising business We tailor our services to customer needs and
by developing solutions that support the growth of its preferences by using data-driven profiles and advanced
partners. hyper micro-segmentation analysis tools. This approach
enables us to offer personalized products and services,
priced appropriately to maintain customer engagement
Customer Relationship Management
and increase satisfaction based on each customer’s
(CRM) unique profile.
Telkomsel has integrated its 147 and 188 call centers, We also implement comprehensive customer relationship
centralizing all Telkomsel and IndiHome customer management, allowing us to monitor interactions from
service through 188. This aims to enhance operational start to finish. This proactive approach helps us identify
efficiency and improve customer interactions, including and resolve issues before customers need to report
complaint handling, product information, and technical them. With contact points nationwide, we ensure prompt
support. As part of its service innovation, Telkomsel and convenient service.
now offers eSIM purchases at GraPARI without a physical
card and allows migration from physical SIMs to eSIMs to
support sustainable technology adoption.
ANNUAL REPORT 2025 143
Page 146
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Comprehensive Financial
Performance
In 2025, TelkomGroup implemented accounting policy and reliable. As a result, the cumulative impact for periods
changes that required restating several accounts in the before 2023 is reflected in retained earnings for 2022
consolidated financial statements, in line with applicable as of January 1, 2023. The 2025 financial statements
financial accounting standards. Following management’s also restate the comparative periods for the years
evaluation of drop cable asset componentization, Telkom ended December 31, 2023, and December 31, 2024. The
updated its accounting policy for classifying these assets. restatement mainly results in a lower carrying value of
These changes are intended to provide more relevant fixed assets, higher depreciation expense and/or loss on
and reliable information, as required by PSAK 208: asset derecognition, and reduced profit before tax for the
Accounting Policies, Changes in Accounting Estimates, affected periods. These adjustments do not affect the
and Errors (“PSAK 208”). In terms of relevance, the updated Company’s cash flow.
classification of drop cable assets more accurately
reflects their characteristics and usage patterns, while Financial Position Overview
in terms of faithful representation, this change improves
the accuracy of presentation by separating assets based As of December 31, 2025, TelkomGroup had total assets
on their economic substance. These updates also affect of Rp287,759 billion or US$17,255 million, decreased by
the principles and basis for determining units of account 1.2% from the previous period. It was due to a decrease
and classifying fixed assets, which, in turn, impact the in property and equipment, long-term investments,
estimated useful lives of the assets. trade receivables, claim for tax refund and prepaid taxes,
contract assets and contract cost. Meanwhile, total
In accordance with PSAK 208, these accounting policy liabilities were Rp137,222 billion or US$8,229 million. It
changes are applied retrospectively where practicable. decreased by 0.0% from last year. The decrease was due
The Company has determined that the necessary to a decrease in short-term bank loans, customer deposits,
information for restating comparative periods is available and taxes payable.
144 ANNUAL REPORT 2025
Page 147
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Telkom and Its Subsidiaries Financial Position 2023-2025
Years ended December 31
Growth
2024-2025 2025 2024* 2023*
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Total Current Assets (2.1) 61,766 3,704 63,080 55,613
Total Non-Current Assets (1.0) 225,993 13,552 228,309 224,389
Total Assets (1.2) 287,759 17,256 291,389 280,002
Total Current Liabilities (3.7) 73,948 4,434 76,767 71,568
Total Non-Current Liabilities 4.7 63,274 3,795 60,418 58,912
Total Liabilities 0.0 137,222 8,229 137,185 130,480
Total Equity attributable to owners of
(2.3) 130,685 7,837 133,808 128,704
the parent company
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
Financial Position Comparison
The position of Telkom’s current assets and non-current assets as of December 31, 2025, was 21.5% and 78.5% towards
total assets. Meanwhile, for the liabilities, Telkom had 53.9% current liabilities and 46.1% non-current liabilities towards
total liabilities.
Asset Composition 2023-2025 (Rp billion)
2023* 2024* 2025
55 63 61,7
,61 ,08 66
3; 0; ;2
1 9 1
21
.9
.5
.6
%
%
%
%
%
%
78.4
78.5
80.1
228,309;
224,389;
225,993;
Non Current Asset Current Asset
Remarks:
*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 145
Page 148
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Liabilities Composition 2023-2025 (Rp billion)
2023 2024 2025
.2% .0% .1%
; 45 44 46
12 8; 4;
,9
,27
,41
58
60
63
73
76
7 1 ,5
,94
,76
8; 5
7; 5
68 ;
3.9%
6.0%
54.8%
Current Liabilities Non Current Liabilities
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
Comparison of Financial Position • A decrease in inventories of Rp195 billion or
as of December 31, 2025, Compared to 17.8% due to the decrease in inventories- SIM
as of December 31, 2024 cards and prepaid vouchers.
1. Assets • A decrease in contract assets of Rp159 billion
or 6.5% due to the increase in allowance for
At the end of 2025, Telkom’s total assets were
expected credit losses.
Rp287,759 billion or US$17,256 million. It decreased by
Rp3,630 billion or 1.2% compared to 2024. It was due • A decrease in other current assets of
to: Rp132 billion or 1.6% due to the decrease in other
receivables, prepaid salaries, and prepaid rent.
a. Current Assets
The decrease were offset by:
Telkom’s current assets of December 31,
2025, were recorded at Rp61,766 billion or • An increase in asset held for sale of Rp751 billion
US$3,704 million, decreased by Rp1,314 billion or due to the AdMedika divestment.
2.1% from 2024. It was due to: • An increase in cash and cash equivalents of
• A decrease in trade receivables of Rp323 billion or 1% due to the higher placements
Rp970 billion or 8.0% due to the decrease of bank cash with related and third parties, as
in trade receivables-related parties of well as increased time deposits. This growth
Rp310 billion and trade receivables-third resulted from stronger operating cash flow,
parties of Rp660 billion higher interest income, and the disbursement
of banks and other loans.
• A decrease in claim for tax refund and
prepaid taxes of Rp865 billion or 30.4% • An increase in other current financial assets
due to the decrease in prepaid income of Rp135 billion or 10.5% due to the increase in
taxes-current portion. time deposit and mutual funds.
• A decrease in contract cost of Rp202 billion
or 17.8% due to the decrease in cost to fulfill-
current and cost to obtain-current.
146 ANNUAL REPORT 2025
Page 149
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
b. Non-Current Assets 2. Liabilities
TelkomGroup’s non-current asset as of At the end of 2025, TelkomGroup recorded total
December 31, 2025, were Rp225,993 billion or liabilities of Rp137,222 billion or US$8,229 million.
US$13,552 million. It decreased by Rp2,316 billion It increased by Rp37 billion or 0.0% from 2024. The
or 1.0% from 2024. It was due to: following influenced changes in liabilities:
• A decrease in property and equipment of a. Current Liabilities
Rp4,882 billion or 2.9% due to the increase in At the end of 2025, TelkomGroup’s current
the overall accumulated depreciation of fixed liabilities were Rp73,948 billion or US$4,434 million.
assets, particularly for transmission equipment It decreased by Rp2,819 billion or 3.7% and was
and installations, cable networks, and power due to:
supplies. The change of accounting policy
• A decrease in short-term bank loans of
in 2025 for drop cable assets also impacted
Rp4,596 billion or 39.9% due to the repayment
this decrease.
of bank debt from both related parties and
• A decrease in long-term investments of third parties. The Company maintained its
Rp948 billion or 11.4% due to the decrease in financial ratios, including a low debt-to-
the value of long-term investments in financial service coverage ratio.
instruments at FVTPL and FVTOCI.
• A decrease in customer deposits of
• A decrease in contract costs of Rp226 billion or Rp1,349 billion or 47.0%, indicates a decrease in
14.2% due to the decrease in the cost of fulfilling the number of customers.
non-current contracts and the acquisition
• A decrease in taxes payable of Rp1,268 billion
costs of non-current contracts.
or 38.5%, was influenced by a decrease in tax
• A decrease in intangible assets of Rp205 billion payables incurred by subsidiaries related to
or 2.2% due to the decrease in the value of all both income tax and VAT.
intangible assets, including goodwill, software,
The decrease were offset by:
licenses, and other intangible assets.
• An increase in current maturities of long-term
• A decrease in contract assets of Rp20 billion or
loans of Rp1,880 billion or 11.8% due to the
15.5% due to the increase in the provision for
increase in bank loans of Rp4,227 billion and
expected credit losses on contract assets.
the decrease in bonds and note payable of
The decrease were offset by: Rp2,347 billion.
• An increase in other non-current assets of • An increase in accrued expenses of
Rp1,665 billion or 26.8% due to the increase Rp675 billion or 4.8% due to the increase in
in the value of tax restitution claims - after salaries and benefits accrued to employees.
deducting the short-term portion, prepaid
• An increase in trade payables of Rp848 billion
expenses, advances, and security deposits.
or 5.5% due to the increase in trade
• An increase in right-of-use assets of payables-third parties of Rp903 billion and
Rp1,051 billion or 3.9% due to the increase it was compensated by the decrease in trade
in right-of-use assets for land, buildings, payables-related parties of Rp55 billion.
transmission equipment and installations,
vehicles, and others.
• An increase in deferred tax assets of
Rp1,249 billion or 23.3% due to the increase in
pension and other post-employment benefit
expenses and an increase in the difference
between the book value of fixed assets
according to accounting and tax.
ANNUAL REPORT 2025 147
Page 150
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
• An increase in liabilities directly associated benefits. This was also due to a decrease in
with the assets held for sale of Rp466 billion for the discount rate on several post-employment
AdMedika divestment. benefit programs, resulting in a higher value of
• An increase in contract liabilities of the post-employment benefit liability.
Rp232 billion or 3.0% due to the increase in • An increase in long-term loans of Rp581 billion
customer advances received from the B2C, or 2.3% due to an increase in bank loans of
B2B ICT, and International segments. Rp581 billion.
• An increase in other payables of Rp194 billion • An increase in contract liabilities of Rp367 billion
or 42.7%. or 14.8% due to additional customers deposit in
• An increase in current maturities of lease the B2B ICT and International segments.
liabilities of Rp99 billion or 1.8%. • An increase in long service award provisions
b. Non-Current Liabilities of Rp116 billion or 9.7% due to the increase in
employee benefits in the form of Long Service
At the end of 2025, TelkomGroup recorded
Awards (LSA) and Long Service Leave (LSL)
non-current liabilities of Rp63,274 billion or
at Telkomsel.
US$3,795 million. It increased by Rp2,856 billion or
4.7%, which was due to: • An increase in lease liabilities of Rp79 billion or
0.4% due to the additional leasing activities by
• An increase in pension benefits and other
the Company.
post-employment benefits obligations of
Rp1,456 billion or 12.6% due to the increases in • An increase in other non-current liabilities of
post-employment healthcare benefits, pension Rp16 billion or 7.1%.
obligations under the Labor Law, and estimated • An increase in deferred tax liabilities – net of
liabilities for funded and unfunded pension Rp241 billion or 24.3% due to the increase in the
deferred tax liabilities of subsidiaries.
3. Equity
TelkomGroup’s equity in 2025 was recorded at
Rp150,537 billion or US$9,027 million, decreased
by 2.4% or Rp3,667 billion from the 2024 of
Rp154,204 billion.
148 ANNUAL REPORT 2025
Page 151
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Profit and Loss Overview
Telkom’s consolidated revenue as of December 31, 2025, was Rp146,742 billion (US$8,799 million), or decreased by 2.2%
compared to the last year of Rp149,967 billion (US$9,317 million). The decrease was due to the decrease in telephone
revenues, interconnection revenues, data, internet, and information technology service revenues, IndiHome revenues,
and revenues from lessor transaction.
The total expense of TelkomGroup in 2025 was Rp112,151 billion (US$6,725 million), it increased by 2.8% compared to the total
expense in 2024 of Rp109,119 billion (US$6,780 million). It was due to several factors, such as the increase in depreciation
and amortization expenses, general and administrative expenses, and interconnection expenses. As of the end of 2025,
TelkomGroup recorded a profit for the period of Rp24,458 billion (US$1,467 million), it decreased by 17.1%, and EBITDA of
Rp72,240 billion that decreased by 3.7% compared to 2024.
Telkom and Its Subsidiaries Consolidated Profit and Loss in 2023-2025
Years ended December 31
Growth
2024-2025 2025 2024* 2023*
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Revenues (2.2) 146,742 8,799 149,967 149,216
Telephone revenues (22.8) 8,135 488 10,544 12,473
Cellular (29.7) 4,400 264 6,260 8,194
Fixed Line 19.4 572 34 479 899
Short Messaging Service (SMS) (16.9) 3,163 190 3,805 3,380
Interconnection revenues (2.3) 8,972 538 9,187 9,067
Data, internet, and information
(0.5) 90,044 5,399 90,533 87,440
technology service revenues
Cellular internet and data (1.9) 71,289 4,275 72,639 73,187
Internet, data communication and
0.8 14,217 853 14,104 10,899
information technology services
Others 19.7 4,538 272 3,790 3,354
Network revenues 14.7 3,645 219 3,179 2,482
IndiHome revenues (0.5) 26,119 1,566 26,262 28,785
Other services revenues (3.9) 6,952 417 7,233 6,183
E-payment 29.5 1,684 101 1,300 496
Managed service and terminal 17.3 1,226 74 1,045 920
Call center service (8.0) 1,154 69 1,255 1,264
E-health (100.0) - - 767 761
Others 0.8 2,888 173 2,866 2,742
Revenues from lessor transaction (5.1) 2,875 172 3,029 2,786
ANNUAL REPORT 2025 149
Page 152
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Years ended December 31
Growth
2024-2025 2025 2024* 2023*
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Expenses 2.8 112,151 6,725 109,119 105,996
Depreciation and amortization
10.1 37,649 2,258 34,181 34,359
expenses
Operations, maintenance, and
0.1 41,234 2,473 41,202 39,718
telecommunication services expenses
Operations and maintenance (3.6) 23,478 1,408 24,365 23,057
Radio frequency usage charges 0.8 7,746 464 7,687 7,412
Leased lines and CPE 30.7 4,474 268 3,422 3,462
Concession fees and USO charges (1.6) 2,885 173 2,933 2,836
Electricity, gas, and water (4.2) 1,051 63 1,097 877
Cost of SIM cards and vouchers (8.9) 532 32 584 797
Project management 4.2 445 27 427 489
Insurance 8.8 335 20 308 269
Vehicles rental and supporting
(39.5) 164 10 271 308
facilities
Others 14.8 124 7 108 211
Personnel expenses (2.6) 16,362 981 16,807 15,927
Salaries and related benefits (0.5) 9,411 564 9,457 9,674
Vacation pay, incentives and other
(10.2) 3,784 227 4,214 4,159
benefits
Pension and other post-employment
9.6 1,854 111 1,691 1,764
benefits
Early Retirement Program (21.0) 937 56 1,186 -
Long Service Award (LSA) expense 25.7 284 17 226 289
Others 178.8 92 6 33 41
Interconnection expenses 2.0 7,018 421 6,880 6,363
Marketing expenses (14.0) 3,287 197 3,824 3,530
150 ANNUAL REPORT 2025
Page 153
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Years ended December 31
Growth
2024-2025 2025 2024* 2023*
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
General and administrative expenses 6.0 6,601 396 6,225 6,099
General Expenses (8.5) 2,241 134 2,448 2,446
Allowance for expected credit losses 62.1 1,465 88 904 513
Professional fees (3.6) 824 49 855 996
Training, education, and recruitment (21.0) 358 21 453 461
Travelling (18.5) 343 21 421 443
Meeting (21.3) 307 18 390 334
Social contribution 29.2 301 18 233 232
Collection expenses 50.0 291 17 194 195
Others 44.0 471 28 327 479
Gain (loss) on foreign exchange-net 32.4 180 11 136 (36)
Unrealized gain on changes in fair
(228.7) (242) (15) 188 (748)
value of investments
Other Income - net (57.7) 119 7 281 252
Operating Profit (16.4) 34,648 2,078 41,453 42,688
Finance income 21.5 1,661 100 1,367 1,061
Finance costs (0.0) (5,206) (312) (5,208) (4,652)
Share of profit (loss) of associated
(133.3) (1) (0) 3 1
companies
Profit Before Income Tax (17.3) 31,102 1,865 37,615 39,098
Income Tax (Expense) Benefit (18.2) (6,644) (398) (8,118) (8,264)
Profit for the Year (17.1) 24,458 1,467 29,497 30,834
Other comprehensive income (loss) 85.9 126 8 895 (1,454)
Net comprehensive income for
(19.1) 24,584 1,474 30,392 29,380
the year
Profit for the year attributable to
(20.5) 17,814 1,068 22,403 23,186
owners of the parent company
Profit for the year attributable to non-
(6.3) 6,644 398 7,094 7,648
controlling interest
Net comprehensive income
attributable to owner of the (22.6) 17,954 1,077 23,188 21,709
parent company
Net comprehensive income for
the year attributable to non-controlling (8.0) 6,630 398 7,204 7,671
interest
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
ANNUAL REPORT 2025 151
Page 154
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Profit and Loss Comparison
TelkomGroup’s highest revenue composition in 2025 was data, internet, and information technology service revenues of
61.4%, followed by IndiHome revenue with the contribution of 17.8% and interconnection revenue of 6.1%.
The highest expense composition was from operation, maintenance, and telecommunication services of 36.8%, followed
by depreciation and amortization expenses related to property and equipment, software, hardware, and technology
infrastructure use of 33.6%. The least expense in 2025 was the marketing expense of 2.9%.
Revenue Composition 2023-2025 (Rp billion)
2023* 2024* 2025
,183 ; 4.1% 4.9% 6,952; 4.7%
%6 7,233 ;
.0% .0%
6 ; 1.9 482 ; 1.6% 9; 2 ,179 ; 2.1
%
75; 2 ,645 ; 2.5%
8 2 , 2
2,7 1% 3,0 3 2,8 3
6. .1% .1%
7; ;6 ;6
87
6
72
9,0
%
5%
0%
9,1
8,9
8.4
; 5.
; 7.
3;
5
4
12,47
8,13
10,54
90,533 ; 60.4%
87,440 ; 58.6%
90,044 ; 61.4
.3%
%
.8%
.5%
; 19
; 17
; 17
5
,78
,119
2
26
28
26
6,
2
Data, Internet, and Revenue form
IndiHome Telephone Interconnection Network Other Services
Information Technology Lessor Transactions
Expenses Composition 2023-2025 (Rp billion)
2023* 2024* 2025
5.8% 5.7% 5.8% ; 2.9%
99; 3,530
; 3.3% 25; 3,824; 3.5% 01; 3,28
7
6,0 6,2 6,6
0% 3% 4 % 4
6. 6. .3
39
1,2
1,2
;6
0;
3;
,71
34
18
02
8
6
8;
6,8
6,3
7,0
;
;
36
37,
37.
.8%
5.4%
4.6%
.0%
8%
5%
15,927; 15
16,807; 1
16,362; 1
%
3%
3.6
%
2.4
31 .
;3
;3
49
;
81
59
7,6
4,1
,3 3 3
34
Operations, Maintenance, & Depreciation General &
Personnel Interconnection Marketing
Telecommunication Services & Amortization Administrative
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
152 ANNUAL REPORT 2025
Page 155
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Comparison of Profit and Loss for Fixed lines revenues in 2025 were Rp572 billion
The Year Ended December 31, 2025, (US$34 million), it increased by 19.4% or
Compared to Year Ended Rp93 billion compared to the previous year
December 31, 2024 of Rp479 billion. It was due to the increase in
subscriber abonnement revenues, usage charges,
1. Revenues
and installation charges from fixed lines services.
In 2025, TelkomGroup recorded revenues at
Rp146,742 billion (US$8,799 million), it decreased SMS revenues decreased by 16.9% or Rp642 billion
by 2.2% or Rp3,225 billion, compared to the 2024 from Rp3,805 billion in 2024 to Rp3,163 billion
revenue of Rp149,967 billion. The decrease was due in 2025. It was due to the decrease in the domestic
to the decrease in telephone revenues, data, internet, cellular SMS revenues.
and information technology services revenues,
b. Data, Internet, and Information Technology
interconnection revenues, IndiHome revenues, and
Services Revenues
revenues from lessor transactions.
TelkomGroup recorded data, internet, and
a. Telephone Revenues
information technology services revenue in 2025
The telephone revenue decreased by 22.8% of Rp90,044 billion (US$5,399 million), it decreased
in 2025 to Rp8,135 billion (US$488 million) by 0.5% or Rp489 billion compared to the 2024
compared to the last year of Rp10,544 billion. This revenue of Rp90,533 billion. The decrease was
revenue includes cellular, fixed-line, and Short due to a decrease in cellular data and internet
Messaging Service (SMS) revenues, with SMS revenues of Rp1,350 billion or 1.9% due to the
revenues being included starting this year. decrease in cellular data communication revenues
from Telkomsel.
Cellular revenues decreased by 29.7% to
The decreases were offset by:
Rp4,400 billion (US$264 million) compared to
the previous year of Rp6,260 billion. It was due • An increase in others revenues of Rp748 billion
to the decrease in reduced consumer interest in or 19.7%, which was from game online
Over-the-Top (OTT) services as communication from Metranet, Internet Data Center (IDC)
media, as well as the decreased revenue from collocation, service provider application, and
cellular usage including local, Direct Distance e-commerce revenues.
Dialing (DDD) and international, postpaid • An increase in internet, data communication,
revenues, and cellular commitment revenues. and information technology services revenues
of Rp113 billion or 0.8% due to the revenue
increase from Indibiz B2B High Speed Internet
(HSI), WiFi, TelkomNet VPN Intranet installation,
and managed network.
ANNUAL REPORT 2025 153
Page 156
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
c. Interconnection Revenues f. Other Services Revenues
TelkomGroup’s interconnection revenue was from TelkomGroup recorded revenue for the other
fixed-line telephone, including direct international services of Rp6,952 billion (US$417 million) in 2025,
services of IDD 007 and Telkomsel cellular network. it decreased by 3.9% or Rp281 billion compared to
TelkomGroup’s interconnection revenues in 2025 the 2024 revenues of Rp7,233 billion. It was due
were Rp8,972 billion (US$538 million), it decreased to the decrease in call center service revenues of
by 2.3% or Rp215 billion from the last year of Rp101 billion or 8%. It was also due to a decrease
Rp9,187 billion. It was due to the decrease in inter- in e-health of Rp767 billion, or 100%, as a result of
country traffic, such as international hubbing SMS, the subsidiary release of PT Administrasi Medika
IDD 007 retail interconnection, overseas cellular (AdMedika), including TelkomMedika.
network revenue, International Toll Free Service The decreases were offset by
(ITFS), and SMS Application to Person (A2P).
• An increase in e-payment revenues of Rp384
d. Network Revenues billion or 29.5%.
TelkomGroup’s network revenues in 2025 were • An increase in managed service and terminal
Rp3,645 billion (US$219 million), it increased by revenues of Rp181 billion or 17.3%.
14.7% or Rp466 billion, from Rp3,179 billion in 2024.
• An increase in others revenues of Rp22 billion
It was due to the increase in C-band standard
or 0.8% due to the increase in solution and
abonnement revenues, International Private
digitalization services.
Leased Circuit (IPLC) revenues, customers’ access
g. Revenues from Lessor Transactions
leased network revenues, leased line revenues, and
abonnement from Very Small Aperture Terminal TelkomGroup’s revenues from lessor transactions
(VSAT) services. in 2025 were Rp2,875 billion (US$172 million),
it decreased 5.1% from the previous year of
e IndiHome Revenues
Rp3,029 billion. It resulted from adopting PSAK
IndiHome revenues in 2025 were Rp26,119 billion
115, which Telkom requires to disclose revenues
(US$1,566 million), a decrease of 0.5% or
from lessor transactions; for instance, operation
Rp143 billion from the previous year’s
leases were separate from contracts with
Rp26,262 billion. It was due to the decrease in
customers’ revenues.
IndiHome revenues from call, smart device,
UseeTv, games, music, and other services. It
aligned to the lower IndiHome’s ARPU as a result
of the subscribers’ consumption shifting from
triple-play (3P) to single-play (1P) services.
154 ANNUAL REPORT 2025
Page 157
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
2. Expense • An increase in project management expenses
TelkomGroup’s total expenses as of of Rp18 billion or 4.2%, reflecting the
December 31, 2025, were Rp112,151 billion commencement of new projects.
(US$6,725 million), it increased by 2.8% or • An increase in others expenses of Rp16 billion
Rp3,032 billion, compared to Rp109,119 billion in 2024. or 14.8% due to the higher call center service
These changes were due to: costs at the subsidiary, Infomedia.
a. Operation, Maintenance and Telecommunication The increases were offset by:
Service Expense • A decrease in operation and maintenance
In 2025, TelkomGroup’s operating, maintenance, expenses of Rp887 billion or 3.6% due to the
and telecommunications services expenses were decrease in direct costs for billing payment
Rp41,234 billion (US$2,473 million), it increased aggregator services, value-added service
by 0.1% or Rp32 billion compared to 2024 of collaboration fees, and intra-connection
Rp41,202 billion. It was due to: switch fees.
• An increase in leased lines and Customer • A decrease in vehicle rental and supporting
Premise Equipment (CPE) expenses of facilities expenses of Rp107 billion or 39.5% due
Rp1,052 billion or 30.7%, driven by higher to the decrease in transportation, management,
costs for non-connectivity devices, network and vehicle rental operational expenses driven
provision, and device procurement. by the Company’s efficiency program.
• An increase in radio frequency usage charges • A decrease in cost of SIM cards, vouchers, and
of Rp59 billion or 0.8% in line with the increase sales of peripherals of Rp52 billion or 8.9%
in prepayments for frequency operating rights due to the decrease in SIM card and voucher
• An increase in insurance expenses of inventory and a reduction in the cost of
Rp27 billion or 8.8% due to higher insurance printing public telephone cards and SIM cards
costs for fixed assets, satellites, and building for Mobile Virtual Network Operators (MVNOs).
leases, as well as expanded coverage for fixed • A decrease in concession fees and USO
assets, excluding land, against fire, theft, charges of Rp48 billion or 1.6% due to the
earthquakes, and business interruption. decrease in gross revenue contribution
from telecommunications operations for
USO development in accordance with
Komdigi’s policy.
• A decrease in electricity, gas, and water
expenses of Rp46 billion or 4.2% due to
the decrease in electricity, gas, and water
usage costs as part of the Company’s
efficiency program.
ANNUAL REPORT 2025 155
Page 158
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
b. Depreciation and Amortization Expense f. General and Administrative Expense
TelkomGroup recorded depreciation and TelkomGroup’s general and administrative
amortization expenses in 2025 at Rp37,649 billion expenses in 2025 were Rp6,601 billion
(US$2,258 million), it increased by 10.1% or (US$396 million), it increased by 6.0% or
Rp3,468 billion compared to the last year of Rp376 billion compared to Rp6,225 billion in
Rp34,181 billion. It was driven by higher depreciation 2024. It was due to the increase in allowance for
on fixed assets, such as power supplies, supporting expected credit losses trade receivables expenses
equipment, and cable networks. Additionally, a by Rp561 billion or 62.1%, collection expenses by
change in accounting policy in 2025 regarding Rp97 billion or 50%, social contribution expense by
the classification of drop cable assets affected Rp68 billion or 29.2%, and others by Rp144 billion
their estimated useful lives, resulting in higher or 44.0%.
depreciation expenses. 3. Gain (Losses) on Foreign Exchange-Net
c. Personnel Expense TelkomGroup’s business involves foreign currencies
The personnel expense in 2025 was Rp16,362 billion and exchange rate fluctuations, so it may positively
(US$981 million). It decreased by 2.6% or or negatively impact the Company’s financial
Rp445 billion from Rp16,807 billion in 2024. It transactions. In 2025, TelkomGroup recorded gain on
was due to the early retirement program in 2024 foreign exchange - net of Rp180 billion (US$11 million),
of Rp1,186 billion and Rp937 billion in 2025, it it increased by 32.4% compared to the previous period
decreased by 21.0%. Salaries and related benefits that gained Rp136 billion.
expenses decreased by 0.5% or Rp46 billion, as 4. Unrealized Gain (Loss) on Changes in Fair Value of
well as vacation pay, incentive, and other benefits Investments
expense decreased by 10.2% or Rp430 billion.
In 2025, TelkomGroup recorded unrealized loss on
It aligned with the decrease of TelkomGroup’s
changes in fair value of investments at Rp242 billion,
employees by 2.4% from 21,673 employees in 2024
it decreased by 228.7% compared to the last period
to 21,151 employees in 2025. However, there was an
unrealized gain of Rp188 billion. It was primarily
increase in pension and other post-employment
attributable to fluctuations in the fair value of GOTO
benefits expenses by 9.6% and LSA expenses
and MDI investments.
by 25.7% from the previous year.
5. Other Income – Net
d. Interconnection Expense
TelkomGroup recorded other income - net in 2025
TelkomGroup’s interconnection expense in 2025
at Rp119 billion (US$7 million), it decreased by 57.7%
was Rp7,018 billion (US$421 million), it increased
or Rp162 billion compared to the last period of
by 2% or Rp138 billion compared to the last period
Rp281 billion.
of Rp6,880 billion. It was due to the increase in
6. Operating Profit and Operating Profit Margin
interconnection expenses for cellular to IDD, Direct
Distance Dialing (DDD) to cellular, and wholesale TelkomGroup recorded the operating profit in 2025
voice services. at Rp34,648 billion (US$2,078 million), it decreased
by 16.4% compared to the last operating profit of
e. Marketing Expense
Rp41,453 billion. Meanwhile, the operating profit
TelkomGroup recorded marketing expenses
margin decreased from 28.7% in 2024 to 23.6% in 2025.
in 2025 at Rp3,287 billion (US$197 million), it
decreased by 14% or Rp537 billion compared
to 2024 of Rp3,824 billion. It aligns with lower
company revenue and was mainly due to
decreases in sales fees, exhibition expenses,
promotional costs, and customer education.
156 ANNUAL REPORT 2025
Page 159
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
7. Profit Before Income Tax and Pre-Tax Margin 10. Profit for The Year Attributable to Owners of The
TelkomGroup’s profit before income tax in 2025 was Parent Company
Rp31,102 billion (US$1,865 million), it decreased by Profit for the year attributable to owners of the
17.3% compared to the last period of Rp37,615 billion. parent company in 2025 recorded at Rp17,814 billion
Meanwhile, the pre-tax margin decreased from 26.1% (US$1,068 million), it decreased by 20.5% from
in 2024 to 21.2% in 2025. Rp22,403 billion in 2024.
8. Income Tax (Expense) Benefit 11. Profit for The Year Attributable to Non-Controlling
TelkomGroup recorded expense tax benefit in 2025 Interest
was Rp6,644 billion (US$398 million), it decreased by Profit for the year attributable to non-controlling
18.2% or Rp1,474 billion compared to expense in 2024 interests was at Rp6,644 billion (US$398 million), it
of Rp8,118 billion. It was attributable to lower current decreased by 6.3% from Rp7,094 billion in 2024.
and deferred taxes incurred by the Company and 12. Total Comprehensive Income for The Year
its subsidiaries.
In 2025, Telkom recorded comprehensive income
9. Other Comprehensive Income (Losses) for the year of Rp24,584 billion (US$1,474 million), it
TelkomGroup recorded other comprehensive income decreased by 19.1% or Rp5,808 billion compared to
in 2025 at Rp126 billion (US$8 million), it decreased 2024 of Rp30,392 billion.
by 85.9% or Rp769 billion compared to other 13. Net Income per Share
comprehensive income in 2024 of Rp895 billion. It was
TelkomGroup’s net income per share in 2025
due to the actuarial calculation of defined pension
was Rp179.83 per share, it decreased by 20.5% or
benefit obligation – net, which shifted from profit in
Rp46.32 per share compared to the last year of
2024 of Rp635 billion to a loss in 2025 of Rp236 billion.
Rp226.15 per share.
The decrease in the discount rate for several post-
employment benefit programs increased the present
value of the post-employment benefit liability, leading
to the recognition of an actuarial loss.
ANNUAL REPORT 2025 157
Page 160
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Cashflow Overview
As of December 31, 2025, TelkomGroup’s cash and cash equivalent was decent at Rp34,228 billion (US$2,052 million). The
net cash provided by operating activities was Rp63,842 billion, net cash used in investing activities was Rp26,095 billion,
and net cash used in financing activities was Rp37,743 billion.
TelkomGroup Cashflow 2023-2025
Years ended December 31
Growth
2024-2025 2025 2024 2023
(%)
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Net Cash
provided by operating activities 3.6 63,842 3,827 61,600 60,581
used in investing activities (11.4) (26,095) (1,564) (29,456) (36,909)
used in financing activities 37.2 (37,743) (2,264) (27,505) (26,567)
Net increase (decrease) in cash and (99.9) 4 (1) 4,639 (2,895)
cash equivalents
Effect of exchange rate changes on 23.2 320 20 260 (45)
cash and cash equivalents
Allowance for expected credit losses 0 (1) - (1) (1)
Cash and cash equivalents at 16.9 33,905 2,033 29,007 31,947
beginning of year
Cash and cash equivalents at 1.0 34,228 2,052 33,905 29,007
end of year
Cashflow Comparison
TelkomGroup’s highest cash receipt in 2025 was from operating activities of 67.8%, followed by the cash receipt
from financing activities of 31.7%, and cash receipt from investing activities of 0.5%. This composition indicated that
TelkomGroup’s internal and external funds supported the Company’s operational activities.
Cash Receipt Composition 2023-2025 (Rp billion)
2023 2024 2025
.7% .8% .7%
21 25 31
5; 5; 5;
,79
,16
7,9
41
70
52
150
151
150
,44
,781
,014
%
4 ; 73
; 78.2
313; 0.1
;
67.8%
1,202 ; 0.5%
.7%
%
957; 0.5%
Operating Investing Financing
158 ANNUAL REPORT 2025
Page 161
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Cash Disbursement Composition 2023-2025 (Rp billion)
2023 2024 2025
.9% .8%
34 0% , 48
2; 0. 08
4
7,9
,36
0;
10
68
,48
90
89
,84
86
80
,2 0
,172
4
0;4
.0%
; 44.
; 39.0
37,222 ; 19
30,658 ; 15.3%
6.1%
7%
%
% 2
12. ;
52
7,0
2
Operating Investing Financing
Comparison of Cash Flow for Year Ended TelkomGroup recorded cash receipts from operating
December 31, 2025, Compared to Year activities of Rp150,014 billion or US$8,966 million
Ended December 31, 2024 in 2025. It decreased by Rp1,430 billion or 0.9% from
cash receipts from operating activities in 2024 of
TelkomGroup recorded cash and cash equivalents as of Rp151,444 billion. The cash receipts were from:
December 2025 of Rp34,228 billion or US$2,052 million. It • Cash receipts from customers and other operators
increased by 1% or Rp323 billion from last year’s total cash of Rp146,002 billion.
and cash equivalents of Rp33,905 billion. The cash receipts
• Cash receipts from interests of Rp1,670 billion.
of operating activities in 2025 were Rp150,014 billion or
67.8% of total cash receipts, while the cash receipts from • Cash receipts from tax refund of Rp1,322 billion.
financing activities were Rp70,165 billion or contributed • Cash receipts from others - net of Rp1,020 billion.
to 31.7%, and the cash receipt from investing activities of Meanwhile, cash disbursements for operating activities
Rp957 billion or contributed to 0.5%. in 2025 were Rp86,172 billion or US$5,167 million, it
decreased by 4.1% or Rp3,672 billion compared to
In 2025, the cash disbursements for operating activities
the 2024 cash disbursements of Rp89.844 billion.
were Rp86,172 billion or 39.0% of total cash disbursements.
TelkomGroup’s cash disbursements were for:
Then, cash disbursements for financing activities were
Rp107,908 billion or 48.8% of total cash disbursements, • Cash payments for expenses of Rp51,455 billion.
and the cash disbursements from investing activities were • Cash payments for employees of Rp13,319 billion.
Rp27,052 billion or 12.2%. • Cash payments for corporate and final income
1. Cash Flow from Operating Activities taxes of Rp10,438 billion.
Net cash provided by operating activities in 2025 was • Cash payments for finance cost of Rp5,230 billion.
recorded at Rp63,842 billion or US$3,827 million. It • Cash payments for short-term and low-value lease
increased by Rp2,242 billion or 3.6% compared to the assets of Rp4,654 billion.
last period.
• Cash decrease for value added taxes – net of
Rp1,076 billion.
ANNUAL REPORT 2025 159
Page 162
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
2. Cash Flow from Investing Activities 3. Cash Flows from Financing Activities
TelkomGroup recorded net cash used in TelkomGroup’s net cash used in financing activities
investing activities in 2025 was Rp26,095 billion in 2025 was Rp37,743 billion or US$2,264 million, it
or US$1,564 million, it decreased by 11.4% or increased by 37.2% or Rp10,238 billion from the 2024 of
Rp3,361 billion compared to the last period of Rp27,505 billion.
Rp29,456 billion. TelkomGroup received cash from financing
Cash receipts from investing activities in 2025 were activities of Rp70,165 billion, it increased by 32.4%
Rp957 billion, it decreased by 20.4% or Rp245 billion or Rp17,190 billion compared to the last period of
from the last period of Rp1,202 billion. Cash receipts Rp52,975 billion. The cash receipt was from:
were from: • Proceeds from loans and other borrowings of
• Proceeds from the disposal of long-term Rp69,895 billion.
investments in financial instrument of • Proceeds from issuance of new shares of
Rp728 billion. subsidiaries of Rp270 billion.
• Proceeds from insurance claims of Rp151 billion. Meanwhile, the cash disbursement for financing
• Proceeds from sale of property and equipment of activities was Rp107,908 billion, it increased by 34.1%
Rp78 billion. or Rp27,428 billion compared to the last period of
Meanwhile, the cash disbursements for investing Rp80,480 billion. The cash disbursement was for:
activity of Rp27,052 billion, decreased by 11.8% or • Repayments of loans and other borrowings of
Rp3,606 billion from the last year of Rp30,658 billion. Rp72,037 billion.
The cash disbursement was for: • Cash dividend paid to the Company’s stockholders
• Purchase property and equipment of of Rp21,047 billion.
Rp22,871 billion. • Cash dividend paid to the non-controlling interests
• Purchase intangible assets of Rp2,897 billion. of subsidiaries of Rp7,359 billion.
• Increase of payment for advance and other assets • Repayments of principal portion of lease liabilities
of Rp1,117 billion. of Rp7,356 billion.
• Placement in other current financial assets - net of • Shares buyback of subsidiary of Rp79 billion.
Rp141 billion. • Shares buyback of Rp30 billion.
• Addition of long-term investment in financial
instrument of Rp26 billion.
160 ANNUAL REPORT 2025
Page 163
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Solvency
TelkomGroup’s 2025 Consolidated Financial Statements (Audited) demonstrate strong liquidity, solvency, and the
ability to meet both short and long-term liabilities. Debt repayments were funded by operational cash inflows, reflecting
effective management of operations and liquidity.
Short-Term Liability
TelkomGroup uses current, quick, and cash ratios to assess its ability to meet short-term liabilities. These ratios help
maintain liquidity and ensure funds are available for debt payments. The Company keeps its current ratio above the
industry average and maintains access to undrawn loan facilities as needed.
TelkomGroup Liquidity Ratio 2023-2025
Ratio 2025 2024 2023
Current Ratio 83.5% 82.2% 77.7%
Quick Ratio 63.4% 61.7% 57.8%
Cash Ratio 48.2% 45.8% 42.9%
Long-Term Liability
TelkomGroup monitors key ratios to assess its long-term liability capacity, including the Debt-to-Equity Ratio, Debt-to-
EBITDA Ratio, and EBITDA-to-Interest Expense Ratio. According to the 2025 Consolidated Financial Statements, these
ratios were 0.5 times, 1.04 times, and 13.88 times, respectively, indicating a low risk of default.
Rasio Solvabilitas TelkomGroup Tahun 2023-2025
Ratio 2025 2024* 2023*
Debt to Equity Ratio 0.50X 0.50X 0.46X
Debt to EBITDA Ratio 1.04X 1.02X 0.88X
EBITDA to Interest Expense Ratio 13.88X 14.41X 16.68X
Remarks:
*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
TelkomGroup regularly reviews its debt profile, especially floating-rate debt, to reduce interest expenses and limit
exposure to future interest rate changes. For more details on liquidity and debt, please refer to Notes 18 and 19 in
TelkomGroup’s 2025 Consolidated Financial Statements.
ANNUAL REPORT 2025 161
Page 164
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Capital Structure and the Management Policies
for Capital Structure
Capital Structure
TelkomGroup’s capital structure includes short-term debt, long-term debt, and equity. As of December 31, 2025, the most significant
composition of TelkomGroup’s capital structure was equity. There were no significant changes in equity and capital composition in
2025 compared to the prior year.
Capital Structure 2023-2025 (Rp billion)
2023* 2024* 2025
0 ; 4.9% 5 ; 5.5% 9; 3.3%
9,65 11,52 6,92
58
65
67
,47
,34
,98
4;
3
2;
; 31
29.
3 3.
3.5%
5.4%
3.6%
.0%
7%
1%
133,808 ; 6
128,704 ; 6
130,685; 6
Long Term Equity Short Term
2025 2024* 2023*
Capital Structure
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Debt 74,911 4,492 76,868 68,124
Short Term Debt 6,929 415 11,525 9,650
Long Term Debt 67,982 4,077 65,343 58,474
Equity 130,685 7,837 133,808 128,704
Total 205,596 12,329 210,676 196,828
Remarks:
* Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.
Management Policy for Capital Structure
TelkomGroup must maintain creditworthiness, reflected in its credit rating and capital structure. In 2025, it kept debt
levels below the industry average, as shown by the Debt to Equity Ratio and Debt to EBITDA Ratios. The Company also
maintained a solid capital structure by optimizing the weighted average cost of capital, leveraging tax benefits, and
sustaining healthy financial ratios.
These measures align with TelkomGroup’s capital structure policy to achieve optimal funding. This policy will guide
management decisions on adjusting short-term and long-term debt.
In 2025, TelkomGroup’s Debt-to-Equity Ratio (DER) was 0.50 times, and 0.50 times in 2024. The Debt Service Coverage
Ratio was 0.9 times in 2025, from 1.4 times in 2024. For more details on management’s capital structure policy, see Notes
38 Capital Management in the 2025 TelkomGroup Consolidated Financial Statements.
162 ANNUAL REPORT 2025
Page 165
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Realization of Capital Expenditure
To address rapid technological changes, TelkomGroup • Network infrastructure, including core network,
made capital expenditure investments aligned with backbone network (submarine cable and terrestrial
the Company’s 2025 needs and strategies. These cables), tower;
investments are denominated in Rupiah (Rp) and US • Data Center, Cloud, IoT, and IT; and
Dollar (US$).
• Other supporting capital expenditures, including
connectivity facilities, buildings, and power supply.
Strategy and Objectives of
Investment in Capital Expenditure Investment Value in Capital
The strategy for determining capital goods investments Expenditure
aims to support and sustain business growth in the digital
In 2025, TelkomGroup’s capital expenditure totaled
era, based on core investments, next-core investments,
Rp24,577 billion (US$1,474 million), a 0.5% decrease from
and new play investments. In 2025, TelkomGroup plans to
Rp24,449 billion the previous year. Key investments
invest in capital goods to enhance infrastructure capacity
included:
and capabilities to address customers’ growing demands.
• Construction of Telkomsel BTS (5G and 4G).
Types of Investment in Capital • Construction of the Batam hyperscale data center
and expansion of the Cikarang hyperscale data center
Expenditure capacity.
TelkomGroup’s 2025 capital expenditures include: • Expansion of towers and supporting capacity.
• Broadband services, including mobile and fixed • Construction of international submarine cable system
broadband; projects, including the TOPAZ, BIFROST, and SJC2
submarine cables.
TelkomGroup’s Capital Expenditure Investment 2023-2025
Years ended December 31
2025 2024 2023
(Rp billion) (US$ million) (Rp billion) (Rp billion)
Total Investment in Capital Expenditure 24,577 1,474 24,449 32,968
ANNUAL REPORT 2025 163
Page 166
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Material Commitment
for Capital Expenditure
Objectives of Material Commitment for Capital Expenditure
As a digital telco, TelkomGroup is committed to sustainable investments that accelerate digital transformation. We
have made several material capital expenditure commitments to support transmission, network equipment, and digital
infrastructure. Details of these commitments and related project agreements are in Note 35 Significant Commitments and
Agreements of the 2025 TelkomGroup Consolidated Financial Statements.
Sources of Funds to Fulfill Material Commitment for Capital Expenditure
In 2025, TelkomGroup had a decent leverage to fund capital expenditures. TelkomGroup has several funding
alternatives, including internal and external sources, such as bank funding, debt instruments, and additional share
capital, for capital expenditure investments, in line with a predetermined business plan.
Denominated Currencies of Material Commitment for Capital Expenditure
TelkomGroup uses two currency denominations for its material commitments for capital expenditure investments:
Rupiah and US Dollar. The largest commitment is in Rupiah, amounting to Rp14,727 billion.
Material Commitments Based on Currency as of December 31, 2025
Amounts in Foreign Equivalent in Rupiah
Table of Material Commitment based on Currencies
Currencies (million) (billion)
IDR - 14,130
USD 25 417
Total 25 14,547
Foreign Currency Risk Mitigation of Material Contracts for Capital Expenditure
Material capital expenditure commitments in foreign currencies are subject to exchange rate fluctuations. To mitigate
this risk, TelkomGroup maintains time deposits and receivables equal to at least 25% of outstanding foreign currency
short-term liabilities, offsetting potential losses with gains. Further details are in Note 35 Significant Commitments,
Agreements, and Others and Note 37 Financial Instruments of the 2025 TelkomGroup Consolidated Financial Statements.
164 ANNUAL REPORT 2025
Page 167
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Receivables
Collectability
As of December 31, TelkomGroup’s consolidated matured receivables were Rp4,799 billion in 2025 and Rp5,291 billion
in 2024, with no impairments and collectibles. The accounts receivable turnover ratio was 12.5%, and the average collection
period was 29.1 days.
TelkomGroup regularly monitors receivables and collection balances to minimize customer credit risk. Collection methods
include direct visits, reminder letters, direct billing, partnering for collection services to temporarily suspending services,
and active customer contact via phone, letter, or email.
TelkomGroup’s Receivables Collectability 2023-2025
Average Collection Duration Ratio (%)
Ratio
2025 2024 2023
Average collection ratio (days) 29.1 27.8 23.6
Receivables turnover ratio (%) 12.5 13.1 15.5
Analysis and Explanation of Receivables Collectability
TelkomGroup classifies receivables based on their age to analyze accounts receivable.
Analysis of TelkomGroup’s Accounts Receivables by Age Period 2023-2025
2025 2024 2023
Analysis of Accounts Receivable by Age
(Rp billion)
Not past due 6,687 7,319 7,020
0 – 3 months 3,155 3,602 2,758
3 – 6 months 1,573 1,305 1,215
> 6 months 6,763 6,031 5,235
Total receivables before provision 18,178 18,257 16,228
Provision for impairment of receivables (6,955) (6,064) (5,561)
Net receivables after provision 11,223 12,193 10,667
TelkomGroup sets provisions for trade receivable impairments based on collective and individual historical credit loss
rates. The 2025 provision was Rp6,955 billion, up 14.7% from Rp6,064 billion in 2024. See Note 5 Trade Receivables in
the 2025 Consolidated Financial Statements for details.
ANNUAL REPORT 2025 165
Page 168
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Material Information and Fact After
Accountant Reporting Date
TelkomGroup remains committed to transparency and accountability in upholding good corporate governance.
Accordingly, it discloses material information and facts occurring after the December 31, 2025, financial reporting date
as follows:
Material Information and Facts After the Accountant Reporting Date for the 2025 Period
No. Material Information and Facts
1. On October 20, 2025, the Company and TIF entered into a Conditional Separation Agreement in relation to the transfer of a
portion of the Company’s wholesale fiber connectivity business and assets (the “Infraco Spin-Off”) to TIF, effective January 1,
2026. Pursuant to the agreement, the total value of the transferred transaction object amounted to Rp35,787 billion. As
consideration for the transfer of the transaction object, TIF issued 357,872,580 shares to the Company, as stipulated in
Notarial Deed of Aulia Taufani, S.H.,No. 63 dated December 18, 2025, The deed was subsequently approved by the Ministry
of Law and Human Rights of the Republic of Indonesia (“Kemenkumham”) pursuant to Decree No. 0086733.AH.01.02 dated
January 1, 2026.
2. Effective January 1, 2026, the Company transferred bank loans from DBS, BNI, and BCA to TIF amounting to Rp1,831 billion,
Rp2,649 billion, and Rp5,317 billion, respectively, in connection with the Infraco Spin-Off project.
3. On January 6, 2026, DAM transferred the Company’s shares to BP BUMN, resulting in BP BUMN owning 1% of the total state
ownership through BP BUMN and DAM, amounting to 516,023,535 shares, consisting of Series B shares representing 0.52% of the
total shares issued and fully paid by the Company.
4. On January 6, 2026, January 23, 2026, and April 1, 2026, Telkomsel made repayments of its bank loan to BNI amounting to
Rp4,000 billion.
5. On January 12, 2026, February 27, 2026, and March 27, 2026, Telkomsel made repayments of its bank loan to Bank Mandiri
amounting to Rp3,000 billion.
6. On January 12, 2026, March 30, 2026, and April 30, 2026, Telkomsel made repayments of its bank loan to Bank Sinarmas
amounting to Rp3,000 billion.
7. On January 29, 2026, and April 13, 2026, Telkomsel made repayments of its bank loan to Bank of China amounting to Rp3,800 billion.
8. On January 6, 2026 and April 27, 2026, Telkomsel made repayments of its bank loan to CIMB Niaga amounting to Rp2,000 billion.
9. On January 29, 2026 and February 13, 2026, Telkomsel made repayments of its bank loan to MUFG and DBS amounting to
Rp1,000 billion and Rp1,000 billion, respectively.
10. During the period from January to April 2026, Telkomsel has made loan drawdowns from Bank of China, Bank Sinarmas,
CIMB Niaga, BNI, and DBS Bank amounting to Rp3,800 billion, Rp2,000 billion, Rp1,500 billion, Rp1,000 billion, and
Rp1,000 billion, respectively.
11. On May 1, 2026, the Company announced its plan to conduct a share buyback of publicly held shares, with a maximum amount of
Rp1,000 billion and not exceeding 10% of the issued and fully paid-up share capital. The share buyback period will be no longer
than 12 (twelve) months from the date of approval by the General Meeting of Shareholders (GMS) on June 8, 2026, and is planned
to commence from June 9, 2026 until June 8, 2027.
Detailed explanations of these transactions are available in Note 40, Subsequent Event of TelkomGroup’s 2025
Consolidated Financial Statements.
166 ANNUAL REPORT 2025
Page 169
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Business Prospects and
Sustainability of the Company
The global economic outlook for 2026 remains in a dynamics and greater commercial discipline. Alongside
slowdown phase with a weaker recovery. Fitch Ratings consolidation, improved industry pricing supports the
projects growth of about 2.4%, slightly below the trend toward more stable and effective competition
2.6% forecast for 2025. This reflects pressures from in telecommunications. This strategic shift aims to
geopolitical uncertainty, trade fragmentation, and enhance growth quality and foster healthier, more
tightening financial conditions in several countries. rational competition, with a growing focus on active
customer management and sustainable growth.
The IMF offers a more optimistic forecast, estimating
global growth of 3.2% in 2025 and 3.1% in 2026. However, Data demand drives industry growth, fuelled by rising
it notes a shift from an open to a fragmented economy, smartphone penetration, heavy use of over-the-top (OTT)
which may restrict investment flows, slow trade, and services, and adoption of high-speed fixed internet in
increase financial market volatility. households. Connectivity in non-urban areas is expanding
through government programs enhancing network
Despite the global slowdown, Indonesia’s economy is equity and digital infrastructure quality. Despite these
expected to remain solid, with growth projected at 5.33% opportunities, structural challenges persist. Intense
in 2026, slightly below the Government’s 5.4% target. price competition, rapid technological change, and new
This growth is supported by monetary easing, stabilizing business models require operators to continually update
credit, and a more active fiscal policy from the Ministry strategies. Spectrum efficiency, 5G infrastructure
of Finance. readiness, and pressure on Average Revenue Per User
These economic dynamics have shifted Indonesia’s (ARPU) remain critical management priorities.
telecommunications industry into moderate growth To address the challenges of a highly competitive
within a maturing market. The market value is estimated telecommunications industry, Telkom has established its
at US$13.66 billion by 2025, with a modest 1.0% CAGR strategic direction for 2026. The company will strengthen
projected through 2033. This reflects stabilization after four main business pillars: B2C, Digital Infrastructure
rapid expansion, with future growth relying on increased Cluster, B2B ICT, and International Business. An
data use, digital service transformation, and operational additional “Others” pillar will support non-core or
efficiency. The market, now dominated by three major transitional businesses, providing flexibility in portfolio
operators, is experiencing stronger competitive
ANNUAL REPORT 2025 167
Page 170
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
management and supporting long-term value creation supported by a nationwide network. Telkom is also
for TelkomGroup. This strategy aims to capitalize on advancing a Fixed Mobile Convergence (FMC) strategy to
digital transformation across sectors. Telkom will also create a seamless digital experience by integrating home
focus on optimizing its business portfolio, enhancing internet and mobile services into one ecosystem. The
synergies, and developing digital capabilities to meet FMC initiative by Telkomsel strengthens Telkom’s market
market and stakeholder needs. position, boosts operational efficiency, and promotes
equitable, inclusive, and sustainable digital access
In 2026, Telkom will accelerate growth in the B2C across Indonesia.
business by expanding connectivity and digital platforms
with advanced technologies. A key focus is enhancing Telkom will strengthen its B2B ICT pillar by offering
5G network services with broader, optimized coverage. integrated, high-value solutions like system integration,
This will improve cellular service quality through higher IT service management, and Customer Relationship
speeds, greater capacity, and low latency. It supports Management (CRM) to improve efficiency and meet
complex real-time services like the Internet of Things the needs of enterprise, government, and SME clients.
(IoT), cloud computing, and AI-based solutions, Aligning with digitalization, Telkom aims to be a strategic
enhancing customer experience. AI will also differentiate partner in digital transformation by delivering innovative
value through personalized and bundled offers tailored to products and expanding SME reach through the Indibiz
customer needs. ecosystem, supported by ongoing digital training and
education.
Alongside technology development, Telkom will enhance
customer experience to maintain market share, attract In Digital Infrastructure business, Telkom will enhance
new customers, and drive sustainable growth. This its role as a digital ecosystem enabler by expanding
includes improving service reliability, speeding up service capacity in carrier, towers, fiber, domestic and overseas
fulfilment, providing responsive customer support, submarine cable system, satellites, and data centers. It
enhancing connectivity, and offering various value- will improve fiber network quality and reach by spinning
added services. IndiHome, a comprehensive household
digital solution, delivers internet, home telephone, and
interactive TV services with customizable packages
168 ANNUAL REPORT 2025
Page 171
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
off its fiber connectivity business into a subsidiary to This pillar’s portfolio includes Wholesale Traffic (WS
focus on operations, cost efficiency, asset monetization, Traffic), Wholesale Network (WS Network), and WS
and neutrality for future growth. Platform, which provide international services for
operators, enterprises, and global digital industry
Telkom will reinforce its position as Indonesia’s leading players. Additional opportunities exist in strategic
tower company and expand into Southeast Asia. business lines such as Data Centers (DC), Towers, and
Satellite infrastructure will be upgraded to improve B2B ICT, which can be developed over time to further
connectivity in frontier and disadvantaged regions. expand TelkomGroup’s global market presence.
Data center capacity will grow with new Hyperscale
Data Centers in Cikarang and Batam, supported by The Others pillar serves as an enabler in supporting
strategic partnerships to accelerate development and TelkomGroup’s portfolio refocusing and reformatting
build capabilities. Expansion into other Southeast Asian toward a business structure focused on Core and Next-
countries will address the high market demand and Core Businesses. It aims to ensure that managing non-
regional competition. core or transitional business portfolios continues to
add value while creating room for portfolio optimization
The International Business pillar seeks to enhance and rationalization to maximize enterprise value. This
Telkom’s global presence through targeted regional approach allows Telkom to gradually align its portfolio
expansion. Its objectives are to broaden international with the company’s strategic direction and increase
market reach, reinforce Telkom’s role as a global provider focus on businesses with stronger growth potential.
of connectivity and digital infrastructure, and generate
new growth opportunities in regional and global markets.
This international expansion supports Telkom’s vision
of becoming a world-class digital telco and strengthens
Indonesia’s position as a regional digital connectivity hub.
ANNUAL REPORT 2025 169
Page 172
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Comparison of Initial
Year Target and the Realization
TelkomGroup’s revenue decreased by 2.2% to Rp146,742 billion in 2025. EBITDA and Net Profit were Rp72,240 billion and
Rp17,814 billion, with margins of 49.2% and 12.1%, respectively. Capital expenditures totaled Rp24,577 billion, or 16.7%
of revenue.
Comparison of TelkomGroup Targets and Realizations in 2025
Indicator Realization In 2025 Targets In Initial 2025
Revenue Growth Revenues decreased by 2.2%. We estimate that the more challenging
competition will impact the Company. Overall, we
expected the Company to grow positively in the
low to mid-single digit range.
EBITDA Margin and Net EBITDA Margin decreased to 49.2% while Net EBITDA Margin and Net Income Margin are
Income Margin Income Margin decreased to 12.1%. projected to slightly decreased in line with the
decline in legacy businesses shifting to digital
businesses.
Capital Expenditure The realization of capital expenditures is to Around 25%-30% of our revenue is planned for
Rp24,577 billion, or 16.7%of revenue with focused capital expenditure, focusing on building digital
investment in digital business infrastructure. business infrastructure.
Dividend Dividend payments totaled Rp21,047 billion, The dividend payout ratio ranged from 60% to 90%.
or 89%.
Target or Projections
for the Following Year
TelkomGroup pursues sustainable growth guided by the 2026-2028 Framework, which provides the strategic foundation
for its planned transition to a strategic holding company by the end of 2027. The Company is adjusting its portfolio pillars
to ensure alignment with stakeholder expectations. The framework emphasizes the development of five primary pillars:
Integrated B2C Services, Digital Infrastructure, B2B ICT Services, International Business, and additional areas.
In 2026, TelkomGroup aims to achieve competitive revenue growth despite global economic uncertainty, escalating tariff
disputes, geopolitical conflicts, and increasing trade fragmentation and protectionism. The company is advancing growth
opportunities through strategic initiatives, including the ongoing 5 Bold Moves program, which prioritizes strengthening
the Operating Company (OpCo) structure through organizational delayering. TelkomGroup is in the process of transforming
into a Strategic Holding Company.
170 ANNUAL REPORT 2025
Page 173
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
TelkomGroup’s Target or Projections for The Following Year
Indicator Target in 2026
Revenue Growth The Company is expected to grow positively in the low to mid-single-digit range amid more
challenging global and national economic conditions and competition.
EBITDA Margin and Net EBITDA and Net Income Margins are projected to remain well-maintained at industry levels.
Income Margin
Capital Expenditure We plan to allocate approximately 15%-20% of our revenue to capital expenditures, focusing on
building business infrastructure in the core and next-core domains.
Debt-to-EBITDA Ratio The debt-to-EBITDA ratio is targeted to be maintained in the healthy range of 0.9x.
Dividend
TelkomGroup distributes dividends annually to optimize shareholder value. The dividend policy is approved by
shareholders at the Annual General Meeting of Shareholders (AGMS). Over the past five years. the payout ratio ranged from
60% to 90%. In 2025. the dividend for 2024 performance was Rp21,047,403 million, representing 89% of net profit.
Telkom’s Dividend Payment for the Year 2020-2024 Operational Performance
Dividend Amount
Date of Dividend Payment in Dividend Amount
Dividend Payment Ratio/ per Share (cash and/or
Dividend Policy Cash and/or Date of Dividend paid per year
Year Payout ratio (%) 1 non-cash) after Stock
Distribution in Non-Cash (Rp million)
Split (Rp)
2020 AGMS, May 28, 2021 July 2, 2021 80.00 16,643,4432 168.01
2021 AGMS, May 27, 2022 June 30, 2022 60.00 14,855,921 3
149.97
2022 AGMS, May 30, 2023 July 5, 2023 80.00 16,602,697 4
167.59
2023 AGMS May 3, 2024 May 29, 2024 72.00 17,683,019 5
178.50
2024 AGMS May 27, 2025 June 19, 2025 89.00 21,047,403 6
212.47
Remarks:
1. Represents the percentage of profit attributable to owners of the parent paid 3. Only consists of cash dividend amounting to Rp14,855,921 million.
to shareholders in dividends. 4. Only consists of cash dividend amounting to Rp16,602,697 million.
2. Consists of cash dividend amounting to Rp12,482,582 million and special cash 5. Only consists of cash dividend amounting to Rp17,683,019 million.
dividend amounting to Rp4,160,860 million. 6. Only consists of cash dividend amounting to Rp21,047,403 million.
Realization Of
Public Offering Fund
We have issued several bonds currently outstanding and held by investors. The underwriters are PT Bahana Sekuritas,
PT Danareksa Sekuritas, PT Mandiri Sekuritas, and PT Trimegah Sekuritas Tbk, with PT Bank Permata Tbk serving as
trustee. Telkom guarantees all bonds with assets, and Pefindo assigns an idAAA rating to all Telkom bonds. The table below
shows the unmatured bond status as of December 31, 2025.
ANNUAL REPORT 2025 171
Page 174
04
Management
Corporate
Telkom Highlights Management Reports About Telkom Discussion
Governance
and Analysis
Realization of Telkom’s Public Offering Funds as of December 31, 2025
Time Realization of Funds
Amount Date Maturity
Name of the Bond Period Balance
(Rp million) of Issue Date Year
(year) (Rp million)
The Shelf Registered Bonds I
1,200,000 June 23, 2015 June 23, 2030 15 0 2016
Telkom 2015 series C
The Shelf Registered Bonds I
1,500,000 June 23, 2015 June 23, 2045 30 0 2016
Telkom 2015 series D
Telkom has fully realized the funds from the public offering, with no remaining balance. There are no changes to the
planned use of funds. For bond details, see Note 18 Short-Term Bank Loans and Note 19 Long-Term Loans in the 2025
TelkomGroup Consolidated Financial Statements.
Material Information Regarding Transaction with
Conflict of Interest, Transaction with Affiliated
Parties, Investment, Divestment, and Acquisition
TelkomGroup recorded affiliated transactions in 2025 that complied with internal policies related to the Main Procedures
for Affiliated Transactions and Conflicts of Interest Transactions, as outlined in the President Director’s Official Note
on Main Procedures for Affiliated Transactions and Conflicts of Interest. The review confirmed all transactions adhere
to internal procedures, general provisions, and POJK No. 42/2020. No related-party transactions involved conflicts of
interest, as they complied with the principles of fairness and sound business practice in 2025.
Transaction Transaction Nature of Affiliate
No Transaction Value Parties Involved Remarks
Type Objects Relationship
1. Purchase Rp555,500,000,000 1. PT Telkom Data Land and 1. PT Telkom Data Fair
of Land and Ekosistem Building Graha Ekosistem is a
Building Graha 2. PT Graha Telkom Sigma 1 subsidiary company
Telkom Sigma 1 Telkomsigma 2. PT Graha Telkomsigma is
a subsidiary company
A more detailed list of affiliated transactions that must be disclosed in the Annual Report for the 2025 fiscal year can be
found in Note 32 Transactions with Related Parties in the TelkomGroup’s 2025 Consolidated Financial Statements and
Appendix 4 to the 2025 Annual Report.
172 ANNUAL REPORT 2025
Page 175
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Changes in Law
and Regulation
In implementing Good Corporate Governance (GCG) practices, TelkomGroup consistently reviews any changes to laws
and regulations that could potentially impact its operations. We can confirm that there were no changes to laws and
regulations affecting the Company’s operations in 2025.
Changes
in Accounting Policy
TelkomGroup’s Consolidated Financial Statements are prepared in accordance with the Financial Accounting
Standards (SAK) issued by the Indonesian Institute of Accountants (IAI). It also complies with the Regulation of the
Capital Market and Financial Institution Supervisory Agency (Bapepam-LK) Number VIII.G.7 regarding the Presentation
and Disclosure of Financial Statements of Issuers or Public Companies, attached to the letter KEP347/BL/2012.
TelkomGroup also applies International Financial Reporting Standards (IFRS) in accordance with the Securities and
Exchange Commission (SEC) regulations.
Changes in accounting policies for 2025 include:
1. Amendments to PSAK 221 on the Effects of Foreign Exchange Rates
2. Amendments to IAS 21 on the Effects of Changes in Foreign Exchange Rates
Implementation and Changes of Accounting Policies of TelkomGroup in 2025
Impact on Financial Statements for Financial Year 2025
No Accounting Policy Reason for Change
SAK Financial Report IFRS Financial Report
1. PSAK 221 The DSAK issued No material impact on SAK No material impact on IFRS
these accounting financial statements. financial statements.
standard amendments
as an adoption of the
Amendments to IAS 21.
2. IAS 21 The IASB issued No material impact on SAK No material impact on IFRS
amendments to IAS 21 financial statements. financial statements.
regarding The Effects
of Changes in Foreign
Exchange Rates: Lack of
Exchangeability.
Details of the 2025 accounting policy changes are disclosed in Note 2, Summary of Accounting Policies, in TelkomGroup’s
Consolidated Financial Statements.
ANNUAL REPORT 2025 173
Page 176
05. 174 ANNUAL REPORT 2025
Page 177
PT TELKOM INDONESIA (PERSERO) Tbk Corporate Governance ANNUAL REPORT 2025 175
Page 178
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Corporate Governance
Principle and Platform
The implementation of superior corporate governance Basis for the implementation of GCG at TelkomGroup is
principles is a priority for TelkomGroup as a foundation as follows:
for strengthening the trust of investors, shareholders, 1. Law No. 40 of 2007 regarding Limited Liability
and all stakeholders. Good Corporate Governance (GCG) Companies.
practices are implemented comprehensively to ensure
2. Law No. 8 of 1995 regarding Capital Market.
the achievement of TelkomGroup’s strategic vision
3. Financial Services Authority (OJK) Regulation
and mission, while building a foundation for healthy
No. 33/POJK.04/2014 regarding Directors and
and adaptive long-term growth amid the dynamics of
Commissioners of Issuers or Public Companies.
the national and global digital industry. A sustained
commitment to GCG is considered a key factor in 4. Financial Service Authority Regulation No.
maintaining reputation, strengthening competitiveness, 34/POJK.04/2014 regarding Nomination and
and ensuring the sustainability of the company’s Remuneration Committee of Issuers or Public
operations. Companies.
5. Financial Service Authority Regulation No. 55/
As part of the company’s commitment to ethical values
POJK.04/2015 regarding the Establishment and Work
and integrity, TelkomGroup consistently implements
Guidelines of Audit Committees.
anti-corruption policies and programs, which are
6. Financial Service Authority Regulation No. 11/
openly communicated to all employees and business
POJK.04/2017 regarding Ownership Report or Any
partners. All TelkomGroup entities uphold the principles
Change in Share Ownership of Public Companies.
of “zero bribery” and “zero tolerance” for any form
of fraud, bribery, or other unethical behavior that is 7. Financial Service Authority Regulation No. 8/
contrary to business ethics. The implementation of POJK.04/2015 regarding Issuer or Public Company
this anti-corruption program is overseen by the senior Website.
management’s genuine commitment through policy 8. Financial Service Authority Regulation No. 29/
dissemination, strengthening of internal control systems, POJK.04/2016 regarding Annual Report of Issuers or
and enforcement of discipline in reporting and sanctions Public Companies.
for violations. 9. Financial Service Authority Regulation No. 21/
POJK.04/2015 regarding the Implementation of
Basis for the Implementation Public Company Governance Guidelines.
of Corporate Governance in 10. Financial Service Authority Circular Letter No. 32/
TelkomGroup SEOJK.04/2015 regarding Guidelines for Public
Company Governance.
The implementation of GCG in TelkomGroup refers to 11. Financial Service Authority Circular Letter No. 16/
the prevailing laws and regulations, as well as other GCG SEOJK.04/2021 regarding the Form and Content of
implementation guidelines, such as the principles of the Annual Report of Issuers or Public Companies.
Corporate Governance developed by the Organization for
12. Letter of the Minister of SOEs No. S-35/MBU/01/2020
Economic Cooperation and Development (OECD) and the
regarding the Implementation of Anti-Bribery
Indonesian General Guidelines for Corporate Governance
Management Systems in SOEs.
prepared by the National Committee on Governance
Policy (KNKG) and the ASEAN Corporate Governance 13. Regulation of the Minister of SOEs No. PER-2/
Scorecard (ACGS). Telkom built a strong foundation in MBU/03/2023 regarding Guidelines for Governance
the implementation of GCG for its subsidiaries, which and Significant Corporate Activities of State-Owned
is regulated by Resolution of the Board of Director’s Enterprises.
No.PD.602.00/r.00/HK000/COPD0030000/2011 regarding 14. Regulation of the Minister of SOEs No. PER-3/
TelkomGroup GCG Guidelines as a guideline for Telkom MBU/03/2023 on Organs and Human Resources of
and its subsidiaries in operating and transacting by State-Owned Enterprises.
ethics and GCG principles.
176 ANNUAL REPORT 2025
Page 179
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
TelkomGroup Governance Principles
TelkomGroup implements five principles of GCG as the main pillars in conducting all its business activities in a professional
and transparent manner. In line with this, Telkom also fully complies with the provisions set by the Financial Services
Authority, particularly in OJK Regulation Number 21/POJK.04/2015 regarding Implementation of Guidelines for Corporate
Governance of Public Companies and OJK Circular Letter Number 32/SEOJK.04/2015 regarding Guidelines for Corporate
Governance of Public Company and Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023
regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises.
GCG Principles
Principle Explanation Implementation at Telkom
Transparency Openness in carrying out the decision-making 1. Publication of Financial Statements and Annual
process and openness in disclosing material and Reports as well as other material information as a
relevant information about the company. means for investors to access important information
easily and transparently.
2. Access information in the form of company websites,
print media and press releases, direct meeting with
investor, public exposure, and press gathering.
Accountability Clarity of functions, implementation, and 1. Availability of Charters, guidelines, or manuals that
accountability of the company’s organs so that contain clarity on the functions, implementation,
company management is carried out effectively. and responsibilities of shareholders, Board of
Commissioners, Board of Directors, Committees,
and Corporate Secretary.
2. Implement check and balance mechanism
of authority and role in the management of
the Company.
3. Have clearly defined Key Performance Indicator (KPI)
and operational target.
Responsibility Compliance in corporate management with laws 1. Comply with laws and/or regulation on taxation,
and regulations and healthy corporate principles. fair competition, industrial relations, occupational
health and safety, payroll standards, and other
related regulations.
2. Have a mechanisms and procedures that regulate
and evaluate compliance with applicable laws
and regulations, as well as implementing healthy
corporate principles.
3. Have a legal and compliance management function
tasked with ensuring compliance with all regulations
and laws.
Independency A situation in which the company is managed 1. Carry out professionalism within the company
professionally without a conflict of interest without conflict of interest and free from the
and influence/pressure from any party that is influence of pressure from other parties that are not
not in accordance with the provisions of laws in accordance with regulations and contrary to the
and regulations and the principles of a healthy principles of a healthy corporation.
corporation.
ANNUAL REPORT 2025 177
Page 180
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Principle Explanation Implementation at Telkom
2. Include the rules/authority for corporate
decision-making in the Board Charter and the
Company's Articles of Association that emphasize
independence.
3. Have an additional policy in the Corporate
Governance Guidelines that are oriented towards
the principle of independence, such as the policy
of conflict-of-interest transactions, the prohibition
of political party donations, and the prohibition of
affiliation relationship.
Fairness Fairness and equality in fulfilling the rights of 1. Apply the principles of equality and fairness in
stakeholders arising based on agreements and fulfilling the rights of stakeholders arising based on
provisions of laws and regulations. agreements and applicable laws and regulations.
2. Respect the rights of minority shareholders.
3. Prohibits insider trading practices.
4. Implement performance management based on the
balanced scorecard.
5. Conduct an open auction in the procurement of
goods/services and implement e-procurement.
Implementation of Corporate Governance Aspect and Principle by the OJK
Telkom applies eight company management principles following the Public Company Governance Guidelines from
the Financial Services Authority (OJK) from the evaluation result as of the end of 2025, as follows:
Principle Recommendation Implementation Status
Aspect 1: the Public-Listed Company’s Relationship with Shareholders in Ensuring Shareholders’ Rights
Principle 1
Improving the Value 1. Method or technical procedure for Telkom already has technical procedures for voting Comply
of General Meeting voting, whether open or closed, set out in the procedures for the General Meeting of
Shareholders (GMS). that prioritize the independence Shareholders.
and interest of shareholders.
2. Members of the Board of Directors All of the members of the Board of Directors and Comply
and the Board of Commissioners the Board of Commissioners attended the GMS.
attend the Annual GMS.
3. A summary of minutes of GMS is Telkom provided a Summary of Minutes of GMS at Comply
available at the Website at least the Company’s Website under Investor Relations.
1 year.
Principle 2
Improving 1. To have a policy on communication Telkom has a policy on communication with Comply
Communication between the public company and investors through Non-Deal Roadshow, One on One
Quality of the Public shareholders or investors. Meeting, Earnings Call, Public Expose, Conference,
Listed Company and Investor Summit.
with Shareholders or
Investors.
2. Disclose communication policy Telkom has made available materials of each Comply
of the public company at the Earnings Call, Conference and materials of
website. presentation to investor at the company’s website
to provide equality for shareholders or investor
regarding the implementation of communication
with the company.
178 ANNUAL REPORT 2025
Page 181
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Principle Recommendation Implementation Status
Aspect 2: Function and Role of the Board of Commissioners
Principle 3
Strengthening the 1. Determination of the numbers Telkom has complied with the provision applicable Comply
Membership and of the Board of Commissioners to the company as public company as set out in
Composition of Board members should consider the Article 20 of Regulation of Financial Services
of Commissioners. company’s conditions. Authority No. 33/POJK.04/2014 that the number of
members of the Board of Commissioners must be
at least 2 (two) people.
2. Determination of the composition Based on shareholder policy, the Board of Comply
of members of the Board of Commissioners has been selected with
Commissioners considers consideration given to diversity of expertise,
the required variety of skills, knowledge, experience, and the conditions and
knowledge, and experience. complexity of Telkom's business.
Principle 4
Improving the Quality of 1. The Board of Commissioners Based on the Joint Regulation of the Board Comply
Duty and Responsibility has a self-assessment policy for of Commissioners and Directors No. 05/KEP/
of the Board of evaluating the performance of DK/2022 and No. PD.620.00/r.01/HK200/
Commissioners. the Board of Commissioners. COP-M4000000/2022 regarding Guidelines for the
Work Procedures of the Board of Commissioners
and Directors (Board Manual) Limited Liability
Company (Persero) PT Telekomunikasi Indonesia
Tbk, there is a policy to assess the performance
of Company's Board of Commissioners carried out
by Series A Dwiwarna shareholders through the
General Meeting of Shareholders mechanism.
2. The self-assessment policy is Based on the Joint Regulation of the Board Comply
reported in the Annual Report. of Commissioners and Directors No. 05/KEP/
DK/2022 and No. PD.620.00/r.01/HK200/
COP-M4000000/2022 regarding Guidelines for the
Work Procedures of the Board of Commissioners
and Directors (Board Manual) Limited Liability
Company (Persero) PT Telekomunikasi Indonesia
Tbk, there is a policy for self-assessment which is
disclosed in the Annual Report.
3. The Board of Commissioners In accordance with Telkom’s Articles of Comply
has a policy of resignation in Association, jo. Regulation of Financial Services
the event of involvement in any Authority No. 33/POJK.04/2014 regarding the
financial crimes. Board of Directors and Board of Commissioners
of Issuers or Public Companies, any member of
the Board of Commissioners who does not meet
any requirements to be a member of the Board
of Commissioners as set out in the Articles of
Association and Regulation of Financial Services
Authority No. 33/POJK.04/2014 including any
involvement in any financial crimes, consequently
his/her position will be null and void.
In the event that the members of the Board of
Commissioners resign, it will be resolved at
the GMS.
ANNUAL REPORT 2025 179
Page 182
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Principle Recommendation Implementation Status
4. The Board of Commissioners, The Nomination and Remuneration Committee Comply
through the Nomination and in the Nomination and Remuneration Committee
Remuneration Committee charter states that one of its duties is to provide
formulates a succession policy recommendations to the Board of Commissioners
in the process of nominating to be submitted to the Series A Dwiwarna
members of the Board of Shareholders, one of which is regarding succession
Directors. planning for members of the Board of Directors.
In addition, as a SOE, the provision of succession
of the Board of Directors refers to Regulation
of Minister of SOE No. PER-03/MBU/02/2015
regarding Requirements, Procedures for the
Appointment, and Dismissal of a Member of the
Board of Directors of SOE.
Aspect 3: Function and Role of the Board of Directors
Principle 5
Strengthening 1. Determination of the number Determination of the number of Directors of Comply
Membership and of members of the Board of the company refers to Article 2 paragraph (1)
Compositions of the Directors takes into account and paragraph (2) of Financial Service Authority
Board of Directors. the company’s conditions and Regulation No. 33/POJK.04/2014 regarding the
effectiveness in decision- Board of Directors and Board of Commissioners of
making. Issuers or Public Companies which stipulates that
the number of members of the Board of Directors
consists of at least 2 (two) members of the Board of
Directors, of which 1 (one) is appointed as President
Director.
2. Determination of the At the shareholders’ discretion, members of the Comply
composition of members of Board of Directors of the company have been
the Board of Directors takes appointed by taking into account a variety of
into account a variety of skills, skills, knowledge, experiences, and the company’s
knowledge, and experiences as conditions and business complexity.
required.
3. Members of the Board of The members of the Board of Directors in charge Comply
Directors in charge of accounting of accounting and finance in the company is the
and finance have skills and/or Director of Finance & Risk Management who has
knowledge in accounting. sufficient accounting and financial knowledge
and experience as can be seen in the position and
education history of the Board of Directors under
the section of Profiles of the Board of Directors.
Principle 6
Improving the Quality 1. The Board of Directors has a policy The Board of Directors has a policy that regulates Comply
of Task execution and to self-assess the performance of performance evaluation, process and indicators
Responsibility of the the Board of Directors. for assessing the performance of the Board
Board of Directors. of Directors individually and collegially, this is
stated in the Board of Directors Performance
Assessment section in the Joint Regulations of
the Board of Commissioners and Directors No.
05/KEP/DK/2022 and No. PD.620.00 /r.01/HK200/
COP-M4000000/2022 regarding Guidelines for the
Work Procedures of the Board of Commissioners
and Directors (Board Manual) of the Company
(Persero) PT Telekomunikasi Indonesia Tbk.
2. The self-assessment policy is Results of the self-assessment of the Board of Comply
reported in an Annual Report. Directors are reported in the Company’s Annual
Report under the section of Corporate Governance.
180 ANNUAL REPORT 2025
Page 183
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Principle Recommendation Implementation Status
3. The Board of Directors has a Based on Telkom's Articles of Association and Comply
policy of resignation in the event Financial Service Authority Regulation No. 33/
of involvement in any financial POJK.04/2014 regarding the Board of Directors
crimes. and Board of Commissioners of Issuers or Public
Companies, any member of the Board of Directors
who does not meet the requirements to become
a member of the Board of Directors and who is
involved in a financial crime, his position as Director
will be null and void.
In the event that the member of the Board of
Directors resigns, it will be decided through the
GMS mechanism.
Aspect 4: Stakeholders’ Participation
Principle 7
Improving Corporate 1. To have a policy to prevent insider Based on Regulation of the Director of Human Comply
Governance Aspect trading practice. Capital Management No. PR 209.05/r.02/ HK250/
Through Stakeholders COP-A0900000/2024 regarding Employee
Participation. Discipline, the policy to prevent insider trading
practice is contained in Article 5 regarding
prohibitions for each employee include abuse
of authority or position and unauthorized use of
company information.
2. To have a policy of anti-corruption Telkom is always committed to supporting the Comply
and anti-fraud. implementation of anti-corruption and anti-fraud in
the corporate environment by developing programs
and procedures as outlined in internal policies,
namely the Integrity Pact, business ethics, LHKPN
(Wealth Report of State Administrators) reporting,
employee discipline, gratification control, and
ISO implementation 37001:2016 Anti-Bribery
Management System (SMAP). In 2025, Telkom
again received ISO 37001:2016 certification for the
implementation of SMAP in several work unit.
3. To have a policy on the selection Telkom selects suppliers and vendors based on Comply
and capacity building of suppliers procurement policies that exist within Telkom
and vendors. internally which are managed through the SSO
Procurement & Sourcing Center Unit which is
carried out based on Regulation of the Director
of Finance & Risk Management PR.324.00/r.00/
HK240/COP-K0E00000/2025 regarding Guidelines
for Procurement Implementation.
4. To have a policy on the fulfillment Telkom has a policy to fulfill the rights of our Comply
of creditors’ rights. creditors through the Financial Accounting Unit &
Corporate Finance Unit that sets out and manages
the rights of Telkom’s creditors.
5. To have a policy on whistleblowing Through the Resolution of the Board of Comply
system. Commissioners No. 08/KEP/DK/2025 regarding
Policies and Procedures for Handling Complaints
(Whistleblowing System) within TelkomGroup
which was later ratified by Directors Regulation,
Telkom guarantees and ensures the protection of
the confidentiality of reporters, both employees
and third parties who submit complaints or
reports of alleged violations. This Whistleblowing
System develops complaint channels into 7 (seven)
complaint channels, which can be accessed on the
Telkom website in the Telkom Integrity Line menu.
ANNUAL REPORT 2025 181
Page 184
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Principle Recommendation Implementation Status
6. To have a Policy on the granting of In determining the incentives obtained by the Comply
long-term incentives to the Board Board of Directors, Telkom is guided by Regulation
of Directors and Employees. of Minister of SOE No. PER-3/MBU/03/2023
regarding Organ and Human Resources of SOE
and their amendment as well as Guidelines for the
Implementation of Work (Charter) of Committee for
Nomination and Remuneration. As for employees,
this incentive is contained in the Collective
Labor Agreement (PKB) regarding Compensation
and Benefit and Director of Human Capital
Management Regulation No. PR 207.22/r.00/
PS770/COP-J2000000/2016 regarding Awards and
Recognition which explain the mechanism of giving
rewards to employees in the form of stock option as
well as an explanation of reward level, one of them
at the advanced level are rewarded consistently
and in the long-term financially.
Principle 8
Improving the 1. To use wider information Telkom is also active in various social media as Comply
Implementation of technology along with website medium for information disclosure and product
Information Disclosure. as a medium of information promotion. In addition, Telkom also use the mailing
disclosure. list system as medium for information disclosure
and communication with investor.
2. The Annual Report of Public Telkom discloses the ultimate beneficial owner in Comply
Companies disclose the most the ownership of company shares with ownership
current beneficial owners of the of 5% or more in Telkom's Annual Report in the
company’s ownership, at least 5% Composition of Shareholders section.
other than major shareholders
and controllers.
The Company’s commitment to preventing and eradicating corruption is carried out in three stages. The first is
establishing anti-corruption policies, integrating anti-corruption policies into business operations, and reporting
and being involved in anti-corruption programs. Anti-corruption policies and procedures are established to identify,
prevent, and overcome corruption in the company. Telkom’s anti-corruption policy is based on a comprehensive risk
assessment regarding the potential for corruption in all business operations. Telkom has also developed programs and
procedures outlined in internal policies, including Integrity Pact policies, business ethics, LHKPN reporting obligations,
employee discipline, gratification control, and the Anti-Bribery Management System (SMAP) assessment.
182 ANNUAL REPORT 2025
Page 185
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Corporate Governance
Structure
Referring to Law No. 40 of 2007 regarding Limited Liability Companies, the Governance structure in Telkom consists
of three main corporate organs, namely the General Meeting of Shareholders (GMS), the Board of Commissioners, and
the Board of Directors.
1. The General Meeting of Shareholders (GMS) is a company organ that has authority that is not granted to the Board
of Directors or the Board of Commissioners within the limit specified in the Law and/or the Articles of Association.
2. The Board of Commissioners is a company organ that in charge of conducting general and/or special supervision in
accordance with the Articles of Association and providing advice to the Board of Directors.
3. The Board of Directors is a company organ that is authorized and fully responsible for managing the company for
the interests of the company, in accordance with the purposes and objectives of the company, and representing
the company, both inside and outside the court, in accordance with the provisions of the Articles of Association.
The Board of Commissioners and the Board of Directors may establish supporting organs to carry out their duties
and responsibilities in accordance with the needs and prevailing laws and regulations. The supporting organs are the
Corporate Secretary, Internal Audit Department, Audit Committee, Committee for Nomination and Remuneration,
Committee for Planning and Risk Evaluation and Monitoring, and Integrated Governance Committee. Each of these
organs has important functions, authorities, and responsibilities in the implementation of good corporate governance.
Main Organs
General Meeting of Shareholders
Board of Director Board of Commissioners
(GMS)
Corporate Secretary Supporting Organs Audit Committee
Committee for Nomination and
Internal Audit Department
Remuneration
Committee for Planning and Risk
Evaluation and Monitoring
Integrated Governance
Committee
ANNUAL REPORT 2025 183
Page 186
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Corporate Governance
Assessment
Through the implementation of GCG, Telkom strengthens TelkomGroup has also been recognized for its success
accountability, encourages improved operational in creating a transparent, accountable, and long-term
performance, and builds a solid reputation and corporate oriented organizational environment, as acknowledged
value. The implementation of governance is carried through the Best State-Owned Enterprises (Big Cap)
out comprehensively by complying with all applicable award at the 16th IICD Corporate Governance Conference
regulatory frameworks, ranging from Laws, Government & Award 2025. Through the integration of GCG values
Regulations, to Ministerial Regulations, as well as in every aspect of operations and decision-making,
meeting the requirements set by the Financial Services the company is ready to move forward as a driver of an
Authority (OJK) for public companies whose shares are integrated and responsible digital ecosystem at the
listed on the Indonesia Stock Exchange (IDX). national and regional levels.
In addition, Telkom follows governance standards As a manifestation of its ongoing commitment,
measured through the ASEAN Corporate Governance TelkomGroup consistently strengthens its culture of
Scorecard (ACGS), developed by the ASEAN Capital compliance and business ethic across all organizational
Market Forum (ACMF) based on OECD principles. This lines through socialization program, internalization of
parameter aims to increase investor confidence in value, and multi-layered oversight of the implementation
ASEAN companies, including Telkom, to strengthen their of GCG principles. These efforts are supported by the
reputation in the international market. There are four utilization of digital system and reliable internal control
main parameters assessed: including Rights and Fair to ensure optimal risk management, conflict of interest
Treatment of Shareholders, Sustainability and Resilience, prevention, and the implementation of transparency and
Disclosure and Transparency, and Responsibilities of accountability principles. GCG is not only positioned as a
the Board of Directors and Board of Commissioners. means of fulfilling regulatory obligation but has become
To date, TelkomGroup has implemented governance in a strategic value integrated into the company’s operation
accordance with ACGS parameters, which are assessed to support business sustainability and long-term value
annually by independent assessors. creation for all stakeholders.
184 ANNUAL REPORT 2025
Page 187
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
General Meeting of
Shareholders (GMS)
The General Meeting of Shareholders (GMS) is Telkom’s Appointment of a Public Accounting Firm to audit
highest governing organ, where shareholders make Financial Statements of Partnership and Community
important and strategic decisions. The organization of Development Programs.
the GMS refers to the following provisions, namely: 6. Any other agenda proposed by one or more
1. Law No. 40 of 2007 regarding Limited Liability shareholders that represent 1/20 or more of all shares
Companies. that have a voting right.
2. Law No. 19 of 2003 regarding State Owned Enterprise
At the GMS, Shareholders are granted rights based
Minister.
on POJK No. 15 of 2020 and the Company’s Articles of
3. Financial Service Authority Regulation No. 15/ Association, as follows:
POJK.04/2020 regarding the Planning and Holding of
1. Shareholders, either in person or by proxy, are
General Meeting of Shareholders of Public Companies
entitled to attend the GMS.
(“POJK No. 15 of 2020”).
2. Shareholders, ether in person or represented by
4. Financial Services Authority Regulation No. 16/
power of attorney, shareholders are entitled to vote
POJK.04/2020 regarding the Implementation of
in the GMS.
Electronic General Meeting of Shareholders of Public
Companies (“POJK No. 16 of 2020”). 3. Shareholders who are entitled to attend the GMS are
shareholders whose names are registered on the
5. Company’s Articles of Association.
list of shareholders of the public company 1 (one)
In accordance with Telkom’s Articles of Association business day before the invitation to the GMS.
and Laws and Regulations, the Annual General Meeting 4. Shareholders have the right to ask questions and/or
of Shareholders (AGMS) is held once a year with the express opinions at the GMS.
following routine agenda:
In addition, shareholders also have the right to submit
1. Approval of the Company’s Annual Report, including
a request for the GMS on the condition that the person
Board of Commissioners Supervisory Task Report.
submitting is 1 (one) or more shareholders who jointly
2. Ratification of the Company’s Financial Statement represent 1/10 (one out of ten) or more of the total number
and Annual Partnership and Community Development of shares with voting rights.
Program Report, as well as the Exemption of
Liabilities of the members of the Board of Directors
GMS for the 2023 Financial Year
and Commissioners.
3. Determination of Company’s Net Income, including In 2024, the company convened one GMS, namely AGMS for
dividend payment in the Financial Year. the 2023 Financial Year, which was held in a hybrid format
on May 3, 2024, at the Ballroom of Four Seasons Hotel, Jl.
4. The determination of remuneration for the members
Jend. Gatot Subroto No. 18, Jakarta. The implementation of
of the Board of Directors and Commissioners.
AGMS was in accordance with the mechanism stipulated in
5. The appointment of Public Accounting Firm to audit
OJK Regulation No. 15/POJK.04/2020, OJK Regulation No.
the Company’s Financial Statements, including audit
16/POJK.04/2020, and Company’s Articles of Association.
of Internal Control over Financial Reporting and
ANNUAL REPORT 2025 185
Page 188
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Process of Convening the GMS
The stages of convening the GMS for the 2023 Financial Year are as follows:
Stages of Convening the GMS for the 2023 Financial Year
Stages Implementation Date
Notification Letter of GMS Plan to OJK March 13, 2024
Announcement of GMS March 21, 2024
Invitation to GMS April 5, 2024
Implementation of GMS May 3, 2024
Summary of Minutes of GMS May 7, 2024
Minutes of GMS May 31, 2024
To ensure independence, the company appointed independent parties as supporting professionals, namely Notary
Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate
the votes. The details of agenda and implementation of decision for the AGMS 2023 Financial Year are as follows:
Information AGMS for the 2023 Financial Year
Chair of the Meeting Mr. Bambang Permadi Soemantri Brodjonegoro
Quorum of Attendance The holder/proxy of Series A Dwiwarna share and holder/proxy of Series B share who present
and/or represented physically and electronically through eASY.KSEI that entirely representing
85,078,795,949 shares or 85.8842038% of the total number of shares having legal voting right
which have been issued by the Company up to the date of the Meeting namely, in the total
amount of 99,062,216,600 shares; with due regard to the Register of Shareholder at the closing
of the share trading on April 4, 2024.
Attendance of the Board of Board of Commissioners:
Commissioners and Board of • Mr. BAMBANG PERMADI SOEMANTRI BRODJONEGORO – President Commissioner concurrently
Directors Independent Commissioner;
• Mr. WAWAN IRIAWAN – Independent Commissioner;
• Mr. BONO DARU ADJI – Independent Commissioner;
• Mr. MARCELINO RUMAMBO PANDIN – Commissioner;
• Mr. ISMAIL – Commissioner;
• Mr. RIZAL MALLARANGENG – Commissioner*;
• Mr. ISA RACHMATARWATA – Commissioner;
• Mr. SILMY KARIM– Commissioner.
Board of Directors:
• Mr. RIRIEK ADRIANSYAH – President Director;
• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;
• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;
• Mr. AFRIWANDI – Director of Human Capital Management;
• Mr. HERI SUPRIADI – Director of Finance & Risk Management;
• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;
• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;
• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;
• Mr. HONESTI BASYIR – Director of Group Business Development.
*Present at the Meeting via video teleconference.
First Agenda Approval of Annual Report and Ratification of the Company’s Consolidated Financial Statement,
Approval of the Board of Commissioners’ Supervision Duty Report and Ratification of the
Financial Statement of the Micro and Small Business Funding (“MSBF”) Program for the Financial
Year 2023, and granting full release and discharge of responsibilities (volledig acquit et de
charge) to the Board of Directors for the management of the Company and to the Board of
Commissioners for the supervision of the Company carried out during the Financial Year 2023.
186 ANNUAL REPORT 2025
Page 189
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information AGMS for the 2023 Financial Year
Number of Shareholders who There was one response from the Series A Dwiwarna and 2 (two) questions from Shareholders.
Ask Questions
The Result of Decision Making Agree: 83,762,560,125 shares or 98.4529214%
Disagree: 261,092,978 shares or 0.3068837%
Abstain: 1,055,142,846 shares or 1.2401949%
Resolution 1. Approve the Annual Report of the Company including the Board of Commissioners’ Supervision
Duty Report for the Financial Year of 2023 ending on 31 December 2023.
2. Ratify:
a. The Consolidated Financial Statements of the Company for the Financial Year of 2023 which
ended on 31 December 2023, which has been audited by the Public Accounting Firm (KAP)
Purwantono, Sungkoro & Surja (a member Firm of Ernst &Young Global Limited) according
to its report, Number 00268/2.1032/AU.1/06/0687-2/1/III/2024 dated 22 March 2024 with an
opinion “fair in all material respects”.
b. The Financial Statements of the Micro and Small Business Funding Program for the Financial
Year of 2023 which ended on 31 December 2023, which has been audited by the Public
Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of Ernst & Young
Global Limited) according to its report, Number 00181/2.1032/AU.2/10/1902-1/1/III/2024 dated
8 March 2024 with an opinion “fair in all material respects”.
3. With the approval of the Annual Report of the Company including the Board of Commissioners’
Supervision Duty Report, and the ratification of the Consolidated Financial Statements of the
Company and Financial Statement of the Micro and Small
Business Funding (MSBF) Program, in the entirety for the Financial Year 2023 ending on
31 December 2023, the Meeting grants full release and discharge (volledig acquit et de charge) to
the members of the Board of Directors for the management of the Company and to all members
of the Board of Commissioners for the supervision of the Company that have been carried out
during the Financial Year 2023 ending on 31 December 2023, to the extent that such actions do
not constitute a criminal offense and have been reflected in the aforementioned Reports.
Follow-up/Realization Approved.
Second Agenda Determination on Utilization of the Company’s Net Profit for the Financial Year of 2023.
Number of Shareholders who There was 1 (one) question from a Shareholder, but it was irrelevant.
Ask Questions
The Result of Decision Making Agree: 83,605,330,146 shares or 98.2681163%
Disagree: 491,448,855 shares or 0.5776396%
Abstain: 982,016,948 shares or 1.1542441%
Resolution To determine the utilization of net profit of the Company for Financial Year of 2023 in the amount
of Rp24,559,749,105,967 to be allocated as follows:
1. Cash Dividend amounting to 72% of net profit or in the amount of Rp17,683,019,356,296.20 or
Rp178.5041761 per share, based on the number of shares issued as of the date of the Meeting,
which amounted to 99,062,216,600 shares. Payment is made with the following conditions.
a. Dividend portion of the State of the Republic of Indonesia amounting to Rp9,211,235,606,774.44
is deposited into the State General Treasury account.
b. Distribution of Cash Dividend for Financial Year of 2023 is carried out under the following
conditions:
i. Those who are entitled to receive Cash Dividend are shareholders whose names are
registered in the Company’s Register of Shareholders at the closing of the trading of the
Company’s shares in the Indonesia Stock Exchange as of 17 May 2024;
ii. Cash Dividend will be paid in lump sum no later than 6 June 2024.
c. Grant power and authority to the Board of Directors with the right of substitution to further
regulate the procedures for distributing dividend and to announce them with due regard to
the prevailing laws and regulations on the stock exchange where the Company’s shares are
listed.
ANNUAL REPORT 2025 187
Page 190
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information AGMS for the 2023 Financial Year
2. Recorded as Retained Profit amounting to 28% of net profit or an amount of Rp6,876,729,749,670.80
which will be used to finance the Company’s business development.
Follow-up/Realization Approved and implemented.
Third Agenda Determination of Bonus for the Financial Year of 2023, Salary for Board of Directors and Honorarium
for Board of Commissioners Including other Facilities and Benefits for the Year of 2024.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 76,780,119,391 shares or 90.2458933%
Disagree: 7,327,563,963 shares or 8.6126794%
Abstain: 971,112,595 shares or 1.1414273%
Resolution 1. Approve the granting of authority and power to Series A Dwiwarna Shareholder to determine the
following items for members of the Board of Commissioners:
a. Tantiem/Performance Incentives/Special Incentives for Financial Year of 2023 and/or
Long-Term Incentives for the period of Financial Year of 2024-2026, in accordance with the
prevailing laws; and
b. Honorarium, Allowances and Facilities for Financial Year 2024.
2. Approve the granting of authority and power to the Board of Commissioners by obtaining prior
written approval from the Series A Dwiwarna Shareholder to determine the following items for
Members of the Board of Directors:
a. Tantiem/Performance Incentives/Special Incentives for Financial Year of 2023 and/or
Long-Term Incentives for the period of Financial Year of 2024-2026, in accordance with the
prevailing laws; and
b. Salary, Benefits and Facilities for the Financial Year of 2024.
Follow-up/Realization Approved and implemented.
Fourth Agenda Appointment of Public Accounting Firm to Audit the Company’s Consolidated Financial Statement
and Company’s Financial Report of the MSBF Program for Financial Year of 2024.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 78,242,088,661 shares or 91.9642642%
Disagree: 5,857,698,774 shares or 6.8850278%
Abstain: 979,008,514 shares or 1.1507080%
Resolution 1. Appoint the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of
Ernst & Young Global Limited) as the KAP who will audit the Company’s Consolidated Financial
Statements as well as the Financial Statements of Micro and Small Business Funding Program
and other reports for the Financial Year of 2024.
2. Approve the granting of authority and power to the Company’s Board of Commissioners to carry
out:
a. Appointment of a Public Accountant and/or Public Accounting Firm to audit the Company’s
Consolidated Financial Statements for other period in the Financial Year of 2024 for the
purposes and interests of the Company; and
b. Determination of audit service fees and other requirements for Public Accountants and/or
Public Accounting Firms, as well as appointing Substitute Public Accountants and/or Public
Accounting Firms in the case of Purwantono, Sungkoro & SurjaPublic Accounting Firm
(a member of Firm of Ernst & Young Global Limited), for any reason, is unable to complete
the provision of audit services for the Company’s Consolidated Financial Statements for
the Financial Year of 2024 and/or other periods in the Financial Year of 2024, as well as the
Financial Statements and Implementation of the Micro and Small Business Funding Program
for the 2024 Financial Year, including determining audit service fees and requirements others
for the Public Accountant and/or Substitute Public Accounting Firm.
Follow-up/Realization Approved.
188 ANNUAL REPORT 2025
Page 191
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information AGMS for the 2023 Financial Year
Fifth Agenda Changes to the Management of the Company.
Number of Shareholders who There were 2 (two) questions from Shareholders.
Ask Questions
The Result of Decision Making Agree: 53,124,457,182 shares or 62.4414774%
Disagree: 29,064,071,748 shares or 34.1613576%
Abstain: 2,890,267,019 shares or 3.3971649%
Resolution 1. Confirm the honorable dismissal of Mr. Abdi Negara Nurdin as the Company’s Independent
Commissioner who was appointed based on Resolution of the Annual GMS for Financial Year
of 2020 dated 28 May 2021, which was effective since 19 January 2024, with gratitude for the
contribution of energy and thoughts given while serving as Member of the Company’s Board of
Commissioners.
2. Honorably dismiss the names below as Company Management:
1) Mr. Ririek Adriansyah – as President Director;
2) Mr. Ismail – as Commissioner;
3) Mr. Marcelino Rumambo Pandin – as Commissioner,
each was appointed based on the Resolution of the Annual GMS for the Financial Year of 2018,
dated 24 May 2019, the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May
2019, and the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019,
effective as of the closing of this GMS, with gratitude for the contribution of energy and thoughts
given while serving as Management of the Company.
3. Appoint the following names as Company’s Management:
1) Mr. Ririek Adriansyah – as President Director;
2) Mr. Ismail – as Commissioner;
3) Mr. Marcelino Rumambo Pandin – as Commissioner.
4. The term of office of the members of the Board of Directors and Board of Commissioners who
were appointed as referred to in number 3 is in accordance with the provisions of the Company’s
Articles of Association with due regard to the prevailing laws and regulations and without
prejudice to the GMS’s right to dismiss them at any time.
5. With the confirmation of the dismissal, the dismissal, and the appointment of the Company’s
Management as referred to in numbers 1, 2 and 3, the composition of the members of the
Company’s Board of Directors and Board of Commissioners will be as follows:
a. Board of Directors
1) President Director: RIRIEK ADRIANSYAH
2) Director of Digital Business: MUHAMAD FAJRIN RASYID
3) Director of Human Capital Management: AFRIWANDI
4) Director of Finance & Risk Management: HERI SUPRIADI
5) Director of Strategic Portfolio: BUDI SETYAWAN WIJAYA
6) Director of Wholesale & International Service: BOGI WITJAKSONO
7) Director of Network & IT Solution: HERLAN WIJANARKO
8) Director of Enterprise & Business Service: F. M. VENUSIANA R
9) Director of Group Business Development: HONESTI BASYIR
b. Board of Commissioners
1) President/Independent Commissioner: BAMBANG PERMADI SOEMANTRI BRODJONEGORO
2) Independent Commissioner: WAWAN IRIAWAN
3) Independent Commissioner: BONO DARU ADJI
ANNUAL REPORT 2025 189
Page 192
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information AGMS for the 2023 Financial Year
4) Commissioner: MARCELINO RUMAMBO PANDIN
5) Commissioner: ISMAIL
6) Commissioner: RIZAL MALLARANGENG
7) Commissioner: ISA RACHMATARWATA
8) Commissioner: ARYA MAHENDRA SINULINGGA
9) Commissioner: SILMY KARIM
6. Members of the Board of Directors and Board of Commissioners who are appointed as referred
to in number 3 who are still serving in other positions that are prohibited by laws and regulations
to be concurrently serving as members of the Board of Directors and Commissioners of a State-
Owned Enterprise, then those concerned must resign or be dismissed from such position.
7. Grant power of attorney with the right of substitution to the Board of Directors of the Company
to state the resolutions of this GMS in the form of a Notary Deed and appear before a Notary or
an authorized official, and to make necessary adjustments or corrections if required by the
competent authority for the purposes of implementing the resolutions of the Meeting.
Follow-up/Realization Approved and implemented.
In its implementation, decision of Annual GMS for the 2023 Financial Year immediately applies to the implementation
of the company’s business and operation.
GMS for the 2024 Financial Year
AGMS for the 2024 Financial Year was held in a hybrid format on May 27, 2025, at the Ballroom of Four Seasons Hotel, Jl.
Jend. Gatot Subroto No. 18, Jakarta. AGMS was held in accordance with the mechanism stipulated in OJK Regulation
No. 15/POJK.04/2020, OJK Regulation No. 16/POJK.04/2020, and Company’s Articles of Association.
Process of Convening the GMS
The stages of convening the GMS for the 2024 Financial Year are as follows:
Stages of Convening the GMS for the 2024 Financial Year
Stages Implementation Date
Notification Letter of GMS Plan to OJK April 10, 2025
Announcement of GMS April 17, 2025
Invitation to GMS May 5, 2025
Implementation of GMS May 27, 2025
Summary of Minutes of GMS June 2, 2025
Minutes of GMS June 26, 2025
190 ANNUAL REPORT 2025
Page 193
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
To ensure independence, the company appointed independent parties as supporting professionals, namely Notary
Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate
the votes. The details of agenda and implementation of decision for the AGMS 2024 Financial Year are as follows:
Information AGMS for the 2024 Financial Year
Chair of the Meeting Mr. Marcelino Rumambo Pandin
Quorum of Attendance The holder/proxy of Series A Dwiwarna shareholder and the holder/proxy of Series B shareholder
who are present and/or represented physically and electronically through eASY.KSEI who
together represent 86,924,742,233 shares or constitute 87.7476249% of the total number of
shares with voting right that have been issued by the Company up to the day of the Meeting,
namely 99,062,216,600 shares, taking into account the Shareholder Register at the close of
stock trading on May 2, 2025.
Attendance of the Board of Board of Commissioners:
Commissioners and Board of • Mr. WAWAN IRIAWAN – Independent Commissioner;
Directors • Mr. BONO DARU ADJI – Independent Commissioner;
• Mr. MARCELINO RUMAMBO PANDIN – Commissioner;
• Mr. ISMAIL – Commissioner*;
• Mr. RIZAL MALLARANGENG – Commissioner;
• Mr. SILMY KARIM– Commissioner;
• Mr. ARYA MAHENDRA SINULINGGA – Commissioner
Board of Directors:
• Mr. RIRIEK ADRIANSYAH – President Director;
• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;
• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;
• Mr. AFRIWANDI – Director of Human Capital Management;
• Mr. HERI SUPRIADI – Director of Finance & Risk Management;
• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;
• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;
• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;
• Mr. HONESTI BASYIR – Director of Group Business Development.
* PresenT at the Meeting via video teleconference.
- whereas Mr. Bambang Permadi Soemantri Brojonegoro, President Commissioner and Independent Commissioner, and Isa
Rachmatarwata, Commissioner, were absent from the Meeting.
First Meeting Agenda Approval of Annual Report and Ratification of the Company's Consolidated Financial Statement,
Approval of the Board of Commissioners’ Supervision Duty Report and Ratification of the
Financial Statement of the Micro and Small Business Funding Program for the Financial Year
2024, and granting full release and discharge of responsibilities (volledig acquit et de charge) to
the Board of Directors for the management of the Company and to the Board of Commissioners
for the supervision of the Company carried out during the Financial Year 2024.
Number of Shareholders who There was 1 response from the Series A Dwiwarna shareholder and 2 questions from
Ask Questions Shareholders.
The Result of Decision Making Agree: 85,727,265,976 share or 98.6223988
Disagree: 287,065,108 shares or 0.3302456
Abstain: 910,411,149 share or 1.0473556%
Resolution 1. Approving the Company's Annual Report, including the Supervisory Report of the Board of
Commissioners for the Fiscal Year 2024 ending on December 31, 2024.
2. Ratifying:
a. The Company's Consolidated Financial Statements for the Fiscal Year 2024 ending
on 31th December 2024, which have been audited by the Public Accounting Firm
(KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited)
according to their report No. 00646/2.1032/AU.1/06/0687-3/1/IV/2025 dated April 12,
2025, with an unqualified opinion in all material respects.
ANNUAL REPORT 2025 191
Page 194
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information AGMS for the 2024 Financial Year
b. The Financial Statements of the Micro and Small Business Funding Program for the
Fiscal Year 2024 ending on 31th December 2024, which have been audited by KAP
Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited)
according to their report No. 00692/2.1032/AU.2/10/1902-2/1/IV/2025 dated 21th April
2025, with an unqualified opinion in all material respects
3. With the approval of the Company's Annual Report, including the Supervisory Report of
the Board of Commissioners, and the ratification of the Company's Consolidated Financial
Statements and the Financial Statements of the Micro and Small Business Funding Program
(MSBF), all for the Fiscal Year 2024 ending on December 31, 2024, the GMS hereby grants full
discharge and release (volledig acquit et de charge) to all members of the Board of Directors
for their management actions and to the members of the Board of Commissioners for their
supervisory actions taken during the Fiscal Year 2024 ending on December 31, 2024, to the
extent that such actions are not criminal in nature and are reflected in the aforementioned
reports.
Follow-up/Realization Approved.
Second Meeting Agenda Determination on Utilization of the Company’s Net Profit for Financial Year of 2024.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 85,962,607,682 shares or 98.8931407%
Disagree: 26,466,885 shares or 0.0304480%
Abstain: 935,667,666 shares or 1.0764112%
Resolution Determining the use of the Company's Consolidated Net Profit attributable to the owners of the
parent entity for the Fiscal Year 2024 amounting to Rp23,648,767,816,604 as follows:
1. Cash Dividend of 89% or amounting to Rp21,047,403,356,777.60 or Rp212.4665092 per share,
based on the number of shares issued as of the Meeting date, which is 99,062,216,600 shares.
Payment will be made with the following provisions:
a. Cash Dividend for the Fiscal Year 2024 will be paid proportionally to each Shareholder
whose name is recorded in the Shareholder Register on the recording date.
b. The Board of Directors is authorized and empowered with the right of substitution to:
i Determine the schedule and procedures for the distribution of Dividend payments
for the Fiscal Year 2024 in accordance with applicable laws and regulations;
ii Withhold taxes on Dividends in accordance with applicable tax regulations;
iii Handle other technical matters in accordance with applicable laws and regulations.
2. Recording 11% or amounting to Rp2,601,364,459,826.40 as Retained Earnings, which will be
used to finance the Company's business development.
Follow-up/Realization Approved and implemented.
Third Meeting Agenda Determination of Salary/Honorarium including Facilities and Benefits for Director and Board
of Commissioners for Financial Year 2025, also Tantiem/Performance Incentives/Special
Incentives for Director and Board of Commissioners of the Financial Year 2024.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 79,662,768,025 shares or 91.6456765%
Disagree: 6,323,786,129 shares or 7.2750128%
Abstain: 938,188,079 shares or 1.0793107%
Resolution 1. Approving the granting of authority and power to the Series A Dwiwarna Shareholder to
determine for members of the Board of Commissioners:
a. Tantiem/Performance Incentives/Special Incentives for the Fiscal Year 2024 and/
or Long-Term Incentives for the Period 2025-2027, in accordance with applicable
provisions; and
b. Honorarium, Facilities, and Allowances for the Fiscal Year 2025.
192 ANNUAL REPORT 2025
Page 195
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information AGMS for the 2024 Financial Year
2. Approving the granting of authority and power to the Board of Commissioners, with prior
written approval from the Series A Dwiwarna Shareholder, to determine for members of the
Board of Directors:
a. Tantiem/Performance Incentives/Special Incentives for the Fiscal Year 2024 and/
or Long-Term Incentives for the Period 2025-2027, in accordance with applicable
provisions; and
b. Salary, Facilities, and Allowances for the Fiscal Year 2025.
Follow-up/Realization Approved and implemented.
Fourth Meeting Agenda Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company's
Consolidated Financial Statements and Company’s Financial Report of the Micro and Small
Business Funding Program (MSBF) for Financial Year of 2025.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 79,325,268,227 shares or 91.2574098%
Disagree: 6,618,052,140 shares or 7.6135424%
Abstain: 981,421,866 shares or 1.1290478%
Resolution 1. Approving the appointment of a Public Accountant at the Public Accounting Firm (KAP)
Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) to audit the
Company's Consolidated Financial Statements, Financial Statements of the Micro and Small
Business Funding Program (MSBF), and other reports for the Fiscal Year 2025.
2. Approving the granting of authority and power to the Company's Board of Commissioners to:
a. Appoint a Public Accountant and/or Public Accounting Firm to audit the Company's
Consolidated Financial Statements for other periods in the Fiscal Year 2025 for the
purposes and interests of the Company; and
b. Determine the audit fees and other terms for the Public Accountant and/or Public
Accounting Firm, as well as appoint a replacement Public Accountant and/or Public
Accounting Firm in the event that the Public Accountant and/or Public Accounting
Firm (KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global
Limited) is unable to complete the audit services for the Company's Consolidated
Financial Statements and/or other periods in the Fiscal Year 2025, and the Financial
Statements of the Micro and Small Business Funding Program (MSBF) for the Fiscal Year
2025, including determining the audit fees and other terms for the replacement Public
Accountant and/or Public Accounting Firm.
Follow-up/Realization Approved and implemented.
Fifth Meeting Agenda Approval of the Share Buyback Plan for Shares Issued by the Company.
Number of Shareholders who There were 2 questions from Shareholders.
Ask Questions
The Result of Decision Making Agree: 86,041,506,306 shares or 98.9839073%
Disagree: 30,632,061 shares or 0.0352397%
Abstain: 852,603,866 shares or 0.9808529%
Resolution 1. Approving the Share Buyback of the Company's shares that have been issued and listed on the
Indonesia Stock Exchange with a maximum amount of Rp3,000,000,000,000, including costs
related to the Share Buyback, subject to applicable licensing and regulatory requirements.
2. Granting authority and power to the Company's Board of Directors to implement the Share
Buyback, including the termination of the Share Buyback, subject to applicable regulatory
requirements.
Follow-up/Realization Approved and implemented.
ANNUAL REPORT 2025 193
Page 196
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information AGMS for the 2024 Financial Year
Sixth Meeting Agenda Changes to the Management of the Company.
Number of Shareholders who There were 3 questions from Shareholders.
Ask Questions
The Result of Decision Making Agree: 55,611,014,018 shares or 63.9760471%
Disagree: 30,321,194,158 shares or 34.8821215%
Abstain: 992,534,057 shares or 1.1418315%
Resolution 1. Confirming the honorable dismissal of the following members of the Company's Board of
Commissioners:
1) President Commissioner/Independent Commissioner: Bambang Permadi Soemantri
Brodjonegoro
2) Independent Commissioner: Bono Daru Adji
3) Commissioner: Isa Rachmatarwata
who were appointed based on the Annual GMS Decision for the Fiscal Year 2020 dated May
28, 2021, effective from April 13, 2025, March 24, 2025, and February 7, 2025, respectively,
with gratitude for their contributions and thoughts during their tenure as members of the
Company's Board of Commissioners.
2. Honourably dismissing the following members of the Company's Management:
1) President Director: Ririek Adriansyah
2) Director of Finance and Risk Management: Heri Supriadi
3) Director of Enterprise & Business Service: F. M. Venusiana R.
4) Director of Network & IT Solution: Herlan Wijanarko
5) Director of Human Capital Management: Afriwandi
6) Director of Digital Business: Muhammad Fajrin Rasyid
7) Director of Strategic Portfolio: Budi Setyawan Wijaya
8) Director of Wholesale & International Service: Bogi Witjaksono
9) Independent Commissioner: Wawan Iriawan
10) Commissioner: Marcelino Pandin
11) Commissioner: Arya Mahendra Sinulingga
12) Commissioner: Rizal Mallarangeng
who were appointed based on the Annual GMS Decision for the Fiscal Year 2024 dated May
3, 2024, Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, Annual GMS
Decision for the Fiscal Year 2022 dated May 30, 2023, Annual GMS Decision for the Fiscal
Year 2019 dated June 19, 2020, effective from the closing of this GMS, with gratitude for their
contributions and thoughts during their tenure as members of the Company's Management.
3. Changing the nomenclature of the positions of the Company's Directors as follows:
No. Original Position New Position
1) - Vice President Director
2) Director of Network & IT Solution Director of Network
3) Director of Digital Business Director of IT Digital
4) Director of Strategic Portfolio Director of Strategic Business Development &
Portfolio
5) Director of Group Business -
Development
194 ANNUAL REPORT 2025
Page 197
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information AGMS for the 2024 Financial Year
4. Reassigning Mr. Honesti Basyir from Director of Group Business Development to Director of
Wholesale & International Service who were appointed based on the Annual GMS Decision
for the Fiscal Year 2022 dated May 30, 2023, effective with the remaining term of office
according to the GMS Decision appointing him as Director of Group Business Development.
5. Appointing the following members of the Company's Management:
1) President Director: Dian Siswarini
2) Vice President Director: Muhammad Awaluddin
3) Director of Enterprise and Business Service: Veranita Yosephine
4) Director of Network: Nanang Hendarno
5) Director of Strategic Business Development & Portfolio: Seno Soemadji
6) Director of Human Capital Management: Henry Christiadi
7) Director of Finance and Risk Management: Arthur Angelo Syailendra
8) Director of IT Digital: Faizal Rochmad Djoemadi
9) President Commissioner: Angga Raka Prabowo
10) Independent Commissioner: Yohanes Surya
11) Commissioner: Rizal Mallarangeng
12) Commissioner: Ossy Dermawan
13) Independent Commissioner: Deswandhy Agusman
14) Commissioner: Rionald Silaban
6. The term of office for the newly appointed members of the Board of Directors and Board
of Commissioners will be in accordance with the Company's Articles of Association and
applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any
time.
7. With the confirmation of dismissal, dismissal, change of position nomenclature,
reassignment of duties, and appointment of the Company's Management as referred to in
points 1, 2, 3, 4, and 5, the composition of the Company's Management becomes as follows:
a. Board of Directors
1) President Director: Dian Siswarini
2) Vice President Director: Muhammad Awaluddin
3) Director of Enterprise and Business Service: Veranita Yosephine
4) Director of Network: Nanang Hendarno
5) Director of Strategic Business Development & Portfolio: Seno Soemadji
6) Director of Human Capital Management: Henry Christiadi
7) Director of Wholesale dan International Service: Honesti Basyir
8) Director of Finance and Risk Management: Arthur Angelo Syailendra
9) Director of IT Digital: Faizal Rochmad Djoemadi
b. Board of Commissioners
1) President Commissioner: Angga Raka Prabowo
2) Independent Commissioner: Yohanes Surya
3) Commissioner: Ismail
4) Commissioner: Rizal Mallarangeng
ANNUAL REPORT 2025 195
Page 198
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information AGMS for the 2024 Financial Year
5) Commissioner: Silmy Karim
6) Commissioner: Ossy Dermawan
7) Independent Commissioner: Deswandhy Agusman
8) Commissioner: Rionald Silaban
8. Members of the Board of Directors and Board of Commissioners appointed as referred to
in point 5 who still hold other positions prohibited by law from being held concurrently with
positions as members of the Board of Directors and Board of Commissioners of State-Owned
Enterprises must resign or be dismissed from such positions.
9. Granting power of attorney with the right of substitution to the Company's Board of Directors
to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary
or authorized official, and make adjustments or improvements as necessary if required by
the authorities for the purpose of implementing the contents of the meeting's decisions.
Follow-up/Realization Approved and implemented.
Extraordinary GMS 2025
In 2025, the company held 2 (two) EGMS. The first EGMS was held on September 16, 2025, and second EGMS was held on
December 12, 2025. Both EGMS were held online through KSEI Electronic General Meeting System (“eASY.KSEI”) facility at
the link https://akses.ksei.co.id provided by PT Kustodian Sentral Efek Indonesia (“KSEI”). The implementation of EGMS
was in accordance with the mechanism stipulated in OJK Regulation No. 15/POJK.04/2020, OJK Regulation No. 14 of 2025
regarding Implementation of Electronic General Meeting of Shareholder, General Meeting of Bondholder, General Meeting
of Sukuk Holder, and Company’s Articles of Association.
Process of Convening the First EGMS
The stages of convening the First EGMS year 2025 are as follows:
Stages of Convening the First EGMS Year 2025
Stages Implementation Date
Notification Letter of EGMS Plan to OJK July 21, 2025
Announcement of EGMS July 28, 2025
Invitation to EGMS August 12, 2025
Postponement of EGMS September 3, 2025
Notification of Changes to EGMS Schedule September 4, 2025
Implementation of EGMS September 16, 2025
Summary of Minutes of EGMS September 18, 2025
Minutes of EGMS October 10, 2025
196 ANNUAL REPORT 2025
Page 199
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
To ensure independence, the company appointed independent parties as supporting professionals, namely Notary
Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate
the votes. The details of agenda and implementation of decision for the First EGMS year 2025 are as follows:
Information First EGMS Year 2025
Chair of the Meeting Mr. Angga Raka Prabowo
Quorum of Attendance The holder/proxy of Serie A Dwiwarna share and holder/proxy of Serie B Shares who present
and/or represented physically and electronically through eASY.KSEI that entirely representing
80,852,605,434 shares or 81.6194474% of the total number of shares having legal voting rights
which have been issued by the Company up to the date of the Meeting namely, in the total amount
of 99,060,466,600 shares; with due regard to the Register of Shareholders at the closing of the
shares trading on September 3, 2025.
Attendance of the Board of Board of Commissioners:
Commissioners and Board of • President Commissioner: Mr. ANGGA RAKA PRABOWO;
Directors • Independent Commissioner: Mr. YOHANES SURYA;
• Independent Commissioner: Mr. DESWANDHY AGUSMAN;
• Commissioner: Mr. ISMAIL;
• Commissioner: Mr. RIZAL MALLARANGENG;
• Commissioner Mr. SILMY KARIM;*
• Commissioner: Mr. OSSY DERMAWAN;*
• Commissioner: Mr. RIONALD SILABAN;*
Board of Directors:
• President Director: Mrs. DIAN SISWARINI;
• Vice President Director: Mr. MUHAMMAD AWALUDDIN;
• Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE;
• Director of Network: Mr. NANANG HENDARNO;
• Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI;
• Director of Wholesale dan International Service: Mr. HONESTI BASYIR;
• Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA;
• Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI;
* Present at the Meeting via video teleconference.
Meeting Agenda Changes to the Management of the Company.
Number of Shareholders who There was no question nor response from Shareholder.
Ask Questions
The Result of Decision Making Agree: 53,627,952,493 shares or 66.3280450%
Disagree: 26,669,140,964 shares or 32.9848875%
Abstain: 555,511,977 shares or 0.6870675%
Resolution 1. Ratifying the honorable dismissal of Mr. HENRY CHRISTIADI as Director of Human Capital
Management of the Company, appointed based on the Resolution of the Annual General
Meeting of Shareholders for the Fiscal Year 2024 dated May 27, 2025, effective as of
September 5, 2025, with gratitude for his valuable contributions and dedication during his
tenure as members of the Company’s Board of Directors.
2. Honorably dismissing to the following members of the Company’s Management:
1) Vice President Director: Mr. MUHAMMAD AWALUDDIN
2) Commissioner: Mr. ISMAIL
appointed pursuant to the Resolution of the Annual General Meeting of Shareholders for the
Fiscal Year 2024 dated May 27, 2025, and the Resolution of the Annual General Meeting of
Shareholders for the Fiscal Year 2023 dated May 3, 2024, respectively, effective as of the
closure of this Extraordinary General Meeting of Shareholders, with gratitude for their valuable
contributions and dedication during their tenure as members of the Company’s Management.
ANNUAL REPORT 2025 197
Page 200
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information First EGMS Year 2025
3. Appointing the following individuals as members of the Company’s Management:
1) Director of Human Capital Management: Mr. WILLY SAELAN
2) Director of Legal & Compliance: Mr. ANDY KELANA
3) Independent Commissioner: Mrs. IRA NOVIARTI
4. The term of office for the members of the Board of Directors and Board of Commissioners
appointed as mentioned in point 3 shall be in accordance with the Company’s Articles of
Association and prevailing laws and regulations in the Capital Market sector, without prejudice
to the right of the General Meeting of Shareholders to dismiss them at any time.
5. With the ratification of dismissal, dismissal, and appointment of Company’s Management
as mentioned in points 1, 2, and 3, the composition of the Company’s Board of Directors and
Board of Commissioners becomes as follows:
a. Board of Directors:
1) President Director: Mrs. DIAN SISWARINI;
2) Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA;
3) Director Human Capital Management: Mr. WILLY SAELAN;
4) Director of Legal & Compliance: Mr. ANDY KELANA;
5) Director of Wholesale and International Service: Mr. HONESTI BASYIR;
6) Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE;
7) Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI;
8) Director of Network: Mr. NANANG HENDARNO;
9) Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI;
b. Board of Commissioners:
1) President Commissioner: Mr. ANGGA RAKA PRABOWO;
2) Commissioner: Mr. RIONALD SILABAN;
3) Commissioner: Mr. RIZAL MALLARANGENG;
4) Commissioner: Mr. OSSY DERMAWAN;
5) Commissioner: Mr. SILMY KARIM;
6) Independent Commissioner: Mr. DESWANDHY AGUSMAN;
7) Independent Commissioner: Mr. YOHANES SURYA;
8) Independent Commissioner: Mrs. IRA NOVIARTI;
6. The members of the Board of Directors and Board of Commissioners appointed as referred to
in point 3, who still hold other positions prohibited by law from being held concurrently with
positions in the Board of Directors and Board of Commissioners of a State-Owned Enterprise,
must resign or be dismissed from such positions.
7. To grant power of attorney with the right of substitution to the Board of Directors of the
Company to declare the resolutions of this General Meeting of Shareholders in a Notarial
Deed, to appear before a Notary or authorized official, and to make any necessary adjustments
or corrections if required by the relevant authorities for the purpose of implementing the
contents of the meeting resolutions.
Follow-up/Realization Approved.
198 ANNUAL REPORT 2025
Page 201
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Process of Convening the Second EGMS
The stages of convening the Second EGMS year 2025 are as follows:
Stages of Convening the Second EGMS Year 2025
Stages Implementation Date
Notification Letter of GMS Plan to OJK October 14, 2025
Announcement of GMS October 21, 2025
Invitation to GMS November 20, 2025
Implementation of GMS December 12, 2025
Summary of Minutes of GMS December 16, 2025
Minutes of GMS January 9, 2026
To ensure independence, the company appointed independent parties as supporting professionals, namely Notary Ashoya
Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate the votes.
The details of agenda and implementation of decision for the Second EGMS year 2025 are as follows:
Information Second EGMS Year 2025
Chair of the Meeting Mrs. Ira Noviarti
Quorum of Attendance The holder/proxy of Serie A Dwiwarna shareholders and the holder/proxy of Serie B shareholders
who are present and/or represented physically and electronically through eASY.KSEI who
together represent 85,657,443,141 shares or constitute 86.4698563% of the total number of
shares with voting rights that have been issued by the Company up to the day of the Meeting,
namely 99,060,466,600 shares, taking into account the Shareholders Register at the close of
stock trading on November 19, 2025.
Attendance of the Board of Board of Commissioners:
Commissioners and Board of • Mr. ANGGA RAKA PRABOWO – President Commissioner*;
Directors • Mrs. IRA NOVIARTI – Independent Commissioner;
• Mr. YOHANES SURYA – Independent Commissioner;
• Mr. RIZAL MALLARANGENG – Commissioner;
• Mr. SILMY KARIM – Commissioner;
• Mr. OSSY DERMAWAN – Commissioner;
• Mr. RIONALD SILABAN – Commissioner*;
• Mr. DESWANDHY AGUSMAN – Independent Commissioner*.
Board of Directors:
• Mrs. DIAN SISWARINI – President Director;
• Mrs. VERANITA YOSEPHINE – Director of Enterprise & Business Service;
• Mr. FAIZAL ROCHMAD DJOEMADI – Director of IT Digital;
• Mr. WILLY SAELAN – Director of Human Capital Management;
• Mr. ARTHUR ANGELO SYAILENDRA – Director of Finance & Risk Management;
• Mr. NANANG HENDARNO – Director of Network;
• Mr. SENO SOEMADJI – Director of Strategic Business Development & Portfolio;
• Mr. HONESTI BASYIR – Director of Wholesale & International Service;
• Mr. ANDY KELANA – Director of Legal & Compliance.
* Present at the Meeting via video teleconference.
ANNUAL REPORT 2025 199
Page 202
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information Second EGMS Year 2025
First Meeting Agenda Approval of the Company's plan to conduct a Partial Spin-Off of the Wholesale Fiber Connectivity
Business and Assets (Phase-1), which constitutes part of the plan to Transfer the Entire Wholesale
Fiber Connectivity Business and Assets to PT Telkom Infrastruktur Indonesia (TIF), a subsidiary
whose shares are directly owned by the Company at 99.99%, in compliance with the provisions
of Article 89 paragraph (1) and Article 127 paragraph (1) of Law Number 40 of 2007 concerning
Limited Liability Companies as lastly amended by Law Number 6 of 2023 concerning the
Stipulation of Government Regulation in Lieu of Law Number 2 of 2022 concerning Job Creation
into Law in conjunction with Article 25 paragraph (6) of the Company's Articles of Association.
Number of Shareholders who There was no question nor response from Shareholders.
Ask Questions
The Result of Decision Making Agree: 85,212,558,278 shares or 99.48086232%
Disagree: 33,833,999 shares or 0.0394992%
Abstain: 411,050,864 shares or 0.4798776%
Resolution 1. a) To approve the Company’s action to undertake a partial spinoff of its wholesale fiber
connectivity business and assets (Phase-1), which constitutes part of the plan for
the Transfer of All Wholesale Fiber Connectivity Business and Assets to PT Telkom
Infrastruktur Indonesia, to become effective upon the fulfillment of all requirements in
accordance with the applicable regulations;
b) To approve the increase of the Company’s capital participation in PT Telkom Infrastruktur
Indonesia derived from the partial spinoff of the wholesale fiber connectivity business
and assets (Phase-1) as referred to in decision (a), at fair value and in accordance with the
prevailing regulations.
2. To approve the Draft of the Spin off.
Follow-up/Realization The signing of the Deed of Partial Separation of Wholesale Business and Asset or Material
Fact of Fiber Connectivity by PT Telkom Indonesia (Persero) Tbk into PT Telkom Infrastruktur
Indonesia (TIF) has been approved and implemented, which is Phase-1 of the plan to Transfer All
Wholesale Fiber Connectivity Business and Asset to PT Telkom Infrastruktur Indonesia (TIF) on
December 18, 2025.
Second Meeting Agenda Approval of Changes to the Company’s Article of Association.
Number of Shareholders who There was no question nor response from Shareholders.
Ask Questions
The Result of Decision Making Agree: 76,760,424,933 shares or 89.6132573%
Disagree: 8,390,301,644 shares or 9.7951811%
Abstain: 506,716,564 shares or 0.5915616%
Resolution 1. To approve the amendments to the Company’s Articles of Association in order to align with the
provisions of Law Number 16 of 2025 concerning the Fourth Amendment to Law Number 19 of
2003 on State-Owned Enterprises;
− which has been approved by more than two-thirds (2/3) of the total number of shares with
valid voting rights, including holders of Series A Dwiwarna share
including the amendment to Article 5 of the Company’s Articles of Association regarding
the adjustment of special rights attached to the Series A Dwiwarna Share owned by the
Government of the Republic of Indonesia;
− specifically has been unanimously resolved by representatives of the Series A Dwiwarna
Shareholders based on the power of attorney granted, as the affected shareholders in the
amount of 1 share or 100%.
2. To approve the restatement of all provisions of the Company’s Articles of Association into a
consolidated codification in connection with the amendments as referred to in point 1 of the
above resolution;
200 ANNUAL REPORT 2025
Page 203
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information Second EGMS Year 2025
3. To grant authority and power to the Board of Directors of the Company, with the right of
substitution, to carry out all necessary actions in relation to the resolutions of this Meeting
agenda, including to prepare and restate the entire Articles of Association of the Company
in a Notarial Deed and to grant power, with the right of substitution, to submit such deed
to the relevant authorities for the purpose of obtaining the acknowledgment of notification
and approval of the amendments to the Company’s Articles of Association, and to undertake
any and all actions deemed necessary and useful for such purposes without any exception,
including making additions and/or amendments to such amendments to the Articles of
Association, if required by the relevant authorities.
Follow-up/Realization Approved and amended in the Company's Articles of Association.
Third Meeting Agenda Delegation of Authority for Approval of the Company's Work Plan and Budget (RKAP) for 2026,
Including Amendments.
Number of Shareholders who There was one response from Shareholders.
Ask Questions
The Result of Decision Making Agree: 79,328,774,679 shares or 92.6116538%
Disagree: 4,631,871,898 shares or 5.4074366%
Abstain: 1,696,796,564 shares or 1.9809097%
Resolution 1. To grant authority and power to the Board of Commissioners, subject to obtaining prior
written approval from the Majority Series B Shareholder, to approve the Company’s 2026
Work Plan and Budget (RKAP), including any amendments thereto.
Follow-up/Realization Approved and implemented.
Fourth Meeting Agenda Approval of the Company's Plan to Accept a Special Assignment from the Central Government to
Provide Temporary National Data Center Services (PDNS) During the Transition Period.
Number of Shareholders who There was no question nor response from Shareholders.
Ask Questions
The Result of Decision Making Agree: 77,690,767,100 shares or 90.6993768%
Disagree: 6,256,519,977 shares or 7.3041171%
Abstain: 1,710,156,064 shares or 1.9965061%
Resolution 1. To approve the Company’s plan to accept a special assignment from the Central Government
to provide the Temporary National Data Center (PDNS) services in order to ensure the
continuity of the Government’s digital services;
2. The implementation of the special assignment shall be carried out in accordance with
the applicable regulations and governance, and upon the fulfillment of all requirements
necessary for the implementation of the special assignment pursuant to the prevailing laws
and regulations, including the expected margin insofar as it remains within a reasonable
range in accordance with the assignment granted.
Follow-up/Realization Approved and implemented.
Fifth Meeting Agenda Changes in the Management Company.
Number of Shareholders who There was no question nor response from Shareholders.
Ask Questions
The Result of Decision Making Agree: 79,362,583,505 shares or 92.6511236%
Disagree: 5,814,120,959 shares or 6.7876424%
Abstain: 480,738,677 shares or 0.5612340%
Resolution 1. To respectfully dismiss the following individuals from their positions as members of the
Company’s Management:
1) Director of Wholesale & International Service: Mr. Honesti Basyir
2) Independent Commissioner: Mr. Yohanes Surya
ANNUAL REPORT 2025 201
Page 204
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Information Second EGMS Year 2025
who each of whom was appointed pursuant to the resolutions of the Annual General Meeting
of Shareholders (AGMS) for the Financial Year 2022 dated 30 May 2023 jo. The AGMS for the
Financial Year 2024 dated 27 May 2025, and the AGMS for the Financial Year 2024 dated
27 May 2025, effective as of the closing of this Meeting, with expressions of gratitude for
their contributions of time, effort, and dedication during their tenure as members of the
Company’s Management.
2. Appointing the following members of the Company's Management:
1) Director of Wholesale & International Service: Mr. Budi Satria Dharma Purba
2) Independent Commissioner: Mrs. Rofikoh Rokhim
3. The term of office for the newly appointed members of the Board of Directors and Board
of Commissioners will be in accordance with the Company's Articles of Association and
applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any
time.
4. With the confirmation of dismissal and appointment of the Company's Management as
referred to in points 1 and 2, the composition of the Company's Management becomes as
follows:
a. Board of Directors
1) President Director: Dian Siswarini
2) Director of Enterprise and Business Service: Veranita Yosephine
3) Director of Human Capital Management: Willy Saelan
4) Director of IT Digital: Faizal Rochmad Djoemadi
5) Director of Finance and Risk Management: Arthur Angelo Syailendra
6) Director of Legal & Compliance: Andy Kelana
7) Director of Network: Nanang Hendarno
8) Director of Strategic Business Development & Portfolio: Seno Soemadji
9) Director of Wholesale and International Service: Budi Satria Dharma Purba
b. Board of Commissioners
1) President Commissioner: Angga Raka Prabowo
2) Commissioner: Ossy Dermawan
3) Commissioner: Rionald Silaban
4) Independent Commissioner: Rofikoh Rokhim
5) Commissioner: Silmy Karim
6) Independent Commissioner: Ira Noviarti
7) Commissioner: Rizal MALLARANGENG
8) Independent Commissioner: Deswandhy Agusman
5. Members of the Board of Directors and Board of Commissioners appointed as referred to
in point 2 who still hold other positions prohibited by law from being held concurrently with
positions as members of the Board of Directors and Board of Commissioners of State-Owned
Enterprises must resign or be dismissed from such positions.
6. Granting power of attorney with the right of substitution to the Company's Board of Directors
to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary
or authorized official and make adjustments or improvements as necessary if required by the
authorities for the purpose of implementing the contents of the meeting's decisions.
Follow-up/Realization Approved and implemented.
202 ANNUAL REPORT 2025
Page 205
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Board of Commissioners
The Board of Commissioners is a company organ that has 3. Commit to complying with laws and regulations.
an important role in carrying out supervisory function and 4. Meet the requirements of a good track record.
providing advice to the Board of Directors in managing
5. Commit to comply with laws and regulations;
the company. In accordance with the provisions of Law
knowledge and/or expertise in the field required by
No. 40 of 2007 on Limited Liability Companies, the Board
the company.
of Commissioners is collectively responsible for ensuring
that the company operates properly and in accordance 6. Other requirements in accordance with the Limited
with the principles of Good Corporate Governance Liability Company Law, regulations in the field of
(GCG). In addition, the Board of Commissioners is also Capital Market, and other regulations applicable to
obligated to oversee and monitor the effective and and related to the company’s business activities.
sustainable implementation of GCG in all of the company’s In addition, the appointment of members of the Board of
business practices. Commissioners is carried out by considering integrity,
dedication, understanding of corporate management
Board of Commissioners’ Charter issues related to one of the management functions;
having adequate knowledge in the company’s field of
Telkom has a Board Manual that is authorized and signed
business; and being able to provide sufficient time to
by the Board of Commissioners and the Board of Directors
carry out their duties; as well as other requirements
in Joint Regulation of the Board of Commissioners
based on laws and regulations. The appointment of a
and the Board of Directors No. 05/KEP/DK/2022 and
person as a member of the Board of Commissioners is
PD.620.00/r.01/HK200/COP-M4000000/2022 on the
carried out through a General Meeting of Shareholders
Board Manual of the Company (Persero) PT Telekomunikasi
(GMS).
Indonesia Tbk. The charter regulates the responsibilities,
obligations, and division of duties of the Board of
Commissioners, provisions on meetings, conflicts of Term of Service of Members of
interest, and share ownership, as well as the relationship the Board of Commissioners
of the Board of Commissioners with the Board of Directors
Based on Articles of Association and taking into account
and the GMS. The duties and responsibilities of the
the provisions of Regulation of the Minister of State-
members of the Board of Commissioners are also stated
Owned Enterprises Number PER-3/MBU/03/2023
in the Company’s Articles of Association.
regarding Organ and Human Resource of State-Owned
Enterprises and Letter of the Deputy Head of SOE
Basis of Appointment of the Board Regulatory Agency Number S-12/Wk2.BPU/01/2026
of Commissioners dated January 13, 2026, the term of office of the
members of the Company’s Board of Commissioners is
The appointment of Telkom’s Board of Commissioners
no longer until the closing of the 5th (fifth) Annual GMS
is regulated based on the provisions of the Articles of
since the stipulation of the Decision on the Appointment
Association and considers other provisions, including
of members of the Board of Directors and members of
Minister of State-Owned Enterprises Regulation
the Board of Commissioners of the Company, without
Number PER-3/MBU/03/2023 regarding State-Owned
reducing the authority of the GMS to dismiss members at
Enterprises’ Organs and Human Resources. It is carried
any time. As for the transition period, for members of the
out by ensuring that the requirements stipulated in these
Company’s Board of Commissioners who are still in office
provisions are met, including:
and whose term of office has reached or has passed the
1. Having good character, moral, and integrity. 5th (fifth) Annual GMS, the relevant term of office ends at
2. Capable of performing legal acts. the nearest Annual GMS.
ANNUAL REPORT 2025 203
Page 206
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Mechanism of Resignation and Dismissal of the Board of Commissioners
In accordance with the regulations of the Articles of Association and other regulations, including the Regulation of the
Minister of SOE No. PER-3/MBU/03/2023 regarding Organs and Human Resources of State-Owned Enterprises, the
position of a member of the Board of Commissioners ends if:
1. Passed away;
2. Term of office ended, including resignation from office;
3. Dismissed based on a decision of the GMS; and/or
4. No longer meets the requirements to be a member of the Board of Commissioners of a state-owned enterprise
based on the provisions of the articles of association and laws and regulations, including the prohibition on holding
multiple positions.
Board of Commissioners’ Diversity
Telkom implements a diversity policy in the composition of its Board of Commissioners based on the principles of GCG
and Law No. 39 of 1999 regarding Human Rights. The process of selecting candidates for the Board of Commissioners
considers aspects of diversity, non-discrimination, human rights, and the principle of fairness, while considering
competence, expertise, integrity, and backgrounds that are in line with the company’s needs. To promote gender
equality, Telkom currently has two female members of the Board of Commissioners, reflecting the company’s
commitment to encouraging the representation of women in senior leadership positions within TelkomGroup.
Board of Commissioners’ Diversity as of December 31, 2025
Background of Expertise
No. Name Position Gender Level of Education
and Skill
1. Angga Raka Prabowo President Commissioner Male Communication, Bachelor
International Relation
2. Ossy Dermawan Commissioner Male Military, Strategic Relation, Master
Public Policy, and National
Politics
3. Rionald Silaban Commissioner Male Law, Economics, and Master
Public Management
4. Rizal Malarangeng Commissioner Male Public and Political Doctor
Communication
5. Silmy Karim Commissioner Male Defense Management and Master
Economics
6. Deswandhy Agusman Independent Commissioner Male Finance and Public Policy Master
7. Ira Noviarti Independent Commissioner Female Economics, Finance, and Bachelor
Leadership
8. Rofikoh Rokhim Independent Commissioner Female Economics, Banking, Doctor
Finance, and Leadership
204 ANNUAL REPORT 2025
Page 207
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Diversity of the Composition of the Board of Commissioners Diversity of the Educational Background of the Board of
Commissioners
%
25
37.5%
50%
62.5%
%
25
Non-Independent Independent Doctor Master Bachelor
Board of Commissioners’ Double Position
As part of its efforts to improve transparency, Telkom disclosed information on the double position held by members of
the Board of Commissioners as of December 31, 2025.
Board of Commissioners’ Double Position as of December 31, 2025
Telkom
No. Name Subsidiaries Other Entities
Position Other Position
1. Angga Raka Prabowo President KTKT None a. Deputy Minister of
Commissioner Communication and Digital
b. President Commissioner,
PT Media Pandu Bangsa
c. President Commissioner,
PT Aneka Rupa Pangan
2. Ossy Dermawan Commissioner KEMPR, KNR None a. Deputy Minister of Agrarian
Affairs & Spatial Planning/
Deputy Head of the National
Land Agency
b. Executive Director, SBY*Ani
Museum
c. Manager, LavAni Volleyball Club
3. Rionald Silaban Commissioner KEMPR None None
4. Rizal Malarangeng Commissioner KEMPR, KNR None Commissioner, PT Energi Mega
Persada
5. Silmy Karim Commissioner KEMPR None Deputy Minister of Immigration and
Correction
6. Deswandhy Agusman Independent KA, KTKT None Independent Commissioner,
Commissioner PT Berau Coal Energy Tbk
ANNUAL REPORT 2025 205
Page 208
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Telkom
No. Name Subsidiaries Other Entities
Position Other Position
7. Ira Noviarti Independent KA, KNR, KTKT None Strategic Advisor to Global Private
Commissioner Equity
8. Rofikoh Rokhim Independent KA, KNR, KTKT, None a. President Commissioner,
Commissioner KEMPR PT Trimegah Sekuritas Indonesia
b. Corporate Assessment
Committee, Bursa Efek Indonesia
c. Head of Master of Management
Program, Faculty of Economics and
Business, Universitas Indonesia
Remarks:
KA Audit Committee
KNR Committee for Nomination and Remuneration
KEMPR Committee for Planning and Risk Evaluation and Monitoring
KTKT Integrated Governance Committee
Board of Commissioners’ Duties, 2. Enter the yards, buildings, and offices used by the
company.
Authorities, and Responsibilities
3. Ask for an explanation from the Board of Directors
Based on the Company’s Articles of Association, the Board and/or other officials regarding all matters relating to
of Commissioners is tasked with: the management of the company.
1. Oversee management policies and the general 4. Be informed of any policies and actions which have
conduct of management regarding both the Company been, and which will be taken by the Board of Directors.
and its business operations as carried out by the Board 5. Ask the Board of Directors and/or other officials under
of Directors. the level of the Board of Directors, with the knowledge
2. Provide advice to the Board of Directors, including of the Board of Directors, to attend the meeting of the
oversight of the implementation of the Company’s Board of Commissioners.
Long-Term Plan, Work Plan, and Budget, as well as the 6. Appoint and dismiss a secretary from the Board of
provisions of the Articles of Association, resolutions of Commissioners.
the General Meeting of Shareholders, and applicable
7. Suspend the members of the Board of Directors in
laws and regulations, in the best interests of the
accordance with the provisions of these Articles of
Company and in accordance with its objectives
Association of the Company.
and purposes.
8. Establish an Audit Committee, Remuneration and
3. Comply with the Articles of Association and applicable
Nomination Committee, Risk Monitoring Committee,
laws and regulations, as well as the principles
and other committees, if considered necessary, with
of professionalism, efficiency, transparency,
due observance of the capability of the company.
independence, accountability, responsibility, and
9. Hiring experts for specific tasks and for a specific
fairness.
period at the Company’s expense, if deemed necessary
4. Acting in good faith, with due care and responsibility,
and in accordance with applicable regulations.
in performing supervisory duties and providing advice
10. Perform the management actions over the company
to the Board of Directors in the best interests of the
in certain conditions for a certain period under the
Company and in accordance with the Company’s
provisions of these Articles of Association.
objectives and purposes.
11. Approve the appointment and dismissal of the
In carrying out its duties, the Board of Commissioners has Corporate Secretary and/or the Head of the Internal
the authority to: Audit Unit after first obtaining the approval of the
1. Examine books, letters, as well as other documents, majority of Series B Shareholders.
examine cash position for verification purposes 12. Attend board meetings and offer insights on the topics
and other securities and examine the assets of discussed.
the company.
206 ANNUAL REPORT 2025
Page 209
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
13. Exercise other supervisory powers provided that they 13. Drafting the Board of Commissioners’ Charter and
do not conflict with applicable laws and regulations, establishing the framework for relations between the
as well as regulations governing the Capital Market, Company’s Board of Commissioners and the Boards
the Articles of Association, and/or resolutions of the of Commissioners of the Company’s subsidiaries
General Meeting of Shareholders. and other entities, in accordance with applicable
laws and regulations, particularly those governing
The Board of Commissioners is required to: the Capital Market.
1. Provide advice to the Board of Directors in the 14. Perform other duties related to oversight and advisory
management of the Company. functions, provided that such duties do not conflict
2. Provide opinions and approve the Company’s Long- with applicable laws and regulations, the Articles of
Term Plan and annual Work and Budget Plan, as well Association, and/or resolutions of the General Meeting
as other plans, prepared by the Board of Directors of Shareholders.
in accordance with the provisions of the Articles
Under certain circumstances, the Board of Commissioners
of Association.
is required to convene an Annual General Meeting of
3. Monitoring the Company’s operations and providing Shareholders and other General Meetings of Shareholders
opinions and recommendations to the General Meeting in accordance with its authority as stipulated by applicable
of Shareholders regarding any matters deemed laws and regulations and the Articles of Association.
important for the management of the Company.
If the Company incurs a loss, the members of the Board of
4. Notify the largest holder of Series B shares in the event
Commissioners shall be collectively liable for any errors or
of signs of a decline in the Company’s performance.
negligence in the performance of their duties, unless it can
5. Propose to the General Meeting of Shareholders the be proven that:
appointment of a Public Accountant to audit the
1. The loss was not due to any fault or negligence on his/
Company’s books.
her part.
6. Review and examine the periodic reports and Annual
2. Has acted in good faith, with a sense of responsibility,
Report prepared by the Board of Directors, and sign
and with due care in the best interests of the Company
the Annual Report.
and in accordance with its objectives and purposes.
7. Provide explanations, opinions, and recommendations
3. Has no direct or indirect conflict of interest regarding
to the General Meeting of Shareholders regarding the
management actions that result in losses.
Annual Report, if requested.
4. Measures have been taken to prevent the occurrence
8. Prepare the minutes of the Board of Commissioners’
or continuation of such losses.
meeting and keep a copy.
9. Report to the Company regarding his or her and/or
his or her family’s shareholdings in the Company and President Commissioner Duties
other companies. The President Commissioner acts as primus inter pares,
10. Submit a report to the Annual General Meeting on the which means coordinator of implementing the activities
supervisory duties performed during the most recent and duties of the Board of Commissioners. However,
financial year. President Commissioner has an equal position with other
11. Provide explanations regarding any matters inquired members of the Board of Commissioners. The following
about or requested by the holders of Series A are the duties and responsibilities of the President
Dwiwarna Shares, in accordance with applicable Commissioner:
laws and regulations, particularly those governing the 1. Lead and ensure the Board of Commissioners’
Capital Market. performance effectiveness.
12. Submit quarterly reports on the Company’s 2. Develop, implement, and review work guidelines/
performance, including the achievement of Key procedures related to the duties of the Board of
Performance Indicator, to the holders of Series A Commissioners.
Dwiwarna Shares and the largest holders of 3. Create a calendar of the Board of Commissioners
Series B Shares. meeting schedule and coordinate it with the Board of
Commissioners Committees.
ANNUAL REPORT 2025 207
Page 210
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
4. Organize and submit meeting agendas and promptly inform all Commissioners.
5. Interact periodically with the President Director and act as a liaison between the Board of Commissioners and the
Board of Directors.
6. Ensure that the information provided to all Commissioners is accurate, on time, and transparent.
7. Ensure effective communication with shareholders.
8. Organize regular performance evaluations of the Board of Commissioners, including all Committees and Independent
Commissioners.
9. Facilitate the effective contribution of the Independent Commissioners and establish constructive relationships
among the Commissioners.
Board of Commissioners’ Meeting
Board of Commissioners’ Meeting Policy
Based on the Company’s Articles of Association, Telkom’s Board Manual, and OJK Regulation No. 33/POJK.04/2014, the
Board of Commissioners is required to hold meetings at least once a month or whenever deemed necessary, as well as to
hold joint meetings with the Board of Directors at least once every three months or as needed. A meeting is considered
to have reached a quorum if more than half of the members of the Board of Commissioners are present. Decisions in
meetings are made by consensus. If consensus cannot be reached, decisions are made based on a majority vote of the
members present or represented. In the event of a tie, the decision will follow the opinion of the chair of the meeting.
Implementation of Meetings in 2025
Throughout 2025, the Board of Commissioners held 26 internal meetings and 8 joint meetings with the Board of
Directors. The following table shows the frequency of attendance of Board of Commissioners members at internal
meetings and the attendance of Board of Commissioners and Board of Directors members at joint meetings during
2025:
Board of Commissioners’ Internal Meeting Agenda in 2025
No. Date Meeting Agenda
1. Monday, January 6, 2025 a. Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025
b. Others: Period of Assignment of KEMPR Members
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ √ - √ √ √ N/A N/A N/A N/A N/A N/A N/A
2. Tuesday, January 7, 2025 Update Batam Data Center
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ √ - √ √ √ N/A N/A N/A N/A N/A N/A N/A
3. Tuesday, January 14, 2025 Discussion of 2025 Board of Directors’ Collegial KPI
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ √ - √ - √ N/A N/A N/A N/A N/A N/A N/A
4. Tuesday, February 11, 2025 Discussion of the 2025 - 2029 RJPP
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ - √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
5. Wednesday, February 19, 2025 Discussion of TelkomGroup Talent for 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ - √ N/A - √ N/A N/A N/A N/A N/A N/A N/A
208 ANNUAL REPORT 2025
Page 211
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
6. Monday, March 17, 2025 a. Discussion of InfraCo-Carve Out
b. Integrated Audit Progress Report for Financial Year 2024
c. 2025 Remuneration Proposal
d. Adjustment of the Duties of the Board of Commissioners
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
√ √ √ √ √ - N/A √ √ N/A N/A N/A N/A N/A N/A N/A
7. Tuesday, April 15, 2025 Discussion Proposal of Share Buyback
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ √ - N/A √ √ N/A N/A N/A N/A N/A N/A N/A
8. Wednesday, April 30, 2025 GMS Preparation:
a. Audit Committee Presentation regarding KAP Proposal
b. Alternative Proposal for the Chairman of GMS
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A - √ - √ √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
9. Monday, May 26, 2025 Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of
Commissioners
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ √ - N/A √ √ N/A N/A N/A N/A N/A N/A N/A
10. Tuesday, June 10, 2025 Formation of the Board of Commissioners' Organ and Division of Duties
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
11. Monday, June 23, 2025 a. Discussion Proposal of the Board of Directors Regulation on Cooperation (PD Kerja Sama)
b. KEMPR Report on Company Performance Ytd May 2025
c. Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
12. Tuesday, July 8, 2025 a. Discussion Proposal of 2025 Contingency Plan Document
b. Discussion Proposal of Organizational Changes/Organizational Transformation
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
13. Monday, July 28, 2025 Discussion Proposal of Phase II CAPEX Release for 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A - √ √ √ √ N/A N/A
14. Wednesday, July 30, 2025 a. Report on Co-Lead Investigation Task Force’s Follow-up Finding Progress (Task Force Report)
b. Company Performance Evaluation Update Ytd June 2025
c. Amendment to the Articles of Association
d. Alternative Proposal for the Chairman of EGMS
e. Remuneration and Contract Extension of the Board of Commissioners
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
ANNUAL REPORT 2025 209
Page 212
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Date Meeting Agenda
15. Friday, August 29, 2025 a. Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business
Operations
b. Discussion Proposal of Candidates for Subsidiary Management
c. Others:
i. Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025
ii. Nomination of Audit Committee Members from Non-Commissioner Elements
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
16. Wednesday, September 17, 2025 a. Division of Duties of the Board of Commissioners
b. Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ - √ - √ N/A
17. Friday, September 19, 2025 Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband
Auction Tender
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A - √ √ √ √ √ N/A
18. Sunday, September 21, 2025 Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding
Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access
Services in 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A - √ √ √ √ √ N/A
19. Friday, September 26, 2025 Decision Making on:
a. Capital Investment for Stages 3 and 4 of Batam Data Center Project
b. Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
20. Monday, October 27, 2025 Discussion and Decision Making on:
a. CSS Proposal for 2026 - 2028
b. InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset
(Phase-1) by PT Telkom Indonesia (Persero) Tbk (“Telkom”) to PT Telkom Infrastruktur Indonesia (“TIF”) within
InfraCo Project (“Separation”)
c. Proposal of RKAP 2026 Secretariat of the Board of Commissioners
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
21. Monday, October 27, 2025 a. Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026
b. Discussion of 2022 - 2024 LTI Grant
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
22. Wednesday, November 19, 2025 Decision Making on:
a. Decision Making on Proposal of Directors' Individual KPI for 2025
b. Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ - N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
210 ANNUAL REPORT 2025
Page 213
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
23. Monday, December 1, 2025 Update from the Board of Directors regarding:
a. Telkomsel's continued investment in GoTo
b. Development of Strategic Holding's socialization with SEKAR
c. Others
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
24. Sunday, December 7, 2025 Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
25. Tuesday, December 16, 2025 Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on
December 12, 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
26. Tuesday, December 30, 2025 a. Proposal for Write-off of Accounts Receivable
b. 2026 RKAP Proposal (Fourth Submission)
c. Others
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
Remarks:
BPSB Bambang Permadi Soemantri Brodjonegoro WI Wawan Iriawan
RM Rizal Malarangeng ARP Angga Raka Prabowo
SK Silmy Karim OD Ossy Dermawan
IS Ismail RS Rionald Silaban
MRP Marcelino Rumambo Pandin DA Deswandhy Agusman
AMS Arya Mahendra Sinulingga YS Yohanes Surya
IR Isa Rachmatarwata IN Ira Noviarti
BDA Bono Daru Adji RR Rofikoh Rokhim
Recapitulation of the Board of Commissioners’ Attendance at Internal Meeting up to May 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Bambang Permadi Soemantri President Commissioner/ 6 6 100
Brodjonegoro1) Independent Commissioner
2. Bono Daru Adji Independent Commissioner 9 7 78
3. Wawan Iriawan Independent Commissioner 9 9 100
4. Arya Mahendra Sinulingga Commissioner 9 3 33
5. Isa Rachmatarwata 2)
Commissioner 3 3 100
6. Ismail Commissioner 9 8 89
7. Marcelino Rumambo Pandin Commissioner 9 7 78
8. Rizal Malarangeng Commissioner 9 8 89
9. Silmy Karim Commissioner 9 9 100
Remarks:
1) Resign on April 10, 2025.
2) Since February 7, 2025, he has been carrying out state obligation, so there is no obligation to attend the meeting.
ANNUAL REPORT 2025 211
Page 214
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Recapitulation of the Board of Commissioners’ Attendance at Internal Meeting since June 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Angga Raka Prabowo President Commissioner 17 14 82
2. Ismail 1)
Commissioner 9 8 89
3. Ossy Dermawan Commissioner 17 17 100
4. Rionald Silaban Commissioner 17 16 94
5. Rizal Malarangeng Commissioner 17 17 100
6. Silmy Karim Commissioner 17 16 94
7. Deswandhy Agusman Independent Commissioner 15 15 100
8. Yohanes Surya 2)
Independent Commissioner 15 14 93
9. Ira Noviarti 3)
Independent Commissioner 11 11 100
10. Rofikoh Rokhim 4)
Independent Commissioner 2 2 100
Remarks:
1) Until September 16, 2025.
2) Until December 12, 2025.
3) Since September 16, 2025.
4) Since December 12, 2025.
Recapitulation of the Board of Commissioners’ and Board of Directors’ at Joint Meeting Agenda in 2025
No. Date Meeting Agenda
1. Thursday, a. Performance Ytd December 2024
January 30, 2025
b. BoC Concern Routine: Progress of InfraCo and FMC
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
√ √ √ √ √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
- √ √ - √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
2. Friday, February a. Performance Ytd January 2025
28, 2025
b. BoC Concern Routine: Progress of InfraCo and FMC
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
√ √ √ √ √ √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
√ √ √ √ √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
3. Monday, March 24, a. Performance Ytd February 2025
2025
b. Others:
i. Progress of the Board of Directors' Follow-up on the Board of Commissioners' Advice
ii. Proposal of Share Buyback
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
√ √ √ √ √ √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
√ √ √ √ √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
212 ANNUAL REPORT 2025
Page 215
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
4. Friday, May 2, a. Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025
2025
b. BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025
c. 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
N/A √ √ √ √ √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
√ √ √ √ √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
5. Monday, May 26, a. Company Performance Ytd April 2024
2025
b. BoC Concern:
i. Regular: FMC and InfraCo Update
ii. Thematic: FGD Update on Stock, Data Center, and Starlink
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
N/A √ √ √ √ √ N/A √ √ N/A N/A N/A N/A N/A N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
√ √ √ √ √ √ √ √ √ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
6. Wednesday, June Company Performance Ytd May 2025
25, 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
N/A N/A N/A N/A N/A √ N/A N/A N/A √ √ N/A √ √ √ √ √ √ N/A N/A
7. Wednesday, July a. Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program
30, 2025
b. Main Points of CSS Proposal 2026 - 2028
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
N/A √ √ √ N/A N/A N/A N/A N/A √ √ √ √ √ N/A N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
N/A N/A N/A N/A N/A √ N/A N/A N/A √ √ N/A √ √ √ √ √ √ N/A N/A
8. Wednesday, Discussion of the Company’s Performance Update Ytd July 2024
October 29, 2025
Attendance List BPSB RM SK IS MRP AMS IR BDA WI ARP OD RS DA YS IN RR
of BOC
N/A √ √ N/A N/A N/A N/A N/A N/A √ √ √ √ √ √ N/A
Attendance List RA AF BSW BW FMVR HB HS HW MFR DS MA WS AAS VY NH FRD SS HC AK BSDP
of BOD
N/A N/A N/A N/A N/A √ N/A N/A N/A √ N/A √ √ √ √ √ √ N/A √ N/A
Remarks:
BPSB Bambang Permadi Soemantri Brodjonegoro DA Deswandhy Agusman MFR Muhamad Fajrin Rasyid
RM Rizal Malarangeng YS Yohanes Surya DS Dian Siswarini
SK Silmy Karim IN Ira Noviarti MA Muhammad Awaluddin
IS Ismail RR Rofikoh Rokhim WS Willy Saelan
MRP Marcelino Rumambo Pandin RA Ririek Adriansyah AAS Arthur Angelo Syailendra
AMS Arya Mahendra Sinulingga AF Afriwandi VY Veranita Yosephine
IR Isa Rachmatarwata BSW Budi Setyawan Wijaya NH Nanang Hendarno
BDA Bono Daru Adji BW Bogi Witjaksono FRD Faizal Rochmad Djoemadi
WI Wawan Iriawan FMVR FM Venusiana R SS Seno Soemadji
ARP Angga Raka Prabowo HB Honesti Basyir HC Henry Christiadi
OD Ossy Dermawan HS Heri Supriadi AK Andy Kelana
RS Rionald Silaban HW Herlan Wijanarko BSDP Budi Satria Dharma Purba
ANNUAL REPORT 2025 213
Page 216
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Recapitulation of the Board of Commissioners’ Attendance at Joint Meeting up to May 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Bambang Permadi Soemantri President Commissioner/ 3 3 100
Brodjonegoro1) Independent Commissioner
2. Wawan Iriawan Independent Commissioner 5 5 100
3. Bono Daru Adji Independent Commissioner 5 5 100
4. Marcelino Rumambo Pandin Commissioner 5 5 100
5. Ismail Commissioner 5 5 100
6. Rizal Malarangeng Commissioner 5 5 100
7. Isa Rachmatarwata 2)
Commissioner 1 1 100
8. Arya Mahendra Sinulingga Commissioner 5 5 100
9. Silmy Karim Commissioner 5 5 100
Remarks:
1) Resign on April 10, 2025.
2) Since February 7, 2025, he has been carrying out state obligation, so there is no obligation to attend the meeting.
Recapitulation of the Board of Commissioners’ Attendance at Join Meeting since June 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Angga Raka Prabowo President Commissioner 3 3 100
2. Ismail1) Commissioner 2 2 100
3. Ossy Dermawan Commissioner 3 3 100
4. Rionald Silaban Commissioner 3 3 100
5. Rizal Malarangeng Commissioner 3 3 100
6. Silmy Karim Commissioner 3 3 100
7. Deswandhy Agusman Independent Commissioner 3 3 100
8. Yohanes Surya3) Independent Commissioner 3 3 100
9. Ira Noviarti2) Independent Commissioner 1 1 100
10. Rofikoh Rokhim4) Independent Commissioner - - -
Remarks:
1) Until September 16, 2025.
2) Since September 16, 2025.
3) Until December 12, 2025.
4) Since December 12, 2025.
214 ANNUAL REPORT 2025
Page 217
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Recapitulation of the Board of Directors’ Attendance at Joint Meeting up to May 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Ririek Adriansyah President Director 5 4 80
2. Afriwandi Director of Human Capital 5 5 100
Management
3. Bogi Witjaksono Director of Wholesale & 5 4 80
International Service
4. Budi Setyawan Wijaya Director of Strategic Portfolio 5 5 100
5. FM Venusiana R Director of Enterprise & 5 5 100
Business Service
6. Heri Supriadi Director of Finance & Risk 5 5 100
Management
7. Herlan Wijanarko Director of Network & IT 5 5 100
Solution
8. Honesti Basyir Director of Group Business 5 5 100
Development
9. Muhamad Fajrin Rasyid Director of Digital Business 5 5 100
Recapitulation of the Board of Directors’ Attendance at Joint Meeting since June 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Dian Siswarini President Director 3 3 100
2. Muhammad Awaluddin 1)
Vice President Director 2 2 100
3. Arthur Angelo Syailendra Director of Finance & Risk 3 3 100
Management
4. Andy Kelana2) Director of Legal & Compliance 1 1 100
5. Budi Satria Dharma Purba4) Director of Wholesale & - - -
International Service
6. Faizal Rochmad Djoemadi Director of IT Digital 3 3 100
7. Henry Christiadi1) Director of Human Capital 2 2 100
Management
8. Honesti Basyir3) Director of Wholesale & 3 3 100
International Service
9. Nanang Hendarno Director of Network 3 3 100
10. Seno Soemadji Director of Strategic Business 3 3 100
Development & Portfolio
11. Veranita Yosephine Director of Enterprise & 3 3 100
Business Service
12. Willy Saelan2) Director of Human Capital 1 1 100
Management
Remarks:
1) Until September 16, 2025.
2) Since September 16, 2025.
3) Until December 12, 2025.
4) Since December 12, 2025.
ANNUAL REPORT 2025 215
Page 218
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Board of Commissioners’ Attendance Level
Level of attendance of the Board of Commissioners in joint meeting of the Board of Commissioners and Directors,
internal meeting of the Board of Commissioners, and meeting for concurrent position in the committee are as follows.
Level of Attendance of the Board of Commissioners up to May 2025
Joint Internal Average of
No. Name Position KA KEMPR KNR KTKT
Meeting Meeting Attendance
1. Bambang Permadi President Commissioner/ 100% 100% 100% 100% - 100% 100%
Soemantri Independent Commissioner
Brodjonegoro
2. Bono Daru Adji Independent Commissioner 100% 78% 100% 83% - 100% 92%
3. Wawan Iriawan Independent Commissioner 100% 100% 100% - 100% - 100%
4. Arya Mahendra Commissioner 100% 22% - 83% 100% - 76%
Sinulingga
5. Isa Rachmatarwata Commissioner 100% 100% - 100% - - 100%
6. Ismail Commissioner 100% 89% - 100% 60% - 87%
7. Marcelino Rumambo Commissioner 100% 78% - - 80% 100% 90%
Pandin
8. Rizal Malarangeng Commissioner 100% 89% - 100% 100% - 97%
9. Silmy Karim Commissioner 100% 100% - 100% 80% - 95%
Average of Attendance of the Board of Commissioners 100% 84% 100% 95% 87% 100% 94%
Level of Attendance of the Board of Commissioners since June 2025
Joint Internal Average of
No. Name Position KA KEMPR KNR KTKT
Meeting Meeting Attendance
1. Angga Raka Prabowo President Commissioner 100% 80% - - - 100% 93%
2. Rizal Malarangeng Commissioner 100% 100% - 100% 100% - 100%
3. Silmy Karim Commissioner 100% 93% - 93% - - 95%
4. Ossy Dermawan Commissioner 100% 100% - 100% 100% - 100%
5. Rionald Silaban Commissioner 100% 93% - 100% - - 98%
6. Deswandhy Agusman Independent Commissioner 100% 100% 92% - - 100% 98%
7. Ira Noviarti Independent Commissioner 100% 100% 100% - 100% 100% 100%
8. Yohanes Surya Independent Commissioner 100% 93% 67% - 100% 100% 92%
9. Rofikoh Rokhim Independent Commissioner - 100% - 100% - - 100%
Average of Attendance of the Board of Commissioners 100% 95% 86% 99% 100% 100% 97%
Remarks:
Joint Meeting Meeting of the Board of Commissioners with the Board of Directors
Internal Meeting Internal Meeting of the Board of Commissioners
KA Audit Committee
KEMPR Committee for Planning anf Risk Evaluation and Monitoring
KNR Committee for Nomination and Remuneration
KTKT Integrated Governance Committee
216 ANNUAL REPORT 2025
Page 219
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Improving the Competency of the Board of Commissioners
Policy on Improving the Competency of the Board of Commissioners
The Company provides opportunities and provides various training programs, educational activities, workshops, or
other similar activities to each member of the Board of Commissioners aimed at developing their knowledge and
expertise, as well as ensuring that the professional insight, competence, and leadership abilities of the Board of
Commissioners continue to develop in line with the latest industry development. The implementation of this Board
of Commissioners competency improvement program is also a form of compliance with Regulation of the Minister
of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant
Corporate Activities of State-Owned Enterprises and Decree of the Deputy Minister of State-Owned Enterprises for
Finance and Risk Management Number SK-3/DKU.MSU/05/2023 dated May 26, 2023 regarding Technical Instruction
for the Composition and Qualification of Risk Management Organ within State-Owned Enterprises.
Board of Commissioners’ Competency Improvement Activities in 2025
The education and training programs attended by members of the Board of Commissioners during 2025 are as follows:
Education, Training, Seminar, Conference, and Congress of Telkom’s Board of Commissioners in 2025
No. Program Name Organizer Location Date Participant
1. DBN Breakfast Talk Dutch Business Network Jakarta February 11, 2025 Silmy Karim
Indonesia
2. Tri-Sector Leadership Institut Harkat Negeri Jakarta February 15, 2025 Silmy Karim
Bootcamp
3. Leading Global Business Harvard Business School United States of February 20, 2025 Ira Noviarti
America
4. Harvard Asia Business Harvard Business School United States of February 23, 2025 Ira Noviarti
Conference 2025 America
5. Private Equity and Harvard Business School United States of March 2 - 3, 2025 Marcelino
Venture Capital America Rumambo Pandin
Foundations
6. Mobile World Congress GSMA Barcelona March 3 - 6, 2025 Rizal Malarangeng
(MWC) 2025
7. Strategic Research Harvard Business School United States of March 4 - 5, 2025 Marcelino
& Development America Rumambo Pandin
Management
8 Eagles on Vacation with Yayasan Solidaritas Kawula Jakarta June 24, 2025 Silmy Karim
Diesel One Solidarity Muda
9. Speaker at Rapat Kerja Himpunan Pengusaha Jakarta July 25, 2025 Silmy Karim
Daerah (RAKERDA) HIPMI Muda Indonesia (HIPMI)
JAYA 2025
10. Speaker at Rapat Kerja Gabungan Industri Jakarta July 30, 2025 Silmy Karim
Nasional (RAKERNAS) Pariwisata Indonesia (GIPI)
III GIPI
ANNUAL REPORT 2025 217
Page 220
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Program Name Organizer Location Date Participant
11. Qualified Risk LPS - Mitra Kalyana Jakarta July 30 - 31, 2025 • Angga Raka
Governance Professional Sejahtera Prabowo
(QRGP) • Yohanes Surya
• Ossy Dermawan
September 17, 2025 Deswandhy
Agusman
November 12, 2025 Ira Noviarti
12. Critical Thinking for Telkom Corporate Online August 8, 2025 Rizal Malarangeng
Better Judgment and University Center/LinkedIn
August 11, 2025 Silmy Karim
Decision-Making
August 13, 2025 Rionald Silaban
13. Strategic Business Telkom Corporate Online August 9, 2025 Rizal Malarangeng
Analysis Essentials University Center/LinkedIn
14. Top 10 Gotchas of Cyber Telkom Corporate Online August 9, 2025 Rizal Malarangeng
Regulation University Center/LinkedIn
15. Algorithmic Auditing and Telkom Corporate Online August 11, 2025 Silmy Karim
Continuous Monitoring University Center/LinkedIn
August 13, 2025 • Rizal Malarangeng
• Rionald Silaban
16. Balanced Scorecard Telkom Corporate Online August 11, 2025 Silmy Karim
and Key Performance University Center/LinkedIn August 13, 2025 Rionald Silaban
Indicator
17. Building a Responsible Telkom Corporate Online August 11, 2025 Silmy Karim
AI Program: Context, University Center/LinkedIn
Culture, Content, and
Commitment
18. Compliance and Telkom Corporate Online August 11, 2025 Silmy Karim
Regulations for University Center/LinkedIn
August 13, 2025 • Rizal Malarangeng
Generative AI
• Rionald Silaban
19. Corporate Financial Telkom Corporate Online August 11, 2025 Silmy Karim
Statement Analysis University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
August 13, 2025 Rionald Silaban
20. Digital Transformation Telkom Corporate Online August 11, 2025 Silmy Karim
University Center/LinkedIn
21. Economics for Business Telkom Corporate Online August 11, 2025 Silmy Karim
Leaders University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
August 13, 2025 Rionald Silaban
22. Finance Foundations: Telkom Corporate Online August 11, 2025 Silmy Karim
Corporate Governance University Center/LinkedIn August 13, 2025 Rionald Silaban
23. Foundations of Telkom Corporate Online August 11, 2025 Silmy Karim
Responsible AI University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
August 13, 2025 Rionald Silaban
24. Insider Threat Risk Telkom Corporate Online August 11, 2025 Silmy Karim
Management University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
August 13, 2025 Rionald Silaban
218 ANNUAL REPORT 2025
Page 221
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Program Name Organizer Location Date Participant
25. Introduction to AI Telkom Corporate Online August 11, 2025 Silmy Karim
Governance University Center/LinkedIn
August 13, 2025 • Rizal Malarangeng
• Rionald Silaban
26. Introduction to Auditing Telkom Corporate Online August 11, 2025 Silmy Karim
AI Systems University Center/LinkedIn
August 13, 2025 • Rizal Malarangeng
• Rionald Silaban
27. Leveraging AI for Telkom Corporate Online August 11, 2025 Silmy Karim
Governance, Risk, and University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
Compliance
August 13, 2025 Rionald Silaban
28. Measuring Business Telkom Corporate Online August 11, 2025 Silmy Karim
Performance University Center/LinkedIn August 13, 2025 Rionald Silaban
29. Operational Excellence Telkom Corporate Online August 11, 2025 Silmy Karim
Foundations University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
August 13, 2025 Rionald Silaban
30. Privacy, Governance, Telkom Corporate Online August 11, 2025 Silmy Karim
and Compliance: Data University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
Classification and
Inventory August 13, 2025 Rionald Silaban
31. Responsible AI: Telkom Corporate Online August 11, 2025 Silmy Karim
Principles and Practical University Center/LinkedIn
August 12, 2025 Rizal Malarangeng
Application
August 13, 2025 Rionald Silaban
32. Strategic Business Telkom Corporate Online August 11, 2025 Silmy Karim
Analysis Essentials University Center/LinkedIn August 12, 2025 Rionald Silaban
33. Top 10 Gotchas of Cyber Telkom Corporate Online August 11, 2025 Silmy Karim
Regulation University Center/LinkedIn
34. Digital Transformation Telkom Corporate Online August 12, 2025 Rizal Malarangeng
University Center/LinkedIn August 13, 2025 Rionald Silaban
35. Diaspora Global Indonesia Diaspora Jakarta August 13, 2025 Silmy Karim
Summit-2 Network (IDN) United
36. Building a Responsible Telkom Corporate Online August 13, 2025 • Rizal Malarangeng
AI Program: Context, University Center/LinkedIn • Rionald Silaban
Culture, Content, and
Commitment
37. Top 10 Gotchas of Cyber Telkom Corporate Online August 13, 2025 Rionald Silaban
Regulation University Center/LinkedIn
38. Bali Annual Telkom Telkom Indonesia Bali August 27 - 28, 2025 • Angga Raka
International Conference International Prabowo
(BATIC) • Yohanes Surya
39. Forum Internal Audit Telkom Bandung August 28, 2025 Deswandhy
TelkomGroup Agusman
40. Leading Transformation Telkom Jakarta October 17, 2025 Ira Noviarti
with Innovation and
Agility in a Holding
Ecosystem
ANNUAL REPORT 2025 219
Page 222
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Program Name Organizer Location Date Participant
41. Beyond Strategic Harvard Business School United States of November 11 - 12, Silmy Karim
Planning: From America 2025
ClassRoom
Implementation to
Sustainment
42. Building Organizational Harvard Business School United States of November 11 - 12, Silmy Karim
Cultures: ClassRoom A America 2025
Framework for Leaders
43. Women Leading Change: Ministry of Finance Jakarta November 20, 2025 Ira Noviarti
Transformation and
Innovation in Action
44. Workshop Internal Audit Telkom Yogyakarta November 26 - 27, • Deswandhy
2025 Agusman
• Ira Noviarti
45. Seminar “Harmonisasi Telkom Jakarta November 28, 2025 Ossy Dermawan
Tata Kelola Pertanahan
dan Kepatuhan Hukum
dalam Pengelolaan
dan Penanganan
Permasalahan Aset
Tanah TelkomGroup”
220 ANNUAL REPORT 2025
Page 223
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Orientation Program for New Members of the Board of Commissioners
An orientation program for new members of the Board of Commissioners to understand the company’s activities
and conditions, in accordance with Minister of State-Owned Enterprises Regulation Number PER-02/MBU/03/2023
regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises. In 2025, the
company implemented the following orientation program:
No. Date Activities/Orientation Materials
1. June 1, 2025 Responsibilities, Rights, Obligations, and Duties of the Board of Commissioners, as well as
Remuneration, Job Facilities, Organizational Introduction, and Digital Signature Application
2. June 2, 2025 Company Strategic Planning, RKAP, and Key Performance Indicator (KPI)
3. June 3, 2025 Technology and Corporate Action Update
4. June 4, 2025 Office Tour:
a. GraPARI Telkomsel
b. TIOC (TelkomGroup Integrated Operation Center)
c. Vision Telkomsel (Vital Intelligent System & Integrated Operations Nexus)
d. Employee Corner
5. June 5, 2025 Risk Management and Legal & Compliance
6. September 23, 2025 Audit Committee Onboarding regarding Fraud
7. September 24, 2025 a. BoC & BoD Authority & Responsibility, Board Manual
b. Remuneration and Job Facilities
c. Introduction to Corporate Organization and Strategic Planning
d. Risk Management
e. Corporate Action
f. Company Key Performance Indicator (KPI)
8. September 25, 2025 Audit Committee Onboarding regarding Integrated Audit
9. October 2, 2025 WSA (Wholesale Agreement), CNOP (Collaborative Network Optimization Project), and
Overview of the Agreement with Telkomsel, Enterprise Business, Technology, and Digital
10. December 22, 2025 a. Introduction to Organization, Corporate Strategic Planning, and Strategic Holding
b. Subsidiary Update: Business and Issues
c. Subsidiary Streamlining
d. Corporate Action and Enterprise Business
11. December 24, 2025 a. Risk Management
b. Group Business Operation & Strategic Holding
c. Overview of the Agreement with Telkomsel
d. Technology and Digital
ANNUAL REPORT 2025 221
Page 224
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Board of Commissioners’ Self-Assessment Policy
Telkom has a self-assessment policy to assess the performance of the Board of Commissioners, which is a form of
accountability for the collegial performance assessment of the Board of Commissioners that is expected to motivate each
member of the Board of Commissioners to improve their performance. This policy is stated in the Joint Regulation of
the Board of Commissioners and Directors Number 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022
regarding Work Procedure Guidelines for the Board of Commissioners and Directors (Board Manual) of the Limited Liability
Company (Persero) PT Telekomunikasi Indonesia Tbk.
Board of Commissioners’ Performance Assessment
The performance of Telkom’s Board of Commissioners is assessed based on Key Performance Indicator (KPI) formulated
from their main duties, including supervising the policies and management of the company by the Board of Directors,
providing advice to the Board of Directors, and supervising the implementation of the Company’s Long-Term Plan, Work
Plan and Annual Budget, provisions of the Articles of Association, GMS Decisions, and laws and regulations in accordance
with the company’s objectives. KPI evaluations are conducted annually, with the 2025 evaluation results showing that the
Board of Commissioners has performed its duties well.
Board of Commissioners’ Performance Assessment Based on KPI in 2025
Achievement
Key Performance Indicator (KPI)
Point (%) Score (%)
Planning 20 115
Supervision and Giving Advice 36 110
Reporting 16 100
Dynamic 28 112
Total 100 110
Committee Under the Board of Commissioners’ Assessment
In carrying out its duties, the Board of Commissioners is assisted by Audit Committee, Committee Nomination and
Remuneration, Committee for Planning and Risk Evaluation and Monitoring, and Integrated Governance Committee. The
Board of Commissioners evaluates the performance of its subordinate committees annually and in 2025. The evaluation is
conducted qualitatively to identify areas for performance improvement across the following indicators:
1. Consistency in ensuring follow-up.
2. Providing early warning regarding the deterioration of the company’s financial condition (significant and critical issues),
project progress, and the Company’s KPI achievements.
3. Timeliness and accuracy in submitting reports to the Board of Commissioners.
4. The ability to identify fraud and oversee its resolution.
5. Comprehensiveness of the analysis and recommendations.
6. Continuous improvement of competencies.
7. The ability to maintain independence, set priority themes, and follow up on recommendations in action plans at
subsidiaries.
222 ANNUAL REPORT 2025
Page 225
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Overall, these committees were able to carry out their duties and responsibilities effectively throughout 2025.
Evaluation of Committees Under the Board of Commissioners in 2025
Committees Qualitative Measure
Audit Committee Good
Committee for Nomination and Remuneration Good
Committee for Planning and Risk Evaluation and Monitoring Good
Integrated Governance Committee Good
Independent Commissioner
As of December 31, 2025, Telkom has eight members of the Board of Commissioners, three of whom are Independent
Commissioners. This number meets the requirements of OJK Regulation No. 33/POJK.04/2014, which is 30%. The GMS
regulates the criteria for determining and appointing Independent Commissioners, which refer to:
1. Telkom Articles of Association.
2. Financial Services Authority Regulation No. 33/POJK.04/2014 regarding the Board of Directors and Board of
Commissioners of Issuers or Public Companies, namely as follows:
a. Not a person who works for or has the authority and responsibility to plan, lead, control, or supervise the company’s
related activities within the last 6 (six) months, except for reappointment as an Independent Commissioner in the
following period.
b. Does not own Telkom shares, either directly or indirectly.
c. Has no affiliation with Telkom, members of the Board of Commissioners, members of the Board of Directors, or
major shareholders of Telkom.
d. Has no business relationship, either directly or indirectly, related to Telkom’s business activities.
In addition to the provisions of the Articles of Association and POJK Number 33/POJK.04/2014, Telkom also complies
with the provisions regarding Independent Commissioners as stipulated in Resolution of the Minister of State-Owned
Enterprises Number PER-3/MBU/03/2023 regarding Organization and Human Resources of State-Owned Enterprises.
Independent Commissioners’ Duties
As members of the Board of Commissioners who are independent, Independent Commissioners have the responsibility to
support the implementation of good corporate governance principles within the company. Independent Commissioners
have the following duties:
1. Ensure transparency and openness in the company’s Financial Report.
2. Fair treatment of minority shareholder and other stakeholder.
3. Disclose transaction involving conflict of interest in a fair and equitable manner.
4. Ensure the company’s compliance with applicable law and regulation.
5. Ensure the accountability of corporate organ.
ANNUAL REPORT 2025 223
Page 226
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
In addition, Independent Commissioners also have the following responsibilities:
1. Ensure that the company has an effective business strategy, including monitoring schedule, budget, and the
effectiveness of these strategy.
2. Ensure that the company appoints professional executive and manager.
3. Ensure that the company has information, court system, and audit system are running well.
4. Ensuring that the company complies with applicable law and regulation as well as the value established by the
company in conducting its operation.
5. Ensure that risk and potential crises are always identified and managed properly.
6. Ensure that GCG principles and practice are adhered to and implemented properly.
Independence Statement
In accordance with Article 25 of OJK Regulation No. 33/POJK.04/2014, Independent Commissioners who have served for
two periods (two terms in 5 years) may be reappointed, provided they declare their independence to the GMS and disclose
it publicly in the Annual Report. Until the end of 2025 Financial Year, no Independent Commissioners at Telkom have
served for two terms. However, Telkom still requires each Independent Commissioner to sign an Independence Statement
annually. This is done as part of the implementation of GCG, to ensure that each member of the Board of Commissioners
carries out their duties independently and without intervention from other parties.
Composition of Telkom’s Independent Commissioners in 2025
Name Basis of Appointment
Bambang Permadi Soemantri Brodjonegoro AGMS dated May 27, 2021 to AGMS dated May 27, 2025
Bono Daru Adji AGMS dated May 27, 2021 to AGMS dated May 27, 2025
Wawan Iriawan AGMS dated June 18, 2020 to AGMS dated May 27, 2025
Yohanes Surya AGMS dated May 27, 2025 to EGMS dated December 12, 2025
Deswandhy Agusman AGM dated May 27, 2025
Ira Noviarti EGMS dated September 16, 2025
Rofikoh Rokhim EGMS dated December 12, 2025
224 ANNUAL REPORT 2025
Page 227
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Committee Under
the Board of Commissioners
Legal Basis for Committee Audit Committee’s Scopes, Duties,
Establishment and Responsibilities
Committee under the Board of Commissioners is The scopes, duties, and responsibilities of the Audit
established based on the following regulations/ Committee are as follows:
legislation: 1. Supervision of Financial Information
1. Article 121 of Law Number 40 Year 2007 regarding a. Reviewing the process of preparing Financial
Limited Liability Companies. Report to see whether it has been carried out in
2. Law of the Republic of Indonesia Number 1 of 2025 accordance with applicable regulation, policies,
regarding Third Amendment to Law Number 19 of system, and procedure;
2003 regarding State-Owned Enterprises. b. Conducting a review of financial information
3. Article 21 of the Regulation of the Minister of that will be published by the company, such as
SOEs Number 2 of 2023 regarding Guidelines for Financial Report, projection, and other financial
Governance and Significant Corporate Activities of information; and
State-Owned Enterprises. c. Ensuring that Financial Report and other related
4. Article 28 paragraph (4) of the Financial Services information are presented based on data and
Authority Regulation Number: 33/POJK.04/2014 financial information or management accounting
regarding Directors and Board of Commissioners of correctly and accurately in accordance with
Issuers or Public Companies. generally accepted accounting principles.
5. Telkom’s Articles of Association Article 15 number 2 2. Supervision of Internal Audit
letter a.8. a. Reviewing Annual Audit Work Program (PKAT) and
Internal Audit Annual Non-Audit Work Program
Audit Committee (PKNAT);
b. Evaluating the effectiveness of the company’s
In accordance with the provisions of the Company’s
Internal Audit;
Articles of Association, Telkom has established an
Audit Committee to assist the Board of Commissioners c. Monitoring the implementation of follow-
in performing its supervisory functions. This Audit up action on Internal Auditor finding and/or
Committee works based on Resolution of the Board of External Auditor finding and management letter
Commissioners Number 13/KEP/DK/2024 regarding Work (recommendation) by the Board of Directors;
Implementation Guidelines (Charter) of Audit Committee d. Evaluating status and follow-up on significant
of PT Telekomunikasi Indonesia Tbk. The establishment issues;
of Audit Committee is also a form of compliance with OJK e. Providing recommendation to the Board of
Regulation Number 55/POJK.04/2015 dated December Commissioners for the appointment of the Head
23, 2015, the provisions of US SEC Exchange Act 10A- of the Internal Audit Unit (Senior Vice President
3, and Minister of State-Owned Enterprises Regulation Internal Audit); and
Number PER-2/MBU/03/2023 regarding Guidelines
f. Periodically evaluate and recommend
for Governance and Significant Corporate Activities of
improvement to Internal Audit Charter.
State-Owned Enterprises, and PER-3/MBU/03/2023 on
Organ and Human Resource of State-Owned Enterprises,
issued on March 20, 2023.
ANNUAL REPORT 2025 225
Page 228
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
3. Oversight of Internal Control 5. Supervision of Compliance with Regulations and
a. Monitoring the adequacy of management’s Legislation as well as Complaints regarding the
effort to establish and operate effective internal Process of Accounting and Financial Reporting
control, particularly internal control over financial a. Conducting a review of compliance with laws and
reporting; and regulations related to the Company’s business
b. Immediately conducts discussion regarding activities including but not limited to laws and
finding and matters that contain indication of regulations in the Capital Market sector, taxation,
weakness and/or obstacle in internal control, and/or regulations related to good corporate
inefficiency in the company’s activities, error governance, as well as regulations and other laws
in the application of accounting standard, and relating to financial reporting risk;
violation of applicable law and regulation. b. Providing facilities for receiving, reviewing, and
4. Supervision of External Audit follow-up on complaints covering the company
and its consolidated subsidiaries; and
a. Assisting the Board of Commissioners in the
process of appointing independent auditor c. Ensuring that the company’s management
candidates who will carry out integrated audits of creates a work culture that encourages every
the company and its consolidated subsidiaries; employee to comply with the company’s code of
ethics.
b. Providing recommendations to the company’s
Board of Commissioners regarding the 6. Carrying Out Supervisory Function in an Integrated
appointment of AP and/or KAP who will provide Manner as Part of Integrated Governance
audit services; 7. Carrying Out Other Tasks Assigned by the Board of
c. Giving and providing pre-approval for non-audit Commissioners
services to be assigned to independent auditors; 8. Maintaining the Confidentiality of Company
d. Oversight the integrated audit process in the Documents, Data, and Information
company and the audit process in subsidiaries
whose financial statements are consolidated Audit Committee’s Composition
into the Company’s Consolidated Financial
In accordance with OJK Regulation Number 55/
Statements;
POJK.04/2015 dated December 23, 2015 and US SEC
e. Providing an independent opinion in the event
Regulation, Audit Committee must have at least 3
of a difference of opinion between management
members from Independent Commissioners and parties
and the independent auditors; and
outside the company, with the chairman having to be an
f. Evaluating the implementation of the provision Independent Commissioner.
of audit services on annual historical financial
information by AP and/or KAP. Based on these regulations, membership composition
of Audit Committee of the Company (Persero)
PT Telekomunikasi Indonesia Tbk until May 27, 2025
based on Resolution of the Board of Commissioners
Number 04/KEP/DK/2024 dated February 6, 2024 is as
follows:
226 ANNUAL REPORT 2025
Page 229
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Audit Committee’s Composition up to May 27, 2025
Name and
Position Basis of Appointment Term of Service
Double Position Status
Chairman Bono Daru Adji Resolution of the Board of Commissioners Number 05/KEP/ June 8, 2021 -
Independent Commissioner DK/2021 dated June 8, 2021 and lastly re-established through May 27, 2025
Resolution of the Board of Commissioners Number 04/KEP/
DK/2024 dated February 6, 2024.
Members Bambang Permadi Soemantri Resolution of the Board of Commissioners Number 05/KEP/ June 8, 2021 -
Brodjonegoro DK/2021 dated June 8, 2021 and lastly re-established through May 27, 2025
President Commissioner/ Resolution of the Board of Commissioners Number 04/KEP/
Independent Commissioner DK/2024 dated February 6, 2024.
Wawan Iriawan Resolution of the Board of Commissioners Number 09/KEP/ June 29, 2020 -
Independent Commissioner DK/2020 dated June 29, 2020 and lastly re-established May 27, 2025
through Resolution of the Board of Commissioners Number
04/KEP/DK/2024 dated February 6, 2024.
Emmanuel Bambang Suyitno Resolution of the Board of Commissioners No. 17/KEP/ September
Independent Member/ DK/2020 dated September 1, 2020 and lastly re-established 1, 2020 -
Financial Expert through Resolution of the Board of Commissioners No. 04/ September 25,
KEP/DK/2025 dated June 13, 2025. 2025
Edy Sihotang Resolution of the Board of Commissioners No. 08/KEP/ August 2, 2021 -
Independent Member/ DK/2021 dated August 2, 2021 and lastly re-established December 1, 2025
Financial & Forensic Audit through Resolution of the Board of Commissioners No. 14/KEP/
Expert DK/2025 dated September 25, 2025.
Meanwhile, membership composition of Audit Committee of the Company (Persero) PT Telekomunikasi Indonesia
Tbk as of December 31, 2025 based on Resolution of the Board of Commissioners Number 24/KEP/DK/2025 dated
December 23, 2025 is as follows:
Audit Committee’s Composition as of December 31, 2025
Name and
Position Basis of Appointment Term of Service
Double Position Status
Chairman Deswandhy Agusman Resolution of the Board of Commissioners No. 04/KEP/ June 13, 2025 -
Independent Commissioner DK/2025 dated June 13, 2025 and lastly re-established Present
through Resolution of the Board of Commissioners No. 24/
KEP/DK/2025 dated December 23, 2025.
Members Ira Noviarti Resolution of the Board of Commissioners No. 14/KEP/ September 25,
Independent Commissioner DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
through Resolution of the Board of Commissioners No. 24/
KEP/DK/2025 dated December 23, 2025.
Rofikoh Rokhim Resolution of the Board of Commissioners No. 24/KEP/ December 23,
Independent Commissioner DK/2025 dated December 23, 2025. 2025 - Present
Achmad Taufik Resolution of the Board of Commissioners No. 14/KEP/ September 25,
Independent Member/Fraud & DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
Investigation Expert through Resolution of the Board of Commissioners No. 24/
KEP/DK/2025 dated December 23, 2025.
Irhoan Tanudiredja Resolution of the Board of Commissioners No. 20/KEP/ December 1, 2025
Independent Member/ DK/2025 dated December 1, 2025. - Present
Financial Expert
ANNUAL REPORT 2025 227
Page 230
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Profile of Audit Committee Members Who are Also Members of the Board of
Commissioners
Deswandhy Agusman
Chairman
Age 66 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1988 MBA, Finance, Business, and Economics, University of Denver, United States of
America
• 1985 Bachelor of Civil Engineering (Construction Management), Institut Teknologi
Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly
re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2015 - Present Independent Commissioner, PT Berau Coal Energy Tbk
• 2025 - 2030 Member, National Committee on Corporate Governance Policy
Work Experience • 2015 - 2024 Commissioner, PT Maybank Sekuritas Indonesia
• 2015 - 2024 Independent Commissioner, PT Maybank Indonesia Finance
• 2010 - 2012 Independent Commissioner, PT Bank Tabungan Negara Tbk
• 2002 - 2006 Member of the Board of Commissioners, PT Bank Permata Tbk
• 2001 - 2003 Senior Advisor to the Minister of Cooperatives and Small and Medium Enterprises
for Technology Utilization
• 2000 - 2005 Member, National Committee on Corporate Governance Policy
• 1999 - 2004 President Commissioner, PT Permodalan Nasional Madani Venture Capital
• 1999 - 2001 Deputy Minister of Cooperatives and Small and Medium Enterprises for Financing
• 1999 - 2001 Commissioner, PT Bank BRI
• 1998 - 1999 Director General of Financing Facilitation and Savings and Loans
• 1992 - 1998 Managing Director - Corporate Finance, PT Peregrine Sewu Securities
• 1990 - 1992 Syndication Manager, PT Nomura Indonesia
• 1988 - 1990 Management Associate Global Corporate Banking Group, Citibank N.A
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Ira Noviarti
Member
Age 54 years old
Citizenship Indonesia
Domicile Banten, Indonesia
Educational Background • 1995 Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and
lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2025 - Present Strategic Advisor to Global Private Equity
228 ANNUAL REPORT 2025
Page 231
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Ira Noviarti
Member
Work Experience • 2020 - 2024 President Director, PT Unilever Indonesia
• 2017 - 2020 Vice President Beauty & Personal Care, PT Unilever Indonesia
• 2015 - 2017 Vice President, Unilever Food Solutions South-East Asia
• 2010 - 2015 Director Ice Cream and Media Consumer Market Insight, PT Unilever Indonesia
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Rofikoh Rokhim
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2005 Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France
• 2002 D.E.A (M.Phil) International and Development Economic, Universite de Paris 1
Pantheon-Sorbonne, France
• 2002 Master Specialist in Public Finance, Institute International d’Administration
Publique, France
• 1994 B.A in Public Administration, Universitas Gadjah Mada, Indonesia
• 1990 B.A in Management Economic, Universitas Islam Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025
Concurrent Position • 2025 - Present President Commissioner, PT Trimegah Sekuritas Indonesia
• 2023 - Present Corporate Assessment Committee, Bursa Efek Indonesia
• 2019 - Present Head of Master of Management Program, Faculty of Economics and Business,
Universitas Indonesia
Work Experience • 2017 - 2025 Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk
• 2017 - 2019 Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani
(PNM)
• 2015 - 2017 President Commissioner, PT Hotel Indonesia Natour (Persero)
• 2016 - 2017 Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged
Regions
• 2015 - 2017 Committee for Service and Committee for Participation & Organizational
Performance & HR, BPJS Ketenagakerjaan
• 2014 - 2015 Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy
and Mineral Resources
• 2014 - 2015 Members of Audit Committee and Risk Committee, PT Pos Indonesia
• 2008 - 2013 Head of the Indonesia Intelligence Unit
• 1995 - 2008 Bisnis Indonesia Reporter
Professional Certification • 2024 Level 6 Risk Management in Banking Industry by Bankers Association for Risk
Management
• 2024 Charter of Accountant (CA), Asosiasi Akuntan Indonesia
• 2023 Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute
Internal Audit Indonesia
• 2017 Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI
ANNUAL REPORT 2025 229
Page 232
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Profile of Audit Committee Members Outside the Board of Commissioners
Achmad Taufik
Independent Member/Fraud & Investigation Expert
Age 48 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2025 Master of Management, Universitas Trilogi, Indonesia
• 1999 Bachelor of Economics, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and
lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated
December 23, 2025
Term of Service September 25, 2025 - Present
Duty and Responsibility Supervising and monitoring integrated audit process, financial report consolidation process, and
effectiveness of internal control over financial reporting
Concurrent Position • 2024 - Present Advisor, Sustain Consulting
• 2025 - Present Advisor, Parker Russel Indonesia
Work Experience • 2020 - 2024 Secretary of the Board of Commissioners, PT PLN (Persero)
• 2005 - 2020 Senior Specialist/Kasatgas, KPK RI
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
• 2024 Certified Financial Investigation (CFI)
• 2021 Certified Audit Committee Practices (CACP)
• 2018 Graduate, FBI National Academy
Irhoan Tanudiredja
Independent Member/Financial Expert
Age 63 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1986 Bachelor of Economics, Universitas Katolik Parahyangan, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025
Term of Service December 1, 2025 - Present
Duty and Responsibility Supervising and monitoring integrated audit process, financial report consolidation process, and
effectiveness of internal control over financial reporting
Concurrent Position • Audit Committee Member, PT Vale Indonesia Tbk
• Audit Committee Member, PT Astra International Tbk
• Advisory Board Member, Yayasan Mimpi Anak Wangsa Indonesia
Work Experience • 1985 - 2023 Auditor, KAP Rintis, Jumadi, Rianto & Rekan
Professional Certification • 2016 Certified Public Accountant, IAPI
• 2012 CPA Australia, member
• 1996 ACCA, member
230 ANNUAL REPORT 2025
Page 233
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Audit Committee Members Whose Terms End in 2025
Yohanes Surya
Member
Age 62 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1994 Ph.D in Philosophy, the College William and Mary, United States of America
• 1990 Master of Science in Physics, the College William and Mary, United States of
America
• 1986 Bachelor of Physics, Universitas Indonesia, Indonesia
Basis of Appointment Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Basis of Dismissal Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025
Concurrent Position • 2025 - Present Commissioner, PT Solusi Bangun Indonesia
Work Experience • 2024 - 2025 Minister's Expert Staff, Ministry of Higher Education, Science, and Technology
• 2018 - 2024 Special Advisor to Coordinating Minister for Maritime Affair and Investment for
Technology and Communication
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Bono Daru Adji
Chairman
Age 56 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1995 LLM, Monash University, Australia
• 1993 Bachelor of Law, Universitas Trisakti, Indonesia
Basis of Appointment Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position • 2025 Managing Director Legal, PT Danantara Invesment Management
Work Experience • 2023 - 2025 Ethics Committee Member, Indonesian Football Association
• 2022 - 2025 The Board of Directors Member, Indonesian Audit Committee Association
• 2017 - 2025 Managing Partner, Assegaf Hamzah & Partners
• 2019 - 2022 Disciplinary Committee, PT Bursa Efek Indonesia
• 2018 - 2021 Chairman of Standard Board, Capital Market Legal Consultants Association
Professional Certification • 2024 Certified Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan
Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan
Akuntan Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2017 Licensed to practice law as an advocate by Capital Market Legal Consultants
Association (Capital Market Legal Consultants Association - HKHPM)
• 2017 Licensed to practice law as an advocate by the Indonesian Bar Association
(PERADI)
ANNUAL REPORT 2025 231
Page 234
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Bambang Permadi Soemantri Brodjonegoro
Member
Age 58 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1997 Ph.D., University of Illinois at Urbana-Champaign, United States of America
• 1993 Master of Urban Planning, University of Illinois at Urbana-Champaign, United
States of America
• 1990 Bachelor of Economics, Universitas Indonesia, Indonesia
Basis of Appointment Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on
April 10, 2025)
Concurrent Position • 2025 Dean and CEO, Asian Development Bank Institute
Work Experience • 2024 - 2025 Special Advisor to the President for Economic and National Development
• 2021 - 2025 President Commissioner, PT Prudential Syariah
• 2021 - 2025 President Commissioner, PT Bukalapak Tbk
• 2021 - 2025 Independent Commissioner, PT Astra International Tbk
• 2021 - 2025 Independent Commissioner, PT TBS Energi Utama Tbk
• 2021 - 2025 Commissioner, PT Combiphar
• 2021 - 2025 Independent Commissioner, PT Indofood Tbk
• 2021 President Commissioner, PT Nusantara Green Energy
• 2021 - 2023 President Commissioner, PT Oligo Infrastruktur
• 2019 - 2021 Minister of Research, Technology, and National Innovation of the Republic of
Indonesia
• 2016 - 2019 Minister of National Development Planning of the Republic of Indonesia
• 2014 - 2016 Minister of Finance of the Republic of Indonesia
• 2013 - 2014 Vice Minister of Finance of the Republic of Indonesia
Professional Certification • 2021 Qualified Risk Governance Professional (QRGP)
Wawan Iriawan
Member
Age 61 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2018 Doctor of Law, Universitas Padjadjaran, Indonesia
• 2005 Master of Law, Universitas Padjadjaran, Indonesia
• 1989 Bachelor of Law, Universitas Jenderal Soedirman, Indonesia
Basis of Appointment Telkom Annual General Meeting of Shareholders (AGMS) on June 19, 2020
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position No concurrent position held
Work Experience • 1999 - 2000 Managing Partner, Iriawan & Co
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
• 2021 Certification in Audit Committee Practices (CACP)
232 ANNUAL REPORT 2025
Page 235
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Emmanuel Bambang Suyitno
Independent Member/Financial Expert
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2007 MBA, Institut Pengembangan Manajemen Indonesia (IPMI) International
Business School, Indonesia
• 1995 Bachelor of Accounting, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2020 dated September 1, 2020 and lastly
re-established through Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June
13, 2025
Basis of Dismissal Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025
Work Experience • 2017 - 2020 Corporate Secretary Division, PT PP Presisi Tbk
• 2016 - 2017 SVP Head of Investor Relations, Corporate Finance, MIS & Audit, Lucky Group
of Indonesia
• 2014 - 2016 Audit Committee Member, PT Danareksa (Persero)
• 1994 - 2014 Audit Committee, Risk Management and Audit, Corporate Secretary, Investor
Relations, Corporate Finance, ChemOne Holdings Pte Ltd, PT Indika Energy
Tbk, PT Surya Citra Media Tbk., PT Kopitime Dot Com Tbk Jan Darmadi Group,
Ernst and Young
Professional Certification • 2025 Tax Brevet A & B, Asosiasi Teknisi Perpajakan Indonesia (ATPI)
• 2024 Certified Professional Financial Analyst (CPFA®) by IEEEF Institute
• 2024 Certified Performance Management Professional (CPMP®) by IEEEF Institute
• 2023 Certified Risk Management Specialist (CRMS), Esas Management
• 2019 Certification in Audit Committee Practices (CACP), Indonesian Audit Committee
Association
• 2015 Indonesia Registered Accountant (RNA) by Ministry of Finance of the Republic
of Indonesia
• 2014 Chartered of Accountant by International Federation of Accountants (IFAC),
Ikatan Akuntan Indonesia (IAI)
• 2011 Certified of Investor Relations by Indonesia Investor Relations Institute
• 2001 Investment Manager License by Capital Market Supervisory Board (OJK/
Bapepam)
ANNUAL REPORT 2025 233
Page 236
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Edy Sihotang
Independent Member/Financial & Forensic Audit Expert
Age 60 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1997 MBA, University of Illinois at Urbana-Champaign, United States of America
• 1991 Diploma IV in Accounting, Sekolah Tinggi Akuntansi Negara, Indonesia
• 1985 Diploma III in Accounting, Sekolah Tinggi Akuntansi Negara, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 08/KEP/DK/2021 dated August 2, 2021 and lastly
re-established through Resolution of the Board of Commissioners Number 14/KEP/DK/2024 dated
September 25, 2025
Basis of Dismissal Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025
Work Experience • 2025 Independent Member/Financial Expert, Audit Committee
• 2021 - 2025 Independent Member/Financial & Forensic Audit Expert, Audit Committee
• 2019 - 2020 Vice President Investigation & WBS, PT Pertamina (Persero)
• 2018 - 2019 Head of Internal Audit, PT Pertamina Geothermal Energy
• 2013 - 2017 Head of Internal Audit, PT Pertamina Internasional Eksplorasi dan Produksi
• 2009 - 2012 GCG & Compliance, Corporate Secretary, PT Pertamina (Persero)
• 2006 - 2009 Head of Internal Auditor/Inspector, Badan Rehabilitasi dan Rekonstruksi NAD-
Nias
• 1999 - 2005 Widyaiswara/Lecturer, Badan Pendidikan dan Pelatihan Keuangan,
Department of Finance
• 1997 - 1998 Auditor, Public Accounting Firm (KAP) Hadori, Soejatna & Rekan
• 1985 - 1997 Auditor, Badan Pengawasan Keuangan dan Pembangunan (BPKP)
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
• 2021 Certification of Audit Committee Practices (CACP), Indonesian Audit
Committee Association
• 2019 Certification Forensic Auditor (CFrA), Lembaga Sertifikasi Profesi Auditor
Forensik, Indonesia
• 2014 Chartered Accountant (CA), Ikatan Akuntan Indonesia
• 2014 Certified Control Self-Assessment (CCSA), Institute of Internal Auditor, United
States of America
• 2013 Certified Risk Management Assurance (CRMA), Institute of Internal Auditor,
United States of America
• 2012 Qualified Internal Auditor (QIA), Institute of Internal Auditor, Indonesia
• 2011 Certified Internal Auditor (CIA), Institute of Internal Auditor, United States of
America
• 2009 Certified Fraud Examiner (CFE), Association of CFE, United States of America
• 1996 Certified Public Accountant (CPA), United States of America
234 ANNUAL REPORT 2025
Page 237
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Audit Committee Independence d. Discuss the continuous improvement of ICoFR
with the first, second, and third line.
All members of Telkom’s Audit Committee are required e. Discuss with Internal Auditor to evaluate the
to have integrity and be independent in carrying out their effectiveness of ICoFR as well as the level of
duties and responsibilities. As a manifestation of their compliance with regulations, including Capital
commitment to independence, each member of Audit Market regulations, such as Financial Services
Committee must sign an Integrity Pact and Independence. Authority (OJK) Regulations and Sarbanes-Oxley
This ensures that every decision made by Audit Committee Act (SOX), considering that the Company is also
is free from the influence or pressure of other parties, listed on the New York Stock Exchange.
thereby maintaining objectivity and transparency in every
2. Supervision of the Company’s Quarterly
step they take.
Consolidated Financial Statements
a. Conducting review and discussion with Internal
Performance and Implementation of
Auditor and management including Director of
Audit Committee Activities Finance and Risk Management on the Company’s
Quarterly Consolidated Financial Statements
The following summarizes the performance and
before Financial Statements are reported to
implementation of Audit Committee activities during the
Financial Services Authority (OJK) and Stock
2025 Financial Year in the Committee Activity Report,
Exchange to ensure that Financial Statements
among others:
issued by management have been presented fairly
1. Supervision of Internal Control over Financial in accordance with generally accepted accounting
Reporting (ICoFR) principles, have sufficient disclosure aspect and
Considering that Internal Control over Financial do not contain material misstatement, which are
Reporting (ICoFR) is very important to ensure the needed by readers in making decision.
integrity and reliability of the Company’s financial b. Providing input or recommendation to
statements, the Audit Committee conducts the management and the Board of Commissioners
following supervision: regarding improvement or enhancement in
a. Conduct discussions with all parties related to the financial reporting process.
control design process, especially those directly c. Ensuring that stakeholders’ interest is protected
related to the financial reporting process, to through reliable and transparent Financial
ensure the adequacy of policies and procedures to Report.
identify, measure, and control risks that may affect
3. Oversight of Internal Control
the reliability of financial statements.
a. Conducting review and discussion with Internal
b. Discussed with Internal Auditor regarding the
Audit regarding the result of the Control Self-
implementation of Control Self-Assessment
Assessment (CSA) conducted by each risk owner.
(CSA) through strengthening first and second line
capabilities. b. Conducting review and discussion with Internal
Audit regarding the result of internal consulting
c. Discussing with Internal Auditor and External
conducted by Internal Audit.
Auditor regarding the process of implementing
Control Deficiency (CD) remediation.
ANNUAL REPORT 2025 235
Page 238
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
c. Conducting review and discussion with Internal i. Ensure that the company has complied with
Audit regarding significant/critical issues and all applicable regulations, thereby reducing
other findings, as well as follow-up action that legal, reputational and operational risk.
have been and/or will be carried out, such ii. Provide assurance to stakeholders that the
as through follow-up audit, special audit and company is well managed and in accordance
investigative audit. with the principles of regulatory compliance.
d. Conducting review and discussion with Internal iii. Increase transparency and accountability in
Audit regarding the company’s risk management, the implementation of corporate governance.
Audit Committee oversee and monitor the risk of
e. In relation to the Integrated Audit process for
fraud and financial reporting risk that may have
Financial Year 2025, the Audit Committee also
a material impact on the presentation of the
discussed audit planning and audit scoping as
Financial Statements.
well as Early Warning Report (EWR).
4. Supervision of Integrated Audit Process for
5. Evaluation of the performance of Independent
Financial Year 2025 and Financial Year 2026
Auditor who audited the Company’s Consolidated
Matters discussed by the Audit Committee together Financial Statements for Financial Year 2024
with KAP PSS/EY, Internal Auditor, and management, and providing recommendation to the Board of
among others: Commissioners regarding appointment of an
a. Closing audit process of Financial Statements Independent Auditor who will audit the Company’s
as of December 31, 2025, for the consolidated Consolidated Financial Statements for Financial
subsidiaries and parent entity (PT Telkom Year 2025
Indonesia (Persero) Tbk), which includes a. Prepare an evaluation report regarding the
significant accounting and auditing issues, IT implementation of the audit of the Company’s
General Control & Application Control, quality and Consolidated Financial Statements for 2024
acceptability to Financial Accounting Standard, Financial Year, which will then be submitted to the
appropriateness of accounting estimate and Board of Commissioners and Financial Services
judgment and adequacy of disclosure in the Authority (OJK).
Consolidated Financial Statements.
b. Based on audit evaluation report of the
b. Internal Control over Financial Reporting (ICoFR) Consolidated Financial Statements for 2024
is implemented by management to ensure that Financial Year, provide recommendation to the
the Financial Statements are fairly presented and Board of Commissioners regarding Independent
free from material misstatement. Auditor to audit the Consolidated Financial
c. Audited Consolidated Financial Statements and Statements for 2025 Financial Year. The Board
Notes to Consolidated Financial Statements in of Commissioners then proposes the candidate
Annual Report (Form 20F). for Independent Auditor to the Company’s Annual
d. Audit Committee also review and discuss General Meeting of Shareholders (AGMS).
with KAP PSS/EY regarding management’s c. Provide pre-approval for non-audit service to
compliance with Capital Market regulation be provided by Independent Auditor, to ensure
and other regulation related to the company’s independence, where necessary.
business, in accordance with PSA 62 standard
which aims to:
236 ANNUAL REPORT 2025
Page 239
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
6. Annual Audit Work Program (PKAT) and Annual 8. Annual workshop with Internal Audit Department
Non-Audit Work Program (PKNAT) of Internal Audit Conducting a workshop with Internal Audit Department
Department for 2025 Financial Year to further explore the dynamic within Internal Audit
Conducting a review and discussion related to the function and identify the best applicable practice. This
proposed Annual Audit Work Program (PKAT) and workshop also aims to understand the changing needs
Annual Non-Audit Work Program (PKNAT) of Internal of the company for Internal Audit function, in line with
Audit Department for 2025 Financial Year. In this changes in the company’s business and corporate
process, Audit Committee provides constructive actions, or other changes in business strategy.
input and recommendation on the proposed work The workshop featured a strategic session discussing
programs, to ensure that these programs are relevant various key issues related to the adequacy of Internal
and in accordance with the company’s internal Audit’s duties and functions to ensure that this
supervision and control needs. After conducting the function can operate effectively in supporting strong
review and discussion, Audit Committee ensures internal control. Furthermore, the session also
that the work programs have undergone a thorough discussed how to strengthen Internal Audit function
evaluation before being approved and determined by to be able to face current and potential future
management to be implemented in the coming year. challenges, such as technological development, new
7. Quarterly review and supervision of the risk, or regulatory change. The workshop focused
implementation of Internal Audit Department Work on developing strategies that can enhance the
Program role of Internal Audit in supporting the company’s
Things carried out by Audit Committee include: sustainability and growth, as well as maintaining
the reliability of Financial Report and compliance
a. Conduct a review of Internal Audit Department
with applicable regulation, given the increasingly
Management Report which includes the
high expectation from stakeholders regarding
implementation of the work program of the entire
transparency, accountability, and corporate
Internal Audit Department, along with obstacles
governance.
encountered in the field.
9. Supervision of Social and Environmental
b. Assess the progress of completion of internal
Responsibility (TJSL) Program audit process
audit, special audit, and investigative audit, and
carried out by Social Responsibility (SR) unit
monitor the resolution status of pending issues.
Conducting discussion with SR unit regarding
c. Evaluate the progress of completing internal
the implementation of TJSL - PUMK (Social and
consultation provided by Internal Audit (an
Environmental Responsibility - Micro and Small
independent and separate sub-department from
Business Program) for 2025. This discussion aims
the audit department) to business/risk owner.
to ensure that the program is well planned and
d. Monitor the progress of the implementation of implemented in accordance with the established
recommendation that have been submitted, both objectives and policies.
those originating from audit result (internal and
external) and from internal consultation.
e. Monitor the development of maturity level and
sustainability of Internal Audit.
ANNUAL REPORT 2025 237
Page 240
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
In addition, Audit Committee also discussed with 11. Review and supervision of special assignment given
Public Accounting Firm PSS/EY the entire audit by the Board of Commissioners to Audit Committee
process for the 2024 TJSL - PUMK Program Financial Conducting review and discussion as a follow-up to
Report. This discussion included the agreed-upon special assignment regarding several dispositions
procedures (AUP) that focus on compliance with issued by the Board of Commissioners. These
applicable regulations in the management of the dispositions relate to decisions or instructions that
program. The goal is to ensure that the program require follow-up by management or related parties
is managed transparently and in accordance with within the company. Audit Committee conducts
existing regulations. evaluation to ensure that these dispositions are in
In addition, Audit Committee also discussed with accordance with applicable policies and procedures,
KAP PSS/EY regarding the audit planning for have a positive impact on the overall management of
Financial Report of TJSL - PUMK Program for the the company, and are implemented correctly, on time,
2025 Financial Year. This discussion is important so and in accordance with the desired objectives. This
that the audit to be carried out can run smoothly and oversight aims to ensure transparency, accountability,
on target and ensure that the Financial Report of the and compliance with applicable regulations in every
program can provide an accurate picture and is in step taken by management in following up on the
accordance with applicable standards. dispositions issued.
10. Study and formulation of TelkomGroup Management 12. Joint Committee Assignment with other
Letter 2025 Committees within the Board of Commissioners
Conducting a discussion with Internal Audit regarding Carrying out joint committee assignments with other
the result of internal and external audit conducted Committees, such as KEMPR and/or Nomination
in 2025. This discussion will address various and Remuneration Committee. One of the main
opportunities for improvement or significant findings topics discussed in this discussion is the review
discovered during the audit process. These findings of accounting and audit aspects of the planned
may include weaknesses in the internal control corporate actions to be undertaken by the company.
system, non-conformances between procedures and In this assignment, Audit Committee will ensure
applicable policies, or other areas requiring further that every step in the corporate action is thoroughly
attention to improve the company’s performance and examined, especially from the accounting and audit
compliance. side, including identifying the potential impact
After discussing the findings, Audit Committee also on the Company’s Financial Statements and risk
examines the recommendations provided by internal management. In addition, Audit Committee also
and external auditors. These recommendations aim evaluates the adequacy of disclosures and compliance
to address deficiencies or weaknesses identified with applicable regulations, so that corporate action
during the audit, with a focus on improving efficiency, can be carried out transparently, efficiently, and in
effectiveness, and improved controls. accordance with established standards. Another joint
assignment involves the Committee for Nomination
Audit Committee ensures that these
and Remuneration in reviewing the evaluation of the
recommendations are submitted to management
Board of Directors’ Key Performance Indicator—both
for immediate action, allowing the company to
individually and collectively—and verifying the integrity
improve and strengthen its internal control system.
of talent candidates to be appointed to strategic
Furthermore, Audit Committee will monitor the
positions within the Company or its subsidiaries.
implementation of these recommendations to ensure
that necessary improvements are implemented
appropriately and effectively.
238 ANNUAL REPORT 2025
Page 241
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
13. Audit Committee Annual Work Program for 2026 15. Supervision of employee integrity management
Prepare and submit 2025 Audit Committee Annual Work with Human Capital Management (HCM) Directorate
Program to the Board of Commissioners. The purpose Discussing various employee integrity management
of submitting this Annual Work Program is to ensure report with Human Capital Management (HCM)
that the prepared work program comprehensively Directorate to ensure effective implementation of
covers all duties and responsibilities stipulated in Audit policies and processes. Some of the aspects discussed
Committee Charter. Audit Committee also ensures include:
that the annual work program includes specific tasks a. My Integrity application, is intended to monitor and
assigned by the Board of Commissioners. These improve the culture of integrity, as well as being a
special tasks may be assignments related to specific means of reporting violation.
issues or projects deemed important by the Board of
b. ISO 37001:2016 SMAP, is a form of implementing
Commissioners and requiring special attention from
anti-bribery management standard to manage
Audit Committee, such as specific audits, specific risk
bribery risk.
evaluations, or oversight of new company policies.
c. Business Ethic and Integrity Pact, as a guideline
Audit Committee strives to ensure that its annual
for implementing ethical values and integrity
work program is relevant and covers all aspects that
commitment among employees.
require attention during the year. This work program
d. LHKPN, is part of the effort to prevent corruption
serves as a guideline for Audit Committee in carrying
by reporting the asset of company official.
out its duties and responsibilities in a more focused
manner and in accordance with the company’s needs 16. Supervision of follow-up on recommendation
and the principles of good corporate governance. from External Auditor, Internal Auditor, and Audit
Committee
14. Review of complaint information received through
Whistleblowing System (WBS) program for the 2025
Financial Year
Evaluate and monitor all Whistleblowing System
(WBS) reports received through Telkom Integrity Line,
review and follow up on each WBS report according
to its escalation level. In addition, Audit Committee
coordinates with relevant stakeholders to ensure that
each WBS report is handled in accordance with good
governance principles.
ANNUAL REPORT 2025 239
Page 242
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Audit Committee’s Meeting
Audit Committee’s Meeting Policy
Based on Telkom Audit Committee Charter, Audit Committee is required to hold meetings at least once every two months.
This provision is more intensive than OJK Regulation No. 55/POJK.04/2015 regarding Establishment and Implementation
Guidance of Audit Committee, particularly Article 13, which only requires meetings to be held at least once every three
months.
The Implementation of Audit Committee’s Meeting
Throughout 2025, Telkom Audit Committee held 35 committee meetings, with attendance rates presented in the following
table:
Audit Committee’s Meeting Agenda in 2025
No. Date Meeting Agenda
1. Thursday, January 9, 2025 Discussion of 2024 Biweekly Progress Integrated Audit
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
2. Tuesday, January 21, 2025 Discussion of 2024 Biweekly Progress Integrated Audit
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
3. Thursday, January 31, 2025 Discussion of Management Report & Significant Critical Issues Q4 2024
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
4. Wednesday, February 5, 2025 Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
5. Thursday, February 6, 2025 Clearance & Audit Closing Meeting of PT PINS for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
6. Friday, February 14, 2025 Clearance & Audit Closing Meeting of PT Metranet for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
7. Tuesday, February 18, 2025 Clearance & Audit Closing Meeting of PT TIF for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
8. Wednesday, February 19, 2025 Discussion of 2024 Biweekly Progress Integrated Audit
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
9. Thursday, February 20, 2025 Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024
Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
240 ANNUAL REPORT 2025
Page 243
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
10. Friday, February 21, 2025 Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
11. Monday, February 24, 2025 Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
12. Tuesday, February 25, 2025 Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial
Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
13. Friday, February 28, 2025 Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
14. Monday, March 3, 2025 Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
15. Tuesday, March 4, 2025 Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
16. Wednesday, March 5, 2025 Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
17. Thursday, March 6, 2025 Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
18. Thursday, March 13, 2025 Discussion of 2024 Biweekly Progress Integrated Audit
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
19. Thursday, March 27, 2025 Clearance & Audit Closing Meeting of PUMK for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
20. Monday, April 7, 2025 Discussion of Telkom Consolidated Audit Progress
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ √ √ √ √ N/A N/A N/A N/A N/A N/A
21. Thursday, April 17, 2025 Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ N/A √ √ √ N/A N/A N/A N/A N/A N/A
22. Tuesday, April 29, 2025 Discussion of Financial Report for the First Quarter of 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ N/A √ √ √ N/A N/A N/A N/A N/A N/A
23. Monday, May 19, 2025 Discussion of LM & Sign/Critical Issue Q1 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
√ N/A √ √ √ N/A N/A N/A N/A N/A N/A
ANNUAL REPORT 2025 241
Page 244
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Date Meeting Agenda
24. Wednesday, July 2, 2025 TJSL Program Update to Audit Committee
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ N/A N/A √ N/A N/A
25. Monday, July 7, 2025 Discussion on Telkom's WBS with Deloitte
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ N/A N/A - N/A N/A
26. Wednesday, July 9, 2025 Discussion of Significant Issue Update
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ N/A N/A √ N/A N/A
27. Wednesday, July 16, 2025 Discussion of Management Report & Significant/Critical Issue for Q2 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ N/A N/A √ N/A N/A
28. Tuesday, July 29, 2025 Discussion of Financial Report for the Second Quarter of 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ N/A N/A √ N/A N/A
29. Thursday, October 23, 2025 Discussion of Planning & Scoping Integrated Audit 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A √ √ √ √ N/A √ √ N/A
30. Thursday, October 23, 2025 Discussion of Management Report & Significant/Critical Issue for Q3 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A √ √ √ N/A √ √ N/A
31. Thursday, October 30, 2025 Discussion of Financial Report for the Third Quarter of 2025
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A √ √ √ N/A √ √ N/A
32. Wednesday, November 19, 2025 Discussion of Integrated Audit Progress
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A √ √ √ N/A √ √ N/A
33. Monday, December 8, 2025 Discussion on Follow-up Remediation for Control Deficiency
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A N/A - √ N/A - √ √
34. Monday, December 8, 2025 Discussion of Account Receivable Write-Off Plan
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A N/A √ √ N/A - √ √
35. Tuesday, December 9, 2025 Discussion on the Progress of 2025 Integrated Audit
Attendance List BDA BPSB WI EBS ES DA IN RR YS AT IT
N/A N/A N/A N/A N/A √ √ N/A - √ √
Remarks:
BDA Bono Daru Adji IN Ira Noviarti
BPSB Bambang Permadi Soemantri Brodjonegoro RR Rofikoh Rokhim
WI Wawan Iriawan YS Yohanes Surya
EBS Emmanuel Bambang Suyitno AT Achmad Taufik
ES Edy Sihotang IT Irhoan Tanudiredja
DA Deswandhy Agusman
242 ANNUAL REPORT 2025
Page 245
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Recapitulation of Audit Committee’s Attendance at Meeting up to May 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Bono Daru Adji Chairman 23 23 100
Bambang Permadi Soemantri Member 20 20 100
2.
Brodjonegoro1)
3. Wawan Iriawan Member 23 23 100
4. Emmanuel Bambang Suyitno Member 23 23 100
5. Edy Sihotang Member 23 23 100
Recapitulation of Audit Committee’s Attendance at Meeting since June 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Deswandhy Agusman Chairman 12 11 92
2. Yohanes Surya 6)
Member 12 8 67
3. Ira Noviarti 2)
Member 7 7 100
7. Rofikoh Rokhim 7)
Member - - -
4. Emmanuel Bambang Suyitno 3)
Member 5 5 100
5. Edy Sihotang 4)
Member 9 9 100
6. Achmad Taufik 2)
Member 7 7 100
7. Irhoan Tanudiredja 5)
Member 3 3 100
Remarks:
1) Resign as of April 10, 2025.
2) Since September 25, 2025.
3) Until September 25, 2025.
4) Until December 1, 2025.
5) Since December 1, 2025.
6) Until December 12, 2025.
7) Since December 23, 2025.
Audit Committee’s Education and Training
Audit Committee’s Education and Training Policy
To improve the competence and capabilities of its members, the Telkom Audit Committee consistently participates in
education and training programs as mandated by Financial Services Authority Regulation Number 55/POJK.04/2015
regarding Establishment and Guidelines for the Implementation of Audit Committee, Article 7 letter d. This provision
emphasizes the importance of each member of Audit Committee having adequate knowledge, both in terms of performing
supervisory duties and in understanding the business risks relevant to the company’s activities.
Audit Committee’s Education and Training in 2025
To improve and develop their competencies, Telkom Audit Committee members regularly participate in various training,
seminar, and workshop. The following table present information on the training that members of Audit Committee have
participated in during 2025:
ANNUAL REPORT 2025 243
Page 246
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Audit Committee’s Education and Training in 2025
No. Program Name Organizer Location Date Participant
1. Standar Audit Ikatan Akuntan Publik Jakarta May 28, 2025 Irhoan Tanudiredja
(SA) 315 (revision): Indonesia (IAPI)
Pengidentifikasian
dan Penilaian Risiko
Kesalahan Penyajian
Material
2. Update PSAK Terkini Ikatan Akuntan Publik Jakarta June 11, 2025 Irhoan Tanudiredja
dalam Penyusunan Indonesia (IAPI)
Laporan Keuangan
3. Penerapan ISAK 335: Ikatan Akuntan Publik Jakarta July 14, 2025 Irhoan Tanudiredja
Penyajian Laporan Indonesia (IAPI)
Keuangan Entitas
Berorientasi Nonlaba
4. Driving Enterprise Value Indonesian Audit Jakarta July 15, 2025 Emmanuel
through Strategic Risk Committee Association Bambang Suyitno
Oversight: the Critical (IKA)
Role of Oversight Boards
and Internal Audit in
Strengthening Risk
Governance and Portfolio
Management
5. Brevet Pajak A & B Asosiasi Teknisi Jakarta August 12 - 21, 2025 Emmanuel
Perpajakan Indonesia Bambang Suyitno
(ATPI)
6. E-Learning Organ Telkom Corpu Jakarta August 13, 2025 Emmanuel
Pengelola Risiko untuk Bambang Suyitno
BoC & Komite
7. E-learning Organ Telkom Corporate Jakarta August 22, 2025 Edy Sihotang
Pengelola Risiko for BoC University Center
& Komite (Pathway 2) - 22
Learning Hours
8. IIA Indonesia National IIA Indonesia Medan August 27 - 28, 2025 Edy Sihotang
Conference 2025 -
Audit for Tomorrow:
Strategic, Future-Ready,
Sustainable
9. Manajemen Risiko Pajak Ikatan Akuntan Indonesia Jakarta September 22 - 23, Emmanuel
Atas Penerapan Core Tax (IAI) 2025 Bambang Suyitno
sesuai PER-11/PJ/2025
10. Update Transfer Pricing Ikatan Akuntan Publik Jakarta October 7, 2025 Irhoan Tanudiredja
Documentation Indonesia (IAPI)
11. Aspek Audit dan Ikatan Akuntan Publik Jakarta October 13, 2025 Irhoan Tanudiredja
Implementasi AI dalam Indonesia (IAPI)
Proses M&A
12. Qualified Risk Lembaga Sertifikasi Jakarta November 21, 2025 Achmad Taufik
Governance Professional Profesi MKS
(QRGP)
13. Penerapan SAK Entitas Ikatan Akuntan Publik Jakarta December 8, 2025 Irhoan Tanudiredja
Privat dalam Penyusunan Indonesia (IAPI)
Remark:
Education and Training of Audit Committee members who are members of the Board of Commissioners can be seen in Education and Training of the Board of Commissioners.
244 ANNUAL REPORT 2025
Page 247
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Committee for Nomination and c. Evaluate the position of the subsidiary’s assets
and income against Telkom parent’s assets and
Remuneration income as a basis for proposing candidates for
Nomination and Remuneration Committee (KNR) is one of the management of the subsidiary to the GMS/
the Committees established by the Board of Commissioners Minister. The evaluation will be carried out no
to assist the Board of Commissioners in its supervisory later than one month after the implementation of
function, especially on nomination and remuneration Telkom’s AGMS.
policies and processes within the company. In carrying d. Validate and calibrate the talent proposed by the
out its duties, KNR acts professionally and independently Board of Directors to the Board of Commissioners
to ensure that the policies and processes carried out by (selected talent) to produce a list of talent to be
the company in the field of nomination and remuneration, nominated (nominated talent) by the Board of
both at the level of the company and its subsidiaries, are Commissioners to the GMS/Minister.
in line with the company’s goals and objectives and run in e. Evaluate the candidate for the company’s deputy
accordance with the principles of GCG and the provision of who will be proposed as a member of the Board of
applicable law and regulation. Directors or the Board of Commissioners of the
company’s subsidiaries, before submitting it to
The establishment and implementation of the duties of
the GMS/Minister.
KNR are guided by OJK Regulation No. 34/POJK.04/2014
on Nomination and Remuneration Committee of Issuers f. Conduct an evaluation of the proposed
or Public Companies, Regulation of the Minister of SOEs organizational structure of the company one level
No. PER-2/MBU/03/2023 on Guidelines for Governance below the Board of Directors proposed by the
and Significant Corporate Activities of State-Owned Board of Directors, referring to the principles of
Enterprises and Regulation of the Minister of SOEs good corporate governance.
Number PER-3/MBU/03/2023 on Organs and Human g. Assist the Board of Commissioners who
Resources of State-Owned Enterprises. consult with the Board of Directors in selecting
candidates for strategic positions within the
To further regulate the establishment and implementation company in accordance with the provisions of
of KNR’s duties, the Board of Commissioners issued the company’s Articles of Association, including
Resolution of the Board of Commissioners No. 14/KEP/ the management of subsidiaries and Senior Vice
DK/2024, dated July 23, 2024, contains Charter of the President (SVP) Corporate Secretary.
Nomination and Remuneration Committee.
h. Providing recommendations to the Board of
Commissioners to be submitted to Series A
KNR’s Scopes, Duties, and Dwiwarna shareholders of regarding:
Responsibilities i. Proposed composition of the company’s
Board of Directors.
Telkom KNR has the following scopes, duties, and
responsibilities: ii. Candidates for members of the Board of
Directors and Commissioners of subsidiaries
1. For Nomination
in accordance with threshold.
a. Conduct periodic reviews of the Company’s Talent
iii. Candidates for President Director and
Management System and monitor and evaluate
President Commissioner of all subsidiaries of
its implementation.
the company.
b. Evaluate the talent classification system and
i. To formulate policies and criteria needed in
procedures carried out by the Board of Directors.
the nomination process for candidates for
members of the Board of Directors, including the
management of the company’s subsidiaries.
ANNUAL REPORT 2025 245
Page 248
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
2. For Remuneration regarding Approval of Proposal, Limitation, and/or
a. Provide recommendation to the Board of Criteria for the Authority of the Board of Commissioners
Commissioners to be submitted to Series A of PT Telekomunikasi Indonesia (Persero) Tbk. In the
Dwiwarna shareholders regarding the policy, Letter, the division of approval authority regarding the
amount and/or structure of the remuneration of the submission of proposal for company representatives who
Board of Directors and the Board of Commissioners are placed as manager of the company’s subsidiaries is
and then decided in GMS by considering: carried out as follows:
i. Remuneration applicable in the 1. Authority of Series A Dwiwarna Shareholders, are
telecommunications industry. for:
ii. Duties, responsibilities, and authorities of a. President Director and President Commissioner of
members of the Board of Directors and/or the company’s subsidiaries.
Board of Commissioners are linked to the b. Company management (Directors and
achievement of the company’s objective and Commissioners), with total assets ≥ 50% of the
performance. parent company’s total assets and/or subsidiary
iii. Performance target for each member revenue ≥ 50% of the parent company’s revenue.
of the Board of Directors and Board of 2. Authority of the Board of Commissioners of
Commissioners. PT Telkom Indonesia (Persero) Tbk, is for:
b. Propose remuneration for the Board of Directors Includes submitting proposal for filling the position
and Board of Commissioners in the form of salary of Director (other than the President Director) and
or honorarium, allowances and facilities of a fixed members of the Board of Commissioners (other than
nature as well as variable incentives to the Board the President Commissioner) in subsidiaries of the
of Commissioners at least once a year. company with total assets < 50% of the total assets
c. Evaluate the proposed indicator and performance of the parent company and/or subsidiaries with
evaluation (Key Performance Indicator) of the total revenue of < 50% of the total revenue of the
Board of Commissioners. parent company.
d. Prepare proposal for individual performance As an implementation of the provision in the Letter of
evaluation system (Individual Key Performance the Minister of State-Owned Enterprises Number S.675/
Indicator) for members of the Board of Directors. MBU/10/2018, dated October 18, 2018, KNR in 2025 will
e. Compile and monitor the implementation of conduct 9 Fit and Compliance Tests for 9 management
Performance Achievement Indicators (KPI) both positions (target positions) with 9 candidates in 6
Collegial KPI and Individual KPI of the Board of subsidiaries.
Directors.
f. Deliver progress on the realization of Collegial KNR’s Composition
Performance Achievement Indicator (KPI)
OJK Regulation Number 34/POJK.04/2015 regarding
and Individual KPI of the Board of Directors
Nomination and Remuneration Committee of Issuers or
to shareholder/minister in accordance with
Public Companies stipulates that the Nomination and
statutory regulation.
Remuneration Committee (KNR) must have at least three
g. Conduct evaluation of remuneration policies for
members. One member, who also serves as the Chair of
employees that require approval/response from
the KNR, must be an Independent Commissioner, while
the Board of Commissioners.
the other two members may come from the Board of
h. Prepare a proposal for a competency development Commissioners, external parties, or management under the
program for members of the Board of Directors Board of Directors. In addition, formation and composition
and/or members of the Board of Commissioners. of the KNR membership is also carried out by considering
Regulation of the Minister of State-Owned Enterprises
Specifically for implementation of the submission of
Number PER-2/MBU/03/2023 regarding Guidelines for
proposal for company representatives who are placed
Governance and Significant Corporate Activities of State-
as managers of subsidiaries in 2025, it is carried out
Owned Enterprises and PER-3/MBU/03/2023 dated March
by referring to Letter of the Minister of State-Owned
20, 2023 regarding Organ and Human Resource of State-
Enterprises No. S.675/MBU/10/2018 dated October 18, 2018
Owned Enterprises. In 2025, as a follow-up to the result
246 ANNUAL REPORT 2025
Page 249
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
of the Company’s Annual GMS and Extraordinary GMS held in 2025 which changed the membership composition of the
Company’s Board of Commissioners, several changes were made to the membership composition of KNR. Based on
Resolution of the Board of Commissioners Number 05/KEP/DK/2024 dated February 6, 2024, the membership composition
of KNR is as follows:
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Wawan Iriawan Resolution of the Board of Commissioners No. 06/KEP/DK/2021 June 8, 2021 - May
Independent Commissioner dated June 8, 2021 and updated several times with the latest 27, 2025
amendment based on Resolution of the Board of Commissioners
No. 05/KEP/DK/2024 dated February 6, 2024.
Members Arya Mahendra Sinulingga Resolution of the Board of Commissioners No. 06/KEP/DK/2021 June 8, 2021 - May
Commissioner dated June 8, 2021 and updated by Resolution of the Board of 27, 2025
Commissioners No. 05/KEP/DK/2024 dated February 6, 2024.
Ismail Resolution of the Board of Commissioners No. 06/KEP/DK/2019 May 29, 2019 -
Commissioner dated May 29, 2019 and updated several times with the latest September 16, 2025
amendment based on Resolution of the Board of Commissioners
No. 05/KEP/DK/2024 dated February 6, 2024.
Marcelino Rumambo Pandin Resolution of the Board of Commissioners No. 06/KEP/DK/2019 May 29, 2019 - May
Independent Commissioner dated May 29, 2019 and updated several times with the latest 27, 2025
amendment based on Resolution of the Board of Commissioners
No. 05/KEP/DK/2024 dated February 6, 2024
Rizal Malarangeng Resolution of the Board of Commissioners No. 10/KEP/DK/2020 June 29, 2020 -
Commissioner dated June 29, 2020 and updated several times with the latest Present
amendment based on Resolution of the Board of Commissioners
No. 05/KEP/DK/2024 dated February 6, 2024.
Silmy Karim Resolution of the Board of Commissioners No. 07/KEP/ June 27, 2023 -
Commissioner DK/2023 dated June 27, 2023 and lastly re-established through June 13, 2025
Resolution of the Board of Commissioners No. 05/KEP/DK/2024
dated February 6, 2024.
In connection with result of the Company’s Annual GMS on May 27, 2025, which changed the membership composition
of the Company’s Board of Commissioners, based on Regulation of the Board of Commissioners Number 05/KEP/
DK/2025 dated June 13, 2025, the membership composition of KNR Telkom is as follows:
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Yohanes Surya Resolution of the Board of Commissioners No. 05/KEP/DK/2025 June 13, 2025 -
Independent Commissioner dated June 13, 2025. December 12, 2025
Members Ismail Resolution of the Board of Commissioners No. 06/KEP/DK/2019 May 29, 2019 -
Commissioner dated May 29, 2019, and lastly re-established through Resolution September 16, 2025
of the Board of Commissioners No. 05/KEP/DK/2025 dated
June 13, 2025.
Rizal Malarangeng Resolution of the Board of Commissioners No. 10/KEP/DK/2020 June 29, 2020 -
Commissioner dated June 29, 2020 and lastly re-established through Resolution Present
of the Board of Commissioners No. 05/KEP/DK/2025 dated
June 13, 2025.
Ossy Dermawan Resolution of the Board of Commissioners No. 05/KEP/DK/2025 June 13, 2025 -
Commissioner dated June 13, 2025. Present
ANNUAL REPORT 2025 247
Page 250
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Meanwhile, in connection with result of the Company’s Annual GMS on September 16, 2025, which changed
the membership composition of the Company’s Board of Commissioners, based on Resolution of the Board of
Commissioners Number: 15/KEP/DK/2025 dated September 25, 2025, the membership composition of KNR Telkom
is as follows:
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Yohanes Surya Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 -
Independent Commissioner June 13, 2025 and lastly re-established through Resolution of the Board December 12, 2025
of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025.
Members Rizal Malarangeng Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 -
Commissioner June 29, 2020 and lastly re-established through Resolution of the Present
Board of Commissioners No. 15/KEP/DK/2025 dated September 25,
2025.
Ossy Dermawan Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 -
Commissioner June 13, 2025 and lastly re-established through Resolution of the Board Present
of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025.
Ira Noviarti Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025
Independent Commissioner September 25, 2025. - Present
And furthermore, in connection with result of the Company’s Annual GMS on December 12, 2025, which again changed
the membership composition of the Company’s Board of Commissioners, based on Regulation of the Board of
Commissioners Number 21/KEP/DK/2025 dated December 23, 2025, the membership composition of KNR Telkom is
as follows:
Name and Double Position
Position Basis of Appointment Term of Service
Status
Chairman Ira Noviarti Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025
Independent Commissioner September 25, 2025 and lastly re-established through Resolution of - Present
the Board of Commissioners No. 21/KEP/DK/2025 dated December 23,
2025.
Members Rizal Malarangeng Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 -
Commissioner June 29, 2020 and lastly re-established through Resolution of the Board Present
of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025.
Ossy Dermawan Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 -
Commissioner June 13, 2025 and lastly re-established through Resolution of the Board Present
of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025.
Rofikoh Rokhim Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025
Independent Commissioner December 23, 2025. - Present
Profile of KNR Members Who are Also Members of the Board of Commissioners
Ira Noviarti
Chairman
Age 54 years old
Citizenship Indonesia
Domicile Banten, Indonesia
Educational Background • 1995 Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025 and
lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2025 - Present Strategic Advisor to Global Private Equity
248 ANNUAL REPORT 2025
Page 251
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Ira Noviarti
Chairman
Work Experience • 2020 - 2024 President Director, PT Unilever Indonesia
• 2017 - 2020 Vice President Beauty & Personal Care, PT Unilever Indonesia
• 2015 - 2017 Vice President, Unilever Food Solutions South-East Asia
• 2010 - 2015 Director Ice Cream and Media Consumer Market Insight, PT Unilever Indonesia
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Rizal Malarangeng
Member
Age 61 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2000 Doctoral Comparative Politics, Ohio State University, United States of America
• 1994 Magister Comparative Politics, Ohio State University, United States of America
• 1990 Bachelor of Communication Science, Universitas Gadjah Mada, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-
established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December
23, 2025
Concurrent Position • 2020 - Present Commissioner, PT Energi Mega Persada
Work Experience • 2001 - 2020 Executive Director, Freedom Institute
• 2016 Founder, Freedom Corp
• 2009 Founder, Fox Indonesia
• 2008 - 2012 Director of IT System Operation, Indonesian Financial Transaction Reports and
Analysis Center (PPATK)
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
Ossy Dermawan
Member
Age 49 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2014 Master of Science, RSIS, Nanyang Technological University (NTU), Singapore
• 2000 Bachelor of Science, Norwich University, United States of America
Basis of Appointment Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly
re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2024 - Present Deputy Minister of Agrarian Affairs & Spatial Planning/Deputy Head of the National
Land Agency, Ministry of Agrarian Affairs and Spatial Planning-National Land Agency
• 2020 - Present Executive Director, SBY*Ani Museum
• 2019 - Present Manager, LavAni Volleyball Club
Work Experience • 2018 - Present Personal Staff of the 6th President of the Republic of Indonesia
• 2014 - 2018 Personal Secretary to the 6th President of the Republic of Indonesia
ANNUAL REPORT 2025 249
Page 252
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Ossy Dermawan
Member
• 2009 - 2014 Staff Officer, Army Materiel Command (Spamad), Indonesian Army
• 2007 - 2009 Company Commander, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2006 - 2007 Head of Operations Section, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2005 - 2006 Platoon Commander, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2004 - 2005 Platoon Commander, Cavalry Battalion 3/Serbu, Kodam V/Brawijaya
• 2002 - 2004 Staff Officer, Indonesian Army Personnel Staff (Spersad), Indonesian Army
• 2001 - 2002 Staff Officer, Army Education and Training Command (Kodiklat), Indonesian Army
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Rofikoh Rokhim
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2005 Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France
• 2002 D.E.A (M.Phil) International and Development Economic, Universite de Paris 1
Pantheon-Sorbonne, France
• 2002 Master Specialist in Public Finance, Institute International d’Administration Publique,
France
• 1994 B.A in Public Administration, Universitas Gadjah Mada, Indonesia
• 1990 B.A in Management Economic, Universitas Islam Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No.21/KEP/DK/2025 dated December 23, 2025
Concurrent Position • 2025 - Present President Commissioner, PT Trimegah Sekuritas Indonesia
• 2023 - Present Corporate Assessment Committee, Bursa Efek Indonesia
• 2019 - Present Head of Master of Management Program, Faculty of Economics and Business,
Universitas Indonesia
Work Experience • 2017 - 2025 Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk
• 2017 - 2019 Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM)
• 2015 - 2017 President Commissioner, PT Hotel Indonesia Natour (Persero)
• 2016 - 2017 Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged
Regions
• 2015 - 2017 Committee for Service and Committee for Participation & Organizational Performance
& HR, BPJS Ketenagakerjaan
• 2014 - 2015 Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and
Mineral Resources
• 2014 - 2015 Members of Audit Committee and Risk Committee, PT Pos Indonesia
• 2008 - 2013 Head of the Indonesia Intelligence Unit
• 1995 - 2008 Bisnis Indonesia Reporter
Professional Certification • 2024 Level 6 Risk Management in Banking Industry by Bankers Association for Risk
Management
• 2024 Charter of Accountant (CA), Asosiasi Akuntan Indonesia
• 2023 Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal
Audit Indonesia
• 2017 Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI
250 ANNUAL REPORT 2025
Page 253
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
KNR’s Independence KNR’s Meeting
In carrying out their duties, each member of KNR In 2025, KNR will carry out the following activities:
has fulfilled the independence aspect in accordance 1. Committee Meetings, which include:
with the terms and conditions applicable in OJK
a. KNR held 3 internal meetings, which included
Regulation No. 34/POJK.04/2015 regarding Nomination
discussions on:
and Remuneration Committee of Issuers or Public
Companies, Regulation of Minister of SOE Number PER-3/ i. Proposal for remuneration for company
MBU/03/2023 regarding Organs and Human Resources of management.
State-Owned Enterprises, and Regulation of the Board of ii. Proposal for the Board of Directors’ individual
Commissioners No. 14/KEP/DK/2024 dated July 23, 2024 KPI in 2025.
regarding Work Implementation Guidelines (Charter) iii. Proposal for changes to the Company’s
of Nomination and Remuneration Committee of the Articles of Association and candidates for
Limited Liability Company (Persero) PT Telekomunikasi subsidiary management.
Indonesia Tbk. b. Committee meeting with external parties 6 times,
with the agenda details as follows:
KNR’S Performance and i. Discussion of proposal for the formation
Implementation Activities of the organization, two times, each for
the formation of an organization under the
Throughout 2025, Committee Nomination and
Director of IT Digital and the formation of a
Remuneration has assisted the Board of Commissioners
Group Business Operation organization under
in making decisions, including:
the President Director.
1. Recommendation to the Board of Commissioners
ii. Discussion of TelkomGroup’s top talent.
regarding candidates for President Director and
iii. Discussion of subsidiary remuneration.
President Commissioner of Telkom subsidiaries (Tier
1) who are within the scope of the authority of approval iv. Discussion of proposal for the Board of
of Series A Dwiwarna shareholders, which will then Directors’ individual KPI in 2025 and proposal
be submitted to Series A Dwiwarna shareholders. for the Collegial Board of Directors’ KPI in
2026.
2. Recommendation for approval to the Board of
Commissioners regarding the proposed appointment v. Discussion of proposal for the Collegial Board
of Directors and Commissioners of Telkom of Directors’ KPI in 2026 and proposal for the
subsidiaries within the scope of the Board of Board of Directors’ individual KPI in 2026.
Commissioners’ authority. c. Meeting was held in the framework of Fit and
3. Recommendation to the Board of Commissioners Proper Test, which was held through 4 meetings
regarding the amount of remuneration for the covering 9 fit and proper tests to fill 9 positions
company’s management in 2025 to be submitted to in 6 subsidiaries, namely PT Telkom Infrastruktur
Series A Dwiwarna shareholders, who will then be Indonesia, PT Dayamitra Telekomunikasi, PT Sigma
submitted to Series A Dwiwarna shareholders. Cipta Caraka, PT Telkom Akses, PT Telkom Data
Ekosistem, and PT Telekomunikasi Indonesia
4. Recommendation for approval to the Board
International. A more detailed explanation of KNR
of Commissioners for the establishment of an
meeting can be seen in KNR Meeting section.
organization one level below the Director of IT Digital.
2. Working visit to monitor the result of company’s
5. Recommendation for approval to the Board of
business transformation (B2B) was conducted in the
Commissioners regarding the establishment of a
telecommunication area (Witel) Bali Telkom Regional
Group Business Operation organization which is one
III, on June 21, 2025.
level below the President Director.
3. KNR workshop which invited other committees under
6. Recommendation to the Board of Commissioners
the Board of Commissioners, namely Workshop on the
regarding proposed changes to the provisions in the
evaluation of the company’s transformation, was held
Company’s Articles of Association which will then be
on February 13, 2025 and Workshop on discussing the
submitted to Series A Dwiwarna shareholders.
proposal for the Board of Directors’ KPI individual for
2025 on April 24 - 25, 2025.
ANNUAL REPORT 2025 251
Page 254
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
KNR’s Meeting Policy
Based on OJK Regulation Number 34/POJK.04/2014 regarding Nomination and Remuneration Committee, KNR meeting
must be held at least once every four months. However, in Charter of Nomination and Remuneration Committee issued
through Resolution of the Board of Commissioners Number 14/KEP/DK/2024 dated July 23, 2024, outlines that KNR
meeting must be held at least once every two months.
KNR’S Meeting in 2025
Throughout 2025, Telkom KNR held 13 committee meetings.
KNR’s Meeting Agenda in 2025
No. Date Meeting Agenda
1. Thursday, February 6, 2025 UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia
Attendance List WI RM IS AMS MRP SK YS OD IN RR
√ √ √ √ √ √ N/A N/A N/A N/A
2. Monday, February 17, 2025 TelkomGroup Top Talent
Attendance List WI RM IS AMS MRP SK YS OD IN RR
√ √ - √ √ √ N/A N/A N/A N/A
3. Wednesday, March 12, 2025 Proposal for Remuneration of Company Management in 2025
Attendance List WI RM IS AMS MRP SK YS OD IN RR
√ √ - √ - √ N/A N/A N/A N/A
4. Thursday, May 8, 2025 UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk
Attendance List WI RM IS AMS MRP SK YS OD IN RR
√ √ √ √ √ √ N/A N/A N/A N/A
5. Wednesday, May 21, 2025 Proposal for Directors’ Individual KPI 2025
Attendance List WI RM IS AMS MRP SK YS OD IN RR
√ √ √ √ √ - N/A N/A N/A N/A
6. Tuesday, June 17, 2025 Remuneration of Subsidiary Management
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
7. Tuesday, July 8, 2025 Development of Organizational Transformation and Proposal for Establishment of Organization Under the
Director of IT Digital
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
8. Tuesday, August 5, 2025 Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
9. Tuesday, August 12, 2025 UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia
Internasional, PT Telkomsigma, and PT Telkom Akses
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
10. Friday, August 15, 2025 UKK Candidate for President Director of PT Telkom Data Ekosistem
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
252 ANNUAL REPORT 2025
Page 255
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
11. Friday, August 29, 2025 Proposal for Establishment of Group Business Operation Organization
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ √ N/A N/A N/A √ √ N/A N/A
12. Wednesday, November 19, 2025 Proposal for Board of Directors’ Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors’
KPI 2026 to Danantara
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ N/A N/A N/A N/A √ √ √ N/A
13. Tuesday, December 16, 2025 Update on Proposal for Collegial Board of Directors’ KPI 2026 and Proposal for Board of Directors’ Individual KPI
2026
Attendance List WI RM IS AMS MRP SK YS OD IN RR
N/A √ N/A N/A N/A N/A √ √ √ N/A
Remarks:
WI Wawan Iriawan SK Silmy Karim
RM Rizal Malarangeng YS Yohanes Surya
IS Ismail OD Ossy Dermawan
AMS Arya Mahendra Sinulingga IN Ira Noviarti
MRP Marcelino Rumambo Pandin RR Rofikoh Rokhim
Recapitulation of KNR’s Attendance at Meeting in 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Wawan Iriawan1) Chairman 5 5 100
2. Arya Mahendra Sinulingga 1)
Member 5 5 100
3. Ismail 2)
Member 11 9 82
4. Marcelino Rumambo Pandin 1)
Member 5 4 80
5. Rizal Malarangeng Member 13 13 100
6. Silmy Karim 1)
Member 5 4 80
7. Yohanes Surya 3)
Chairman 8 8 100
8. Ossy Dermawan 4)
Member 8 8 100
9. Ira Noviarti 5)
Chairman/Member 2 2 100
10. Rofikoh Rokhim 6)
Member - - -
Remarks:
1) Until May 27, 2025.
2) Until September 16, 2025.
3) Since June 13, 2025 to December 12, 2025.
4) Since June 13, 2025.
5) Became a member since September 25, 2025 and was appointed as Chairman since December 23, 2025.
6) Since December 23, 2025.
ANNUAL REPORT 2025 253
Page 256
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
KNR’s Education and Training
KNR’s Education and Training Policy
To improve and develop their competencies, KNR Telkom members routinely and continuously participate in various
training, seminar, and workshop.
KNR’s Education and Training in 2025
The following table presents information on training that KNR members have attended during 2025:
KNR’s Education and Training in 2025
No. Program Name Organizer Location Date Participant
1. DBN Breakfast Talk Dutch Business Network Jakarta February 11, 2025 Silmy Karim
Indonesia
2. Tri-Sector Leadership Institut Harkat Negeri Jakarta February 15, 2025 Silmy Karim
Bootcamp
3. Leading Global Business Harvard Business School United States of February 20, 2025 Ira Noviarti
America
4. Harvard Asia Business Harvard Business School United States of February 23, 2025 Ira Noviarti
Conference 2025 America
5. Private Equity and Harvard Business School United States of March 2 - 3, 2025 Marcelino
Venture Capital America Rumambo Pandin
Foundations
6. Mobile World Congress GSMA Barcelona March 3 - 6, 2025 Rizal Malarangeng
(MWC) 2025
7. Strategic Research Harvard Business School United States of March 4 - 5, 2025 Marcelino
& Development America Rumambo Pandin
Management
8. Eagles on Vacation with Yayasan Solidaritas Kawula Jakarta June 24, 2025 Silmy Karim
Diesel One Solidarity Muda
9. Qualified Risk LPS - Mitra Kalyana Online July 30 - 31, 2025 • Yohanes Surya
Governance Professional Sejahtera • Ossy Dermawan
(QRGP) Jakarta November 12, 2025 Ira Noviarti
10. Critical Thinking for Telkom - LinkedIn Online August 8, 2025 Rizal Malarangeng
Better Judgment and
Decision-Making
11. Strategic Business Telkom - LinkedIn Online August 9, 2025 Rizal Malarangeng
Analysis Essentials
12. Top 10 Gotchas of Cyber Telkom - LinkedIn Online August 9, 2025 Rizal Malarangeng
Regulation
13. Algorithmic Auditing and Telkom - LinkedIn Online August 13, 2025 Rizal Malarangeng
Continuous Monitoring
14. Compliance and Telkom - LinkedIn Online August 13, 2025 Rizal Malarangeng
Regulations for
Generative AI
15. Corporate Financial Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Statement Analysis
16. Economics for Business Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Leaders
254 ANNUAL REPORT 2025
Page 257
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Program Name Organizer Location Date Participant
17. Foundations of Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Responsible AI
18. Insider Threat Risk Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Management
19. Introduction to AI Telkom - LinkedIn Online August 13, 2025 Rizal Malarangeng
Governance
20. Introduction to Auditing Telkom - LinkedIn Online August 13, 2025 Rizal Malarangeng
AI Systems
21. Leveraging AI for Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Governance, Risk, and
Compliance
22. Operational Excellence Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Foundations
23. Privacy, Governance, Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
and Compliance: Data
Classification and
Inventory
24. Responsible AI: Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
Principles and Practical
Application
25. Digital Transformation Telkom - LinkedIn Online August 12, 2025 Rizal Malarangeng
26. Building a Responsible Telkom - LinkedIn Online August 13, 2025 Rizal Malarangeng
AI Program: Context,
Culture, Content, and
Commitment
27. Bali Annual Telkom Telkom Indonesia Bali August 27 - 28, 2025 Yohanes Surya
International Conference International
(BATIC)
28. Leading Transformation Telkom Jakarta October 17, 2025 Ira Noviarti
with Innovation and
Agility in a Holding
Ecosystem
29. Women Leading Change: Ministry of Finance Jakarta November 20, 2025 Ira Noviarti
Transformation and
Innovation in Action
30. Workshop Internal Audit Telkom Yogyakarta November 26 - 27, Ira Noviarti
2025
31. Seminar “Harmonisasi Telkom Jakarta November 28, 2025 Ossy Dermawan
Tata Kelola Pertanahan
dan Kepatuhan Hukum
dalam Pengelolaan
dan Penanganan
Permasalahan Aset
Tanah TelkomGroup”
ANNUAL REPORT 2025 255
Page 258
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Committee for Planning and Risk Evaluation and Monitoring
Committee for Planning and Risk Evaluation and Monitoring (KEMPR) is a committee under the Board of Commissioners
tasked with evaluating and monitoring the company’s planning and risk management in achieving the quantitative and
qualitative target of Company’s Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS) and Company’s Work Budget
Plan (RKAP). In addition, KEMPR is also tasked with monitoring the performance and financial health of Telkom and its
subsidiaries, as well as assisting the Board of Commissioners in reviewing the company’s strategic plan proposal. This
step is in line with the company’s efforts to continuously improve the quality of planning and ensure the effectiveness of
risk management implementation across all its operational activities.
KEMPR’s Scopes, Duties, and Responsibilities
KEMPR has a Work Implementation Guideline (Charter) as outlined in Resolution of the Board of Commissioners Number
12/KEP/DK/2024 dated July 9, 2024, regarding Work Implementation Guideline (Charter) of Committee for Planning
and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia Tbk. The guidelines are
regulated, among other things:
1. The establishment and the appointment of its members.
2. The structure and requirement of membership.
3. Duty, responsibility, and authority of KEMPR.
4. The scope of work.
5. Meeting, reporting, term of office, and funding.
Meanwhile, the scopes, duties, and responsibilities of KEMPR are:
1. Conducting a comprehensive evaluation of the proposed Company’s Long-Term Plan (RJPP), Corporate Strategic
Scenario (CSS), and Company’s Budget Work Plan (RKAP) submitted by the Board of Directors.
2. Conducting an evaluation of the implementation of RJPP, CSS, and RKAP to ensure that they are in accordance with
the target of RJPP, CSS, and RKAP approved by the Board of Commissioners.
3. Monitoring the implementation of enterprise risk management and project risk management, especially for project
whose implementation is through the approval of the Board of Commissioners.
256 ANNUAL REPORT 2025
Page 259
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
KEMPR’s Composition
Based on Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024, regarding Membership
of Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia
Tbk, the composition of KEMPR members is as follows:
KEMPR’s Composition until May 27, 2025
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Arya Mahendra Sinulingga Resolution of the Board of Commissioners Number 07/KEP/ June 8, 2021 -
Commissioner DK/2021 dated June 8, 2021 and lastly re-established through May 27, 2025
Resolution of the Board of Commissioners No. 11/KEP/DK/2024
dated July 9, 2024.
Members Bambang Permadi Soemantri Resolution of the Board of Commissioners Number 07/KEP/ June 8, 2021 -
Brodjonegoro DK/2021 dated June 8, 2021 and lastly re-established through April 10, 2025
President Commissioner/ Resolution of the Board of Commissioners No. 11/KEP/DK/2024
Independent Commissioner dated July 9, 2024.
Bono Daru Adji Resolution of the Board of Commissioners Number 07/KEP/ June 8, 2021 -
Independent Commissioner DK/2021 dated June 8, 2021 and lastly re-established through May 27, 2025
Resolution of the Board of Commissioners No. 11/KEP/DK/2024
dated July 9, 2024.
Isa Rachmatarwata Resolution of the Board of Commissioners Number 07/KEP/ June 8, 2021 -
Commissioner DK/2021 dated June 8, 2021 and lastly re-established through February 7, 2025
Resolution of the Board of Commissioners No. 11/KEP/DK/2024
dated July 9, 2024.
Ismail Resolution of the Board of Commissioners Number 05/KEP/ May 29, 2019 -
Commissioner DK/2021 dated May 29, 2019 and lastly re-established through September 16,
Resolution of the Board of Commissioners No. 11/KEP/DK/2024 2025
dated July 9, 2024.
Rizal Malarangeng Resolution of the Board of Commissioners Number 11/KEP/ June 29, 2020 -
Commissioner DK/2020 dated June 29, 2020 and lastly re-established Present
through Resolution of the Board of Commissioners No. 11/KEP/
DK/2024 dated July 9, 2024.
Silmy Karim Resolution of the Board of Commissioners Number 06/KEP/ June 27, 2023 -
Commissioner DK/2023 dated June 27, 2023 and lastly re-established through Present
Resolution of the Board of Commissioners No. 11/KEP/DK/2024
dated July 9, 2024.
Siswa Rizali Resolution of the Board of Commissioners Number 09/KEP/ August 2, 2021 -
Independent Member DK/2021 dated August 2, 2021 and lastly re-established through Present
Resolution of the Board of Commissioners No. 11/KEP/DK/2024
dated July 9, 2024.
Janson Resolution of the Board of Commissioners Number 01/KEP/ March 20, 2023 -
Independent Member DK/2023 dated March 20, 2023 and lastly re-established Present
through the Resolution of the Board of Commissioners No. 11/
KEP/DK/2024 dated July 9, 2024.
ANNUAL REPORT 2025 257
Page 260
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
In connection with the result of the Company’s Annual GMS on May 27, 2025, which changed the membership
composition of the Board of Commissioners, there was a change in the composition of KEMPR members as outlined in
Resolution of the Board of Commissioners Number 06/KEP/DK/2025 dated June 13, 2025 and subsequently updated
through Resolution of the Board of Commissioners Number 22/KEP/DK/2025 dated December 23, 2025 regarding
Composition Membership of Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero)
PT Telekomunikasi Indonesia Tbk, the composition of KEMPR members is as follows:
KEMPR’s Composition from May 27, 2025 to December 31, 2025
Name and Double Term of
Position Basis of Appointment
Position Status Service
Chairman Rizal Malarangeng Resolution of the Board of Commissioners No. 11/KEP/DK/2020 June 29, 2020 -
Commissioner dated June 29, 2020 and lastly re-established through Present
Resolution of the Board of Commissioners No. 22/KEP/
DK/2025 dated December 23, 2025.
Members Ismail1) Resolution of the Board of Commissioners No. 05/KEP/ May 29, 2019 -
Commissioner DK/2021 dated May 29, 2019 and lastly re-established through September 16,
Resolution of the Board of Commissioners No. 06/KEP/ 2025
DK/2025 dated June 13, 2025.
Silmy Karim Resolution of the Board of Commissioners No. 06/KEP/ June 27, 2023 -
Commissioner DK/2023 dated June 27, 2023 and lastly re-established Present
through Resolution of the Board of Commissioners No. 22/
KEP/DK/2025 dated December 23, 2025.
Rionald Silaban Resolution of the Board of Commissioners No. 04/KEP/ June 13, 2025 -
Commissioner DK/2025 dated June 13, 2025 and lastly re-established through Present
Resolution of the Board of Commissioners No. 22/KEP/
DK/2025 dated December 23, 2025.
Ossy Dermawan Resolution of the Board of Commissioners No. 04/KEP/ June 13, 2025 -
Commissioner DK/2025 dated June 13, 2025 and lastly re-established through Present
Resolution of the Board of Commissioners No. 22/KEP/
DK/2025 dated December 23, 2025.
Rofikoh Rokhim2) Resolution of the Board of Commissioners No. 22/KEP/ December 23,
Independent Commissioner DK/2025 dated December 23, 2025. 2025 - Present
Siswa Rizali Resolution of the Board of Commissioners No. 09/KEP/ August 2, 2021 -
Independent Member DK/2021 dated August 2, 2021 and lastly re-established Present
through Resolution of the Board of Commissioners No. 22/
KEP/DK/2025 dated December 23, 2025.
Janson Resolution of the Board of Commissioners No. 01/KEP/ March 20, 2023 -
Independent Member DK/2023 dated March 20, 2023 and lastly re-established Present
through Resolution of the Board of Commissioners No. 22/
KEP/DK/2025 dated December 23, 2025.
Remarks:
1) Until September 16, 2025.
2) Since December 23, 2025.
258 ANNUAL REPORT 2025
Page 261
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Profile of KEMPR Members Who are Also Members of the Board of Commissioners
Rizal Malarangeng
Chairman
Age 61 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2000 Doctoral Comparative Politics, Ohio State University, United States of America
• 1994 Magister Comparative Politics, Ohio State University, United States of America
• 1990 Bachelor of Communication Science, Universitas Gadjah Mada, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 11/KEP/DK/2020 dated June 29, 2020 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2020 - Present Commissioner, PT Energi Mega Persada
Work Experience • 2001 - 2020 Executive Director, Freedom Institute
• 2016 Founder, Freedom Corp
• 2009 Founder, Fox Indonesia
• 2008 - 2012 Director of IT System Operation, Indonesian Financial Transaction Reports and
Analysis Center (PPATK)
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
Silmy Karim
Member
Age 51 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2014 Defense Management, Naval Postgraduate School (NPS), United States of America
• 2012 Advance Security, George C. Marshall European Center for Security Studies, German
• 2012 NATO School, German
• 2012 National and International Defense, United States of America
• 2010 Georgetown University, GLS, Washington D.C, United States of America
• 2007 Master of Economics, Universitas Indonesia, Indonesia
• 1997 Bachelor of Economics, Universitas Trisakti, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 06/KEP/DK/2023 dated June 27, 2023 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2024 - Present Deputy Minister of Immigration and Corrections, Ministry of Immigration and
Corrections
Work Experience • 2023 - 2024 Director General of Immigration of the Republic of Indonesia, Ministry of Law and
Human Rights
• 2018 - 2023 President Director, PT Krakatau Steel (Persero) Tbk
• 2016 - 2019 Commissioner, PT GE Power Solution Indonesia
• 2016 - 2018 President Director, PT Barata Indonesia (Persero)
• 2015 - 2016 President Commissioner, MAN Diesel & Turbo Indonesia
ANNUAL REPORT 2025 259
Page 262
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Silmy Karim
Member
• 2014 - 2016 President Director, PT Pindad (Persero)
• 2011 - 2014 Commissioner, PT PAL Indonesia (Persero)
• 2010 - 2011 Special Advisor, Indonesia Investment Coordinating Board of the Republic of Indonesia
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
• 2014 Naval Postgraduate School (NPS) in Defense Management, Monterey, California,
United States of America
• 2012 Harvard University in the Field of National and International Defense, Cambridge,
Massachusetts, United States of America
• 2012 NATO School, Oberammergau, German
• 2012 George C. Marshall European Center for Security Studies, Program in Advance
Security, Garmisch-Partenkirchen, German
Rionald Silaban
Member
Age 60 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1993 Master of Laws (LL.M.), Georgetown University, United States of America
• 1989 Bachelor of Laws, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Concurrent Position Does not hold any position
Work Experience • 2018 - 2021 Head of Education and Training Agency, Ministry of Finance
• 2016 - 2018 Expert Staff for Macroeconomics & International Finance, Ministry of Finance
Professional Certification • 2024 Qualification for 6 Areas of Banking Risk Management, LSPP
• 2019 Level 1 Commissioner, Banking Risk Management Division, LSPP
Ossy Dermawan
Member
Age 49 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2014 Master of Science, RSIS, Nanyang Technological University (NTU), Singapore
• 2000 Bachelor of Science, Norwich University, United States of America
Basis of Appointment Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2024 - Present Deputy Minister of Agrarian Affairs & Spatial Planning/Deputy Head of the National
Land Agency, Ministry of Agrarian Affairs and Spatial Planning-National Land Agency
• 2020 - Present Executive Director, SBY*Ani Museum
• 2019 - Present Manager, LavAni Volleyball Club
260 ANNUAL REPORT 2025
Page 263
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Ossy Dermawan
Member
Work Experience • 2018 - Present Personal Staff of the 6th President of the Republic of Indonesia
• 2014 - 2018 Personal Secretary to the 6th President of the Republic of Indonesia
• 2009 - 2014 Staff Officer, Army Materiel Command (Spamad), Indonesian Army
• 2007 - 2009 Company Commander, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2006 - 2007 Head of Operations Section, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2005 - 2006 Platoon Commander, Cavalry Battalion 7/Sersus, Kodam Jaya
• 2004 - 2005 Platoon Commander, Cavalry Battalion 3/Serbu, Kodam V/Brawijaya
• 2002 - 2004 Staff Officer, Indonesian Army Personnel Staff (Spersad), Indonesian Army
• 2001 - 2002 Staff Officer, Army Education and Training Command (Kodiklat), Indonesian Army
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Rofikoh Rokhim
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2005 Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France
• 2002 D.E.A (M.Phil) International and Development Economic, Universite de Paris 1
Pantheon-Sorbonne, France
• 2002 Master Specialist in Public Finance, Institute International d’Administration Publique,
France
• 1994 B.A in Public Administration, Universitas Gadjah Mada, Indonesia
• 1990 B.A in Management Economic, Universitas Islam Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025
Concurrent Position • 2025 - Present President Commissioner, PT Trimegah Sekuritas Indonesia
• 2023 - Present Corporate Assessment Committee, Bursa Efek Indonesia
• 2019 - Present Head of Master of Management Program, Faculty of Economics and Business,
Universitas Indonesia
Work Experience • 2017 - 2025 Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk
• 2017 - 2019 Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM)
• 2015 - 2017 President Commissioner, PT Hotel Indonesia Natour (Persero)
• 2016 - 2017 Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged
Regions
• 2015 - 2017 Committee for Service and Committee for Participation & Organizational Performance
& HR, BPJS Ketenagakerjaan
• 2014 - 2015 Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and
Mineral Resources
• 2014 - 2015 Members of Audit Committee and Risk Committee, PT Pos Indonesia
• 2008 - 2013 Head of the Indonesia Intelligence Unit
• 1995 - 2008 Bisnis Indonesia Reporter
ANNUAL REPORT 2025 261
Page 264
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Rofikoh Rokhim
Member
Professional Certification • 2024 Level 6 Risk Management in Banking Industry by Bankers Association for Risk
Management
• 2024 Charter of Accountant (CA), Asosiasi Akuntan Indonesia
• 2023 Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal
Audit Indonesia
• 2017 Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI
Profile of KEMPR Members Outside the Board of Commissioners
Siswa Rizali
Independent Member
Age 53 years old
Citizenship Indonesia
Domicile South Tangerang, Indonesia
Educational Background • 2022 Master of Social Sciences (Economics), National University of Singapore, Singapore.
• 1996 Bachelor Degree in Economics, Universitas Indonesia, Indonesia.
Basis of Appointment Resolution of the Board of Commissioners No. 09/KEP/DK/2021 dated August 2, 2021 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Term of Service August 2, 2021 - Present
Duty and Responsibility Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term
Plan (RJPP), Corporate Strategic Scenario (CSS), and Company’s Budget Work Plan (RKAP) submitted
by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the
implementation of Telkom's enterprise risk management and project risk management
Work Experience • 2019 - 2021 Investment and Placement Committee, Hajj Financial Management Agency
• 2015 - 2018 Director of Investment, PT Asanusa Asset Management
Professional Certification • 2024 Chartered Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2008 Certificate of Deputy Investment Manager, OJK
• 2002 Certified Risk Professional (CRP) by Capital Market Professional Certification Board
Janson
Independent Member
Age 51 years old
Citizenship Indonesia
Domicile South Tangerang, Indonesia
Educational Background • 1998 Bachelor of Science, Finance, University of Maryland, United States of America
Basis of Appointment Resolution of the Board of Commissioners No. 01/KEP/DK/2023 dated March 20, 2023 and lastly
re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated
December 23, 2025
Term of Service March 20, 2023 - Present
262 ANNUAL REPORT 2025
Page 265
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Janson
Independent Member
Duty and Responsibility Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term
Plan (RJPP), Corporate Strategic Scenario (CSS), and Company’s Budget Work Plan (RKAP) submitted
by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the
implementation of Telkom's enterprise risk management and project risk management
Work Experience • 2021 - 2022 Senior Corporate Finance, PT ASLI RI
• 2020 - 2021 SVP Equity Research, PT Kanaka Hita Solvera
• 2017 - 2019 SVP Equity Division and Research, PT Royal Investium Sekuritas
• 2013 - 2016 Head of Institutional Equity, PT MNC Sekuritas
Professional Certification • 2024 Chartered Accountant (CA), Ikatan Akutansi Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2023 Certified Risk Professional (CRP) by Association of Indonesian Capital Market
Professional
• 2021 Securities Broker Representative Certificate, OJK
• 2019 Investment Manager Representative Certificate, OJK
KEMPR Members Whose Terms End in 2025
Arya Mahendra Sinulingga
Chairman
Age 54 years old
Citizenship Indonesia
Domicile Tangerang, Indonesia
Educational Background • 1995 Civil Engineering Department, Institut Teknologi Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and and lastly re-
established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position • 2023 Member of the Executive Committee, Indonesian Football Association
• 2021 Secretary General, Institut Teknologi Bandung Alumni Association
• 2021 Central Management Advisory Board, Indonesian Engineers Association
• 2020 Member of the Board of Trustees, Universitas Sumatera Utara
Work Experience • 2019 - 2025 Special Staff III, Minister of State-Owned Enterprises (SOE)
• 2019 - 2021 Commissioner, PT INALUM
• 2018 - 2019 Corporate Secretary Director, PT MNC Tbk
• 2017 - 2018 President Commissioner, PT MNC Infotainment
• 2015 - 2018 President Director, PT IDX Channel
• 2015 - 2018 Deputy Director, iNews TV
• 2014 - 2019 President Commissioner, PT Hikmat Makna Aksara (Sindo Weekly)
• 2014 - 2019 Director of News, PT MNC, Tbk
• 2014 - 2018 Director, PT MCI
• 2014 - 2015 Director, PT MNC Investama Tbk
ANNUAL REPORT 2025 263
Page 266
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Arya Mahendra Sinulingga
Chairman
• 2014 - 2015 Editor in chief, RCTI
• 2011 - 2014 Editor in chief, Global TV
• 2010 - 2018 Director of News & Corporate Secretary, Global TV
• 2010 - 2014 Corporate Secretary, PT MNC Tbk
• 2008 - 2014 President Director, PT Hikmat Makna Aksara (Sindo Weekly)
• 2008 - 2014 Corporate Secretary, PT Global Mediacom Tbk
• 2007 - 2015 Corporate Secretary PT MNC Sky Vision
• 2004 - 2007 Member, Indonesian Broadcasting Commission of North Sumatra Region
• 2001 - 2004 Expert Staff, Chairman of Regional People's Representative Council and Spatial
Planning Consultant for North Sumatra Province
• 1995 - 2001 Drainage & Marine Consultant, Bandung
Professional Certification • 2023 Qualified Risk Governance Professional (QRGP)
Bambang Permadi Soemantri Brodjonegoro
Member
Age 58 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1997 Ph.D., University of Illinois at Urbana-Champaign, United States of America
• 1993 Master of Urban Planning, University of Illinois at Urbana-Champaign, United States
of America
• 1990 Bachelor of Economics, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and and lastly
re- established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10,
2025)
Concurrent Position • 2025 Dean and CEO, Asian Development Bank Institute
Work Experience • 2024 - 2025 Special Advisor to the President for Economic and National Development
• 2021 - 2025 President Commissioner, PT Prudential Syariah
• 2021 - 2025 President Commissioner, PT Bukalapak Tbk
• 2021 - 2025 Independent Commissioner, PT Astra International Tbk
• 2021 - 2025 Independent Commissioner, PT TBS Energi Utama Tbk
• 2021 - 2025 Commissioner, PT Combiphar
• 2021 - 2025 Independent Commissioner, PT Indofood Tbk
• 2021 President Commissioner, PT Nusantara Green Energy
• 2021 - 2023 President Commissioner, PT Oligo Infrastruktur
• 2019 - 2021 Minister of Research, Technology, and National Innovation of the Republic of Indonesia
• 2016 - 2019 Minister of National Development Planning of the Republic of Indonesia
• 2014 - 2016 Minister of Finance of the Republic of Indonesia
• 2013 - 2014 Vice Minister of Finance of the Republic of Indonesia
Professional Certification • 2021 Qualified Risk Governance Professional (QRGP)
264 ANNUAL REPORT 2025
Page 267
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Bono Daru Adji
Member
Age 56 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1995 LLM, Monash University, Australia
• 1993 Bachelor of Law, Universitas Trisakti, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly
re- established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position • 2025 Managing Director Legal, PT Danantara Invesment Management
Work Experience • 2023 - 2025 Ethics Committee Member, Indonesian Football Association
• 2022 - 2025 The Board of Directors Member, Indonesian Audit Committee Association
• 2017 - 2025 Managing Partner, Assegaf Hamzah & Partners
• 2019 - 2022 Disciplinary Committee, PT Bursa Efek Indonesia
• 2018 - 2021 Chairman of Standard Board, Capital Market Legal Consultants Association
Professional Certification • 2024 Certified Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2017 Licensed to practice law as an advocate by Capital Market Legal Consultants
Association (Capital Market Legal Consultants Association - HKHPM)
• 2017 Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI)
Ismail
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2010 Doctor of Electrical Engineering and Informatics, Institut Teknologi Bandung,
Indonesia
• 1999 Master of Electrical Engineering, Universitas Indonesia, Indonesia
• 1993 Bachelor of Engineering Physics, Institut Teknologi Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 05/KEP/DK/2019 dated May 29, 2019 and lastly
re- established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024
Basis of Dismissal Telkom Extraordinary General Meeting of Shareholders (EGMS) on September 16, 2025
Concurrent Position • 2025 Secretary General of Ministry of Communication and Digital, Republic of Indonesia
Work Experience • 2023 - 2024 Chairman of the Supervisory Board of MASTEL
• 2021 - 2023 Acting Director General of Postal and Informatics Service
• 2018 - 2019 Chairman, Indonesian Telecommunications Regulatory Agency (BRTI)
• 2014 - 2016 Director of Special Telecommunication PPKU/Broadband Development, Ministry of
Communication and Informatics of the Republic of Indonesia
ANNUAL REPORT 2025 265
Page 268
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Ismail
Member
• 2012 - 2014 Director of Telecommunication, Directorate General of Postal and Informatics Service,
Ministry of Communication and Informatics of the Republic of Indonesia
• 2008 - 2012 Director of IT System Operation, Indonesian Financial Transaction Reports and
Analysis Center (PPATK)
Professional Certification • 2024 Chartered Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2021 Certification in Audit Committee Practices (CACP)
• 2012 Computer Emergency Response Team (CERT), Carnegie Mellon-USA
• 2010 Certified Information System Security Professional (CISSP), INIXINDO
• 2010 Certified Data Center Professional (CDCP), INIXINDO
• 2010 Certified Information Technology Manager (CITM), INIXINDO
Isa Rachmatarwata
Member
Age 58 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1994 Master of Mathematic, Actuarial Science, University of Waterloo, Canada
• 1990 Exact Science and Mathematic Department, Institut Teknologi Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and and lastly re-
established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position No concurrent position held
Work Experience • 2021 - 2025 Director General of Budget, Ministry of Finance of the Republic of Indonesia
• 2017 - 2021 Director General of State Asset, Ministry of Finance of the Republic of Indonesia
• 2013 - 2017 Expert Staff to the Minister of Finance for Financial Services and Capital Market Policy
and Regulation, Ministry of Finance of the Republic of Indonesia
• 2013 Senior Official at the Financial Policy Agency, Ministry of Finance of the Republic of
Indonesia
• 2006 - 2012 Head of Insurance Bureau, Capital Market and Financial Institutions Supervisory
Agency (BPPMLK), Ministry of Finance of the Republic of Indonesia
Professional Certification • 2024 Chartered Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2020 Fellow of the Society of Actuaries of Indonesia (FSAI)
• 1993 Associate of the Society of Actuaries (ASA)
266 ANNUAL REPORT 2025
Page 269
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
KEMPR’s Independence
KEMPR members are required to fulfill the independence aspect in carrying out their duties in accordance with the
terms and conditions stated in Resolution of the Board of Commissioners No. 12/KEP/DK/2024 dated July 9, 2024
regarding Work Implementation Guidelines (Charter) for Committee for Planning and Risk Evaluation and Monitoring of
the Company (Persero) PT Telekomunikasi Indonesia Tbk.
KEMPR’s Meeting
KEMPR’s Meeting Policy
In accordance with KEMPR Charter No. 12/KEP/DK2024 dated July 9, 2024, KEMPR meeting consists of:
1. KEMPR meetings consist of internal KEMPR meeting and KEMPR meeting with external parties. Both meetings are
attended by more than half (one-half) of KEMPR members.
2. Ad-Hoc meeting is a meeting with external parties held as needed and implemented by non-Board of Commissioners
members of KEMPR.
KEMPR’s Meeting in 2025
During 2025, KEMPR Telkom held 26 meetings with the following members attendance level:
KEMPR’s Meeting Agenda in 2025
No. Date Meeting Agenda
1. Monday, January 6, 2025 Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ √ √ √ √ N/A N/A N/A √ √
2. Tuesday, January 7, 2025 Batam Data Center Update
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
- √ √ √ √ √ √ N/A N/A N/A √ √
3. Thursday, January 23, 2025 Risk Management Monitoring for the Fourth Quarter of 2024
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ - √ √ √ √ N/A N/A N/A √ √
4. Tuesday, February 11, 2025 Discussion of RJPP in 2025-2029
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ N/A √ √ √ N/A N/A N/A √ √
5. Thursday, February 27, 2025 Project Falcon Update
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ N/A √ √ √ N/A N/A N/A √ √
6. Tuesday, March 11, 2025 InfraCo Carve Out - 1
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ N/A √ √ √ N/A N/A N/A √ √
7. Monday, March 17, 2025 InfraCo Carve Out - 2
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ N/A √ √ √ N/A N/A N/A √ √
ANNUAL REPORT 2025 267
Page 270
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Date Meeting Agenda
8. Wednesday, March 19, 2025 TelkomGroup Risk Profile in 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
- √ √ N/A √ - √ N/A N/A N/A √ √
9. Thursday, April 10, 2025 Telkom Share Buyback in 2025 (Part 1)
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ √ √ N/A √ √ √ N/A N/A N/A √ √
10. Tuesday, April 15, 2025 Telkom Share Buyback in 2025 (Part 2)
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ N/A √ N/A √ √ √ N/A N/A N/A √ √
11. Tuesday, April 29, 2025 Risk Management Monitoring for the First Quarter of 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ N/A - N/A √ √ √ N/A N/A N/A √ √
12. Monday, May 5, 2025 Macroeconomic Factor Stress Testing Scenario Result
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
√ N/A √ N/A √ √ √ N/A N/A N/A √ √
13. Friday, June 23, 2025 Approval of the Board of Directors' Regulation for Cooperation Management
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
14. Tuesday, July 8, 2025 Contingency Plan Document
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
15. Thursday, July 10, 2025 Telkomsel Condition Update
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
16. Wednesday, July 16, 2025 Inorganic Roadmap
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
17. Monday, July 28, 2025 Risk Profile Monitoring for the Second Quarter of 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
18. Monday, July 28, 2025 Release of CAPEX Phase II in 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ √ N/A √ √
19. Wednesday, September 10, 2025 Sirius & Starlink Project
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A √ √ √ √ - N/A √ √
268 ANNUAL REPORT 2025
Page 271
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Date Meeting Agenda
20. Monday, September 22, 2025 BWA Technology
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
21. Friday, September 26, 2025 Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All
Telkomsigma Shares in TDE
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
22. Wednesday, October 8, 2025 CSS Agreement in 2026 - 2028
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
23. Thursday - Monday, RKAP 2026
October 9 - 20, 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
24. Thursday, November 13, 2025 Risk Profile Monitoring for the Third Quarter of 2025
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ - √ √ N/A √ √
25. Tuesday, December 2, 2025 Project Falcon 2.0
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
26. Tuesday, December 30, 2025 Write-off of Receivables in 2025 and 4 Submission of RKAP 2026
th
Attendance List AMS BPSB BDA IR IS RM SK OD RS RR SR JN
N/A N/A N/A N/A N/A √ √ √ √ N/A √ √
Remarks:
AMS Arya Mahendra Sinulingga SK Silmy Karim
BPSB Bambang Permadi Soemantri Brodjonegoro OD Ossy Dermawan
BDA Bono Daru Adji RS Rionald Silaban
IR Isa Rachmatarwata RR Rofikoh Rokhim
IS Ismail SR Siswa Rizali
RM Rizal Malarangeng JN Janson
ANNUAL REPORT 2025 269
Page 272
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Recapitulation of KEMPR’s Attendance at Meeting up to May 27, 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Arya Mahendra Sinulingga Chairman 12 10 83
2. Bambang Permadi Soemantri Member 9 9 100
Brodjonegoro1)
3. Bono Daru Adji Member 12 10 83
4. Isa Rachmatarwata 2)
Member 3 3 100
5. Ismail Member 19 19 100
6. Rizal Malarangeng Member 12 12 100
7. Silmy Karim Member 12 12 100
8. Siswa Rizali Member 12 12 100
9. Janson Member 12 12 100
Remarks:
1) Until April 10, 2025.
2) Until February 7, 2025.
Recapitulation of KEMPR’s Attendance at Meeting from May 27, 2025 to December 31, 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Rizal Malarangeng Chairman 14 14 100
2. Silmy Karim Member 14 13 93
3. Ismail 1)
Member 7 7 100
4. Rionald Silaban Member 14 13 93
5. Ossy Dermawan Member 14 14 100
6. Rofikoh Rokhim 2)
Member 1 1 100
7. Siswa Rizali Member 14 14 100
8. Janson Member 14 14 100
Remarks:
1) Until September 16, 2025.
2) Since December 12, 2025.
KEMPR’s Performance and Implementation Activities
In accordance with the authority, duties, and responsibilities of KEMPR as stipulated in KEMPR Charter, the following
KEMPR activities have been carried out:
1. Evaluation Proposal of Corporate Strategic Scenario (CSS) for 2026-2028
In its evaluation, KEMPR provided suggestion and input, including the following:
a. Regarding Telkom’s transition to a strategic holding, a roadmap for the transition from operational holding to
strategic holding should be prepared, containing a clear division of roles and decision-making as a guideline
for the strategic level, as well as creating operational flexibility and speed of decision-making. A performance
recovery strategy is also needed at Telkomsel to optimize fixed mobile convergence (FMC) growth, restore market
share control, increase CAPEX and OPEX efficiency, and optimize Telkomsel’s return on investment.
b. Ensuring the Company has sufficient resources to enhance its internal capabilities.
270 ANNUAL REPORT 2025
Page 273
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
c. In terms of growing business from pillars other 3. Enterprise Risk Management (ERM)
than B2C, in order to optimize the contribution of Based on monitoring of the company’s risk profile,
inorganic initiatives in driving performance growth there are several things that require attention, namely:
and ensuring the implementation of healthy and
a. Project implementation requires careful attention
integrity-based business practices and behavior.
to mitigate the risk of delays.
d. In terms of subsidiary streamlining, it is necessary
b. Mitigation must be carried out in a targeted
to identify and communicate to stakeholders the
manner to reduce the risks that arise.
need for regulatory support.
c. Regarding B2C business risks, it is important
e. It is necessary to ensure that management has
to focus on managing High-Value Customers,
verified that the entire process of planning,
particularly those who are price-sensitive.
implementation, and evaluation of the planning
d. Improving CAPEX management at TelkomGroup to
documents complies with all applicable regulations
generate optimal revenue and cost efficiency.
and rules.
e. Company should focus on subsidiary streamlining
2. Evaluation of Company’s Work Plan and Budget and
and minimize the impact of potential risks.
Capital Expenditure
f. It is necessary to optimize the use of data
a. Ensuring that the budget proposal considers the
through AI so that it can be utilized in decision-
adoption of the latest technologies and ensuring
making regarding rate reductions, particularly for
the effectiveness of CAPEX for Telkom Parent and
the B2C segment.
its subsidiaries.
4. Certain Actions of the Board of Directors that
b. Ensuring that the 2026 budget projections can be
Require the Approval of the Board of Commissioners
effectively implemented while continuing to apply
comprehensive enterprise risk management. KEMPR has assisted the Board of Commissioners in
reviewing the strategic plan proposals submitted by
c. Subsidiaries need to be encouraged to be
the Board of Directors for 2025, including:
more proactive in seeking customers outside
TelkomGroup. a. Release of Telkom Parent’s CAPEX Commitment
Budget Phase 1 in 2025.
d. Subsidiaries must focus on their core business
to generate revenue and net income as stated in b. Changes to Batam Data Center Equity
2026 RKAP. Participation Plan until the first semester of 2027.
e. TelkomGroup needs to diversify into other c. Company’s Long-Term Plan (RJPP) in 2025 - 2029.
business sources so that it does not rely on one d. Telkom Share Buyback in 2025.
core business. e. Contingency Plan Document in 2025.
f. Accelerating the digitalization and automation of f. Release of Telkom Parent’s CAPEX Budget
business processes within TelkomGroup. Commitment Phase 2 in 2025.
g. Strengthening internal capabilities and HR g. Initiation of participation in the selection of
knowledge. 1.4GHz radio frequency band users for BWA 2025
h. Strengthening legal and compliance aspects. service.
i. Completion of subsidiary streamlining in a timely h. Strategic Fit Project Falcon - the takeover of all
manner in accordance with the milestones for Telkomsigma shares in TDE by Telkom.
improving the company’s financial health and the i. Re-approval of capital participation in stages 3
entity’s operations for each business pillar. and 4 of Batam Data Center Project.
ANNUAL REPORT 2025 271
Page 274
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
j. Separation of some wholesale business and asset c. Improving cost efficiency at each subsidiary.
of Fiber Connectivity phase 1 by Telkom to TIF d. Seamless payment processing between
within InfraCo Project. subsidiaries and Telkom parent.
k. Company’s Work Plan and Budget (RKAP) in 2026. e. Reducing business reliance on third parties.
l. Report on the company’s plan to accept a special
assignment from the central government to KEMPR’s Education and Training
implement the provision of Temporary National
Data Center (PDNS) service during transition
KEMPR’s Education and Training Policy
period.
KEMPR together with other committees collaborated In accordance with Regulation of the Minister of State-
to review several proposals from the Board of Owned Enterprises Number PER-2/MBU/02/2023
Directors, including: regarding Guidelines for Governance & Significant
a. Proposal of KPI Collegial Board of Directors in Corporate Activities of State-Owned Enterprises and
2025. Resolution of the Deputy Minister of State-Owned
Enterprises for Finance and Risk Management Number
b. Performance of Key Performance Indicator (KPI)
SK-3/DKU.MSU/05/2023 dated May 26, 2023 regarding
in 2024 and Strategy Recovery.
Technical Instructions for the Composition and
c. Group Business Operation (GBO) Organization. Qualification of Risk Management Organ within State-
d. Proposal of Key Performance Indicator (KPI) for Owned Enterprises which regulates the composition
Individual Directors in 2025. members of Integrated Governance Committee, it is stated
e. Proposal for write-off the Uncollectible Regular that members of Risk Monitoring Committee in this case
Accounts Receivables in 2025. KEMPR, are required to undergo a minimum of 20 hours of
training per year with topics related to risk management,
f. Proposal of KPI Collegial Board of Directors to
fraud, business, corporate business activities, law,
Danantara.
compliance, finance, accounting, and audit.
5. Subsidiary Monitoring
KEMPR has assisted the Board of Commissioners in
KEMPR’s Education and Training in 2025
monitoring the performance and financial health of
subsidiaries. Some areas of concern include: Throughout 2025, Telkom involved KEMPR members in
a. Refocusing the subsidiary’s operations on its core various education and training programs to improve their
business. competencies. Some of these included:
b. Preventing product overlap among TelkomGroup
entities.
272 ANNUAL REPORT 2025
Page 275
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
KEMPR’s Education and Training in 2025
No. Program Name Organizer Location Date Participant
1. Algorithmic Auditing and Telkom Corporate Jakarta August 2025 • Siswa Rizali
Continuous Monitoring University Center/LinkedIn • Janson
2. Balanced Score Card Telkom Corporate Jakarta August 2025 • Siswa Rizali
and Key Performance University Center/LinkedIn • Janson
Indicator
3. Compliance and Telkom Corporate Jakarta August 2025 • Siswa Rizali
Regulations for University Center/LinkedIn • Janson
Generative AI
4. Corporate Financial Telkom Corporate Jakarta August 2025 • Siswa Rizali
Statement Analysis University Center/LinkedIn • Janson
5. Digital Transformation Telkom Corporate Jakarta August 2025 • Siswa Rizali
University Center/LinkedIn • Janson
6. Finance Foundations: Telkom Corporate Jakarta August 2025 • Siswa Rizali
Corporate Governance University Center/LinkedIn • Janson
7. Foundations of Telkom Corporate Jakarta August 2025 • Siswa Rizali
Responsible AI University Center/LinkedIn • Janson
8. Introduction to AI Telkom Corporate Jakarta August 2025 • Siswa Rizali
Governance University Center/LinkedIn • Janson
9. Introduction to Auditing Telkom Corporate Jakarta August 2025 • Siswa Rizali
AI System University Center/LinkedIn • Janson
10. Operational Excellence Telkom Corporate Jakarta August 2025 • Siswa Rizali
Foundations University Center/LinkedIn • Janson
11. Privacy, Governance, Telkom Corporate Jakarta August 2025 • Siswa Rizali
Compliance: Data University Center/LinkedIn • Janson
Classification and
Inventory
12. Top 10 Gotchas of Cyber Telkom Corporate Jakarta August 2025 • Siswa Rizali
Regulation University Center/LinkedIn • Janson
13. Workshop Internal Telkom Corporate Jakarta August 2025 • Siswa Rizali
Control over Financial University Center/LinkedIn • Janson
Reporting (ICoFR)
14. Risk Beyond 2025 Telkom Corporate Bali August 2025 • Siswa Rizali
On Enterprise Risk University Center/LinkedIn • Janson
Management Bali
15. Manajemen Risiko CRA, ESG Solusi Jakarta August 2025 Siswa Rizali
CRP, dan Pasar Modal
Remark:
Education and Training of KEMPR members who are members of the Board of Commissioners can be seen in Education and Training of the Board of Commissioners.
ANNUAL REPORT 2025 273
Page 276
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Integrated Governance Committee 1. Membership structure and requirement.
2. Duty, obligation, and authority.
Telkom has been designated as a SOE with systemic
3. Scope of work implementation.
classification A, in accordance with the Letter of the
Board of Commissioners Number 028/SRT/DK/2024 dated 4. Meeting arrangement, reporting, term of office, and
April 1, 2024 regarding Approval of the Determination funding.
of Telkom’s Risk Classification Based on Risk Intensity Duties of Integrated Governance Committee include:
Level in accordance with Regulation of the Minister of
1. Evaluate and approve Integrated Governance policy
State-Owned Enterprises Number PER-2/MBU/03/2023.
proposed by the Board of Directors.
Therefore, Telkom is required to form an Integrated
Governance Committee (KTKT) as mandated in Regulation 2. Monitor and evaluate the compliance of Integrated
of the Minister of State-Owned Enterprises Number PER- Governance policies of the company and its
2/MBU/03/2023 regarding Guidelines for Governance subsidiaries.
and Significant Corporate Activities of State-Owned 3. Conduct an evaluation of the implementation
Enterprises and Resolution of the Deputy Minister of State- of Integrated Governance, at least through an
Owned Enterprises for Finance and Risk Management assessment of the adequacy of internal control
Number SK-3/DKU.MBU/05/2023 dated May 26, 2023 and the implementation of integrated compliance
regarding Technical Instructions for the Composition and function.
Qualifications of Risk Management Organ within State- 4. Monitor and evaluate other Integrated Governance
Owned Enterprises which regulates the composition of the functions in accordance with the provisions of laws
members of Integrated Governance Committee (“Juknis”). and regulations, articles of association, and/or
decision of GMS/minister.
Integrated Governance Committee (KTKT) is a Committee
tasked with assisting the Board of Commissioners Meanwhile, Integrated Governance Committee’s
in evaluating and approving Integrated Governance obligations include:
policies proposed by the Board of Directors, monitoring
1. Provide recommendations to the Board of
and assessing the suitability of Integrated Governance
Commissioners for the improvement of Integrated
policies of the Company and its subsidiaries, as well as
Governance policy.
monitoring and evaluating other Integrated Governance
2. Prepare a report on the realization of the annual work
functions in accordance with the provisions of laws and
program submitted in the Company’s Annual Report.
regulations, articles of association, and/or decision of
GMS/minister of SOE. 3. Uphold the committee’s confidentiality in accordance
with applicable regulations.
Integrated Governance Committee’s
Scopes, Duties, and Responsibilities Integrated Governance Committee’s
Composition
Integrated Governance Committee (KTKT) has prepared
Integrated Governance Work Implementation Guidelines, Based on Regulation of the Board of Commissioners
which are outlined in Resolution of the Board of Number 01/KEP/DK/2025 dated January 2, 2025 regarding
Commissioners Number 08/KEP/DK/2024 dated April Composition Membership of Integrated Governance
16, 2024 regarding Work Implementation Guidelines Committee of the Limited Liability Company (Persero)
(Charter) of Integrated Governance Committee of PT Telekomunikasi Indonesia Tbk, composition of KTKT
PT Telekomunikasi Indonesia Tbk. The charter contains members is as follows:
the following:
274 ANNUAL REPORT 2025
Page 277
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Integrated Governance Committee’s Composition up to May 27, 2025
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Bambang Permadi Soemantri Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Brodjonegoro KEP/DK/2024 dated April 2, 2024 and lastly re-established May 27, 2025
President Commissioner/ through Resolution of the Board of Commissioners Number
Independent Commissioner of 01/KEP/DK/2025 dated January 2, 2025.
PT Telkom Indonesia (Persero)
Tbk
Member Bono Daru Adji Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established May 27, 2025
PT Telkom Indonesia (Persero) through Resolution of the Board of Commissioners Number
Tbk 01/KEP/DK/2025 dated January 2, 2025.
Marcelino Rumambo Pandin Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Telkom KEP/DK/2024 dated April 2, 2024 and lastly re-established May 27, 2025
Indonesia (Persero) Tbk through Resolution of the Board of Commissioners Number
01/KEP/DK/2025 dated January 2, 2025.
Sarwoto Atmosutarno Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established September 25,
PT Telekomunikasi Selular through Resolution of the Board of Commissioners Number 2025
01/KEP/DK/2025 dated January 2, 2025.
Andi Agus Akbar Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Graha KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Sarana Duta through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Oktadiasih Muninggar Resolution of the Board of Commissioners 01/KEP/DK/2025 January 2, 2025 -
Commissioner of dated January 2, 2025 and lastly re-established through Present
PT Infrastruktur Resolution of the Board of Commissioners Number 23/KEP/
Telekomunikasi Indonesia DK/2025 dated December 23, 2025.
Vedi Noviana Suherman Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Metra- KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Net through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Sofian Saleh Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Multimedia Nusantara through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
I Gusti Bagus Astawa Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT PINS KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Indonesia through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Farida Sunarjati Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Sigma Cipta Caraka through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Michael Adiguna Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Telkom KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Data Ekosistem through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Muhammad Rofik Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Telekomunikasi Indonesia through Resolution of the Board of Commissioners Number
International 23/KEP/DK/2025 dated December 23, 2025.
ANNUAL REPORT 2025 275
Page 278
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Name and Double
Position Basis of Appointment Term of Service
Position Status
M. Ridwan Rizqi R. Nasution Resolution of the Board of Commissioners Number 06/ April 2, 2024-
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Telekomunikasi Indonesia through Resolution of the Board of Commissioners Number
International 01/KEP/DK/2025 dated January 2, 2025.
Fahd Pahdepie Resolution of the Board of Commissioners 01/KEP/DK/2025 January 2, 2024 -
Independent Commissioner of dated January 2, 2025 and lastly re-established through Present
PT Telkom Akses Resolution of the Board of Commissioners Number 23/KEP/
DK/2025 dated December 23, 2025.
Rama Pratama Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Telkom KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Satelit Indonesia through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
In connection with the result of Company’s Annual GMS on May 27, 2025, which changed the membership composition
of the Board of Commissioners, there was a change in the composition of KTKT members as outlined in Resolution of
the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and subsequently updated through
Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 regarding Membership
Composition of Integrated Governance Committee of the Company (Persero) PT Telekomunikasi Indonesia Tbk.
Composition of KTKT members for the period of May 27, 2025 to December 31, 2025 is as follows:
Integrated Governance Committee’s Composition from May 27, 2025 to December 31, 2025
Name and Double
Position Basis of Appointment Term of Service
Position Status
Chairman Angga Raka Prabowo Resolution of the Board of Commissioners Number 17/KEP/ September 25,
President Commissioner of DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
PT Telkom Indonesia (Persero) through Resolution of the Board of Commissioners Number
Tbk 23/KEP/DK/2025 dated December 23, 2025.
Member Deswandhy Agusman Resolution of the Board of Commissioners Number 17/KEP/ September 25,
Independent Commissioner of DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
PT Telkom Indonesia (Persero) through Resolution of the Board of Commissioners Number
Tbk 23/KEP/DK/2025 dated December 23, 2025.
Ira Noviarti Resolution of the Board of Commissioners Number 17/KEP/ September 25,
Independent Commissioner of DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
PT Telkom Indonesia (Persero) through Resolution of the Board of Commissioners Number
Tbk 23/KEP/DK/2025 dated December 23, 2025.
Yohanes Surya1) Resolution of the Board of Commissioners Number 17/KEP/ September 25,
Independent Commissioner of DK/2025 dated September 25, 2025. 2025 - December
PT Telkom Indonesia (Persero) 12, 2025
Tbk
Rofikoh Rokhim2) Resolution of the Board of Commissioners Number 23/KEP/ December 23,
Independent Commissioner of DK/2025 dated December 23, 2025. 2025 - Present
PT Telkom Indonesia (Persero)
Tbk
Rico Rustombi Resolution of the Board of Commissioners Number 17/KEP/ September 25,
Commissioner of DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
PT Telekomunikasi Selular through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
276 ANNUAL REPORT 2025
Page 279
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Name and Double
Position Basis of Appointment Term of Service
Position Status
Fadli Tri Hartanto Resolution of the Board of Commissioners Number 17/KEP/ September 25,
President Commissioner of DK/2025 dated September 25, 2025 and lastly re-established 2025 - Present
PT Dayamitra Telekomunikasi through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Andi Agus Akbar Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Graha KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Sarana Duta through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Oktadiasih Muninggar Resolution of the Board of Commissioners 01/KEP/DK/2025 January 2, 2025 -
Commissioner of dated January 2, 2025 and lastly re-established through Present
PT Infrastruktur Resolution of the Board of Commissioners Number 23/KEP/
Telekomunikasi Indonesia DK/2025 dated December 23, 2025.
Vedi Noviana Suherman Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Metra-Net through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Sofian Saleh Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Multimedia Nusantara through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
I Gusti Bagus Astawa Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT PINS KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Indonesia through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Farida Sunarjati Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Independent Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Sigma Cipta Caraka through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Michael Adiguna Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Telkom KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Data Ekosistem through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Muhammad Rofik Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
PT Telekomunikasi Indonesia through Resolution of the Board of Commissioners Number
International 23/KEP/DK/2025 dated December 23, 2025.
Fahd Pahdepie Resolution of the Board of Commissioners 01/KEP/DK/2025 January 2, 2025 -
Independent Commissioner of dated January 2, 2025 and lastly re-established through Present
PT Telkom Akses Resolution of the Board of Commissioners Number 23/KEP/
DK/2025 dated December 23, 2025.
Rama Pratama Resolution of the Board of Commissioners Number 06/ April 2, 2024 -
Commissioner of PT Telkom KEP/DK/2024 dated April 2, 2024 and lastly re-established Present
Satelit Indonesia through Resolution of the Board of Commissioners Number
23/KEP/DK/2025 dated December 23, 2025.
Remarks:
1) Serving until December 12, 2025.
2) Serving since December 23, 2025.
ANNUAL REPORT 2025 277
Page 280
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Profile of Integrated Governance Committee Members Who are Also Members
of the Board of Commissioners
Angga Raka Prabowo
Chairman
Age 36 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2011 Bachelor of International Relations, Universitas Jayabaya, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and
lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2024 - Present Deputy Minister of Communication and Digital, Ministry of Communication and
Digital
• 2024 - Present President Commissioner, PT Media Pandu Bangsa
• 2022 - Present President Commissioner, PT Aneka Rupa Pangan
• 2022 - Present Chairman, Yayasan Prabowo Subianto Djojohadikusumo
• 2021 - Present Secretary, Yayasan Pendidikan Kebangsaan Republik Indonesia
Work Experience • 2025 - April 2026 Head of the Government Communications Agency of the Republic of Indonesia
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Deswandhy Agusman
Member
Age 66 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1988 MBA, Finance, Business, and Economics, University of Denver, United States of
America
• 1985 Bachelor of Civil Engineering (Construction Management), Institut Teknologi Bandung,
Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-
established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23,
2025
Concurrent Position • 2015 - Present Independent Commissioner, PT Berau Coal Energy Tbk
• 2025 - 2030 Member, National Committee on Corporate Governance Policy
Work Experience • 2015 - 2024 Commissioner, PT Maybank Sekuritas Indonesia
• 2015 - 2024 Independent Commissioner, PT Maybank Indonesia Finance
• 2010 - 2012 Independent Commissioner, PT Bank Tabungan Negara Tbk
• 2002 - 2006 Member of the Board of Commissioners, PT Bank Permata Tbk
• 2001 - 2003 Senior Advisor to the Minister of Cooperatives and Small and Medium Enterprises for
Technology Utilization
• 2000 - 2005 Member, National Committee on Corporate Governance Policy
• 1999 - 2004 President Commissioner, PT Permodalan Nasional Madani Venture Capital
• 1999 - 2001 Deputy Minister of Cooperatives and Small and Medium Enterprises for Financing
278 ANNUAL REPORT 2025
Page 281
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Deswandhy Agusman
Member
• 1999 - 2001 Commissioner, PT Bank BRI
• 1998 - 1999 Director General of Financing Facilitation and Savings and Loans
• 1992 - 1998 Managing Director - Corporate Finance, PT Peregrine Sewu Securities
• 1990 - 1992 Syndication Manager, PT Nomura Indonesia
• 1988 - 1990 Management Associate Global Corporate Banking Group, Citibank N.A
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Ira Noviarti
Member
Age 54 years old
Citizenship Indonesia
Domicile Banten, Indonesia
Educational Background • 1995 Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and
lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated
December 23, 2025
Concurrent Position • 2025 - Present Strategic Advisor to Global Private Equity
Work Experience • 2020 - 2024 President Director, PT Unilever Indonesia
• 2017 - 2020 Vice President Beauty & Personal Care, PT Unilever Indonesia
• 2015 - 2017 Vice President, Unilever Food Solutions South-East Asia
• 2010 - 2015 Director Ice Cream and Media Consumer Market Insight, PT Unilever Indonesia
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Rofikoh Rokhim
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2005 Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France
• 2002 D.E.A (M.Phil) International and Development Economic, Universite de Paris 1
Pantheon-Sorbonne, France
• 2002 Master Specialist in Public Finance, Institute International d’Administration Publique,
France
• 1994 B.A in Public Administration, Universitas Gadjah Mada, Indonesia
• 1990 B.A in Management Economic, Universitas Islam Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025
Concurrent Position • 2025 - Present President Commissioner, PT Trimegah Sekuritas Indonesia
• 2023 - Present Corporate Assessment Committee, Bursa Efek Indonesia
• 2019 - Present Head of Master of Management Program, Faculty of Economics and Business,
Universitas Indonesia
ANNUAL REPORT 2025 279
Page 282
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Rofikoh Rokhim
Member
Work Experience • 2017 - 2025 Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk
• 2017 - 2019 Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM)
• 2015 - 2017 President Commissioner, PT Hotel Indonesia Natour (Persero)
• 2016 - 2017 Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged
Regions
• 2015 - 2017 Committee for Service and Committee for Participation & Organizational Performance
& HR, BPJS Ketenagakerjaan
• 2014 - 2015 Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and
Mineral Resources
• 2014 - 2015 Members of Audit Committee and Risk Committee, PT Pos Indonesia
• 2008 - 2013 Head of the Indonesia Intelligence Unit
• 1995 - 2008 Bisnis Indonesia Reporter
Professional Certification • 2024 Level 6 Risk Management in Banking Industry by Bankers Association for Risk
Management
• 2024 Charter of Accountant (CA), Asosiasi Akuntan Indonesia
• 2023 Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal
Audit Indonesia
• 2017 Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI
Profile of Integrated Governance Committee Members Outside the Board of
Commissioners
Rico Rustombi
Member
Age 57 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2010 Master of Business Administration (MBA) in Finance, Universitas Gadjah Mada,
Indonesia
• 1992 Bachelor of Arts in Economics, Sekolah Tinggi Ilmu Ekonomi Keuangan dan Perbankan
Indonesia (STEKPI), Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-
established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December
23, 2025
Term of Service September 25, 2025 - Present
Concurrent Position • 2025 - Present Commissioner, PT Telkomsel
• 2025 - Present Special Advisor at the Ministry of Investment and Downstreaming/BKPM
• 2024 - Present Deputy Chairman for Infrastructure of the Indonesian Chamber of Commerce and
Industry
• 2023 - Present Supervisory Board, Asosiasi Fintech Pendanaan Bersama Indonesia (AFPI)
• 2017 - Present President Commissioner, PT Lumbung Dana Indonesia
Work Experience • 2021 - 2024 Vice Chairman, Digital Economy Ecosystem Development Agency of the Indonesian
Chamber of Commerce and Industry (KADIN)
• 2018 - 2019 President Commissioner, PT Dewata Freight International, Tbk
280 ANNUAL REPORT 2025
Page 283
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Rico Rustombi
Member
• 2010 - 2016 President Director, PT Mitrabahtera Segara Sejati, Tbk
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
• 2024 Executive Course on Geopolitics, Geostrategy, Geoeconomics & Statecraft Cohort-8,
Universitas Pertahanan RI
• 2017 Coalition Building and Strategic Partnership, International Academy for Leadershp
(IAF) Gummersbach, Germany
• 2014 Cambridge ASEAN Global Leadership Programme, Judge Business School -
Cambridge University, United Kingdom
Fadli Tri Hartono
Member
Age 37 years old
Citizenship Indonesia
Domicile Bekasi, Indonesia
Educational Background • 2020 - 2021 Master Degree, Tsinghua University, China
• 2007 - 2012 Physics, Institute Teknologi Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-
established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December
23, 2025
Term of Service September 25, 2025 - Present
Concurrent Position • 2024 - Present Special Staff to the Minister, Ministry of State Secretariat of the Republic of Indonesia
Work Experience • 2024 Special Staff to the Minister, Ministry of Coordinating for Political, Legal and Security
Affairs of the Republic of Indonesia
• 2019 - 2024 Expert Staff to the Deputy Chairman of MPR-RI
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
• 2025 Executive Tech Updates: High Altitude Platform Station (HAPS)
• 2025 Executive Tech Briefing 2025: AI in Tower Business
Andi Agus Akbar
Member
Age 58 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1998 Master of Business Telecommunication, Technology University of Delft, Netherland
• 1991 Bachelor of Electrical Engineering, Universitas Hasanuddin, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position No concurrent position held
ANNUAL REPORT 2025 281
Page 284
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Andi Agus Akbar
Member
Work Experience • 2024 - Present Chairman of Risk Monitoring Committee and Integrated Governance Committee, PT
Graha Sarana Duta
• 2023 - Present Chairman of Audit Committee, PT Graha Sarana Duta
• 2023 - Present Commissioner, PT Graha Sarana Duta
• 2020 - 2025 SVP Corporate Secretary, PT Telekomunikasi Cellular
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
• 2024 Regulatory Compliance
Oktadiasih Muninggar
Member
Age 53 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2007 Master of Telecommunication Management, Universitas Indonesia, Indonesia
• 1995 Bachelor Degree of Electrical Engineering, Sekolah Tinggi Teknologi Telkom,
Indonesia
Basis of Appointment Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-
established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service January 2, 2025 - Present
Concurrent Position • 2022 - Present VP Wholesale Solution & Customer Management, PT Telkom Indonesia (Persero) Tbk
Work Experience • 2019 OSM Managed Service Planning and Development, PT Telkom Indonesia (Persero) Tbk
• 2016 - 2018 OSM Business Development PT Telkom Indonesia (Persero) Tbk
Professional Certification • 2023 Certified in Enterprise Risk Governance
• 2023 Qualified Risk Governance Professional (QRGP)
Vedi Noviana Suherman
Member
Age 59 years old
Citizenship Indonesia
Domicile Bogor, Indonesia
Educational Background • 2018 S2 STIE Indonesia School of Management, Indonesia
• 1995 S1 Universitas Terbuka, Indonesia
• 1991 D3 Sekolah Tinggi Akuntansi Negara, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position • 2021 - Present Procurement Manager of Goods/Services, Ministry of State-Owned Enterprises
282 ANNUAL REPORT 2025
Page 285
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Vedi Noviana Suherman
Member
Work Experience • 2020 - 2021 Sub-Coordinator, Ministry of State-Owned Enterprises
• 2020 Sub-Function Controller, Ministry of State-Owned Enterprises
• 2015 - 2020 Head of the Equipment and Household Sub-Section, Ministry of State-Owned
Enterprises
• 2014 - 2015 Head of the Energy and Mining Business Sub-Division, Ministry of State-Owned
Enterprises
• 2012 - 2014 Head of the Administrative Sub-Division of the Inspectorate General, Ministry of State-
Owned Enterprises
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
Sofian Saleh
Member
Age 61 years old
Citizenship Indonesia
Domicile South Tangerang, Indonesia
Educational Background • 1989 Undergraduate, Faculty of Economy, University of Southern California, United States
of America
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position • 2022 - Present Independent Commissioner, PT Multimedia Nusantara
• 2022 - Present Committee Secretary of the Indonesia-Brunei Bilateral/Indonesian Chamber of
Commerce and Industry
• 2022 - Present Supervisory Board, Indonesian Film Companies Association
• 2019 - Present PR & Communication, B2G Business/V2 Indonesia (Audio Visual Technology)
Work Experience • 2007 - 2019 President Director, PT MM Insa Film (Film Production)
• 2001 - 2006 Marketing Director, PT Tria Putra Pertiwi (Retail)
• 1999 - 2001 Government Relation Officer, PT Surya Cipta Internusa, Tbk. (Construction & Property)
• 1995 - 1999 Manager Marketing, PT Multi Media Lestari (Advertising)
• 1990 - 1995 Manager Marketing, PT Satria Timur Wisesa (Artist Promotor)
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
I Gusti Bagus Astawa
Member
Age 52 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background Master of Telecommunication Engineering, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
ANNUAL REPORT 2025 283
Page 286
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
I Gusti Bagus Astawa
Member
Term of Service April 2, 2024 - Present
Concurrent Position • 2022 - Present Deputy Executive Vice President of the Government Service Division of PT Telkom
Indonesia (Persero) Tbk
Work Experience • 2016 - 2022 OSM Bidding Management Government Service Division of PT Telkom Indonesia
(Persero) Tbk
• 2015 - 2016 OSM Legal & Compliance Government Service Division of PT Telkom Indonesia
(Persero) Tbk
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
Farida Sunarjati
Member
Age 55 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1993 Bachelor of Economics Accounting, Universitas Tarumanagara, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position • 2023 - Present Independent Commissioner, PT Sigma Cipta Caraka
Work Experience • 2010 - 2023 Head of Risk Management, PT Beyond Media
• 2007 - 2020 Deputy Chief Financial Officer (CFO), PT Emas Indonesia Duaribu
• 2005 - 2007 Financial Controller Mugi Rekso Abadi (MRA) Group, Printed Media Division
• 1999 - 2005 Treasury & Accounting Manager, PT Higina Alhadin
• 1996 - 1999 Supervisor Group Finance, PT Eterindo Wahanatama, Tbk
• 1993 - 1996 Senior Auditor Prasetio Utomo & Co - Arthur Andersen & Co, SC Registered Public
Accountant
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
Michael Adiguna
Member
Age 51 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2007 S2 Universitas Diponegoro, Indonesia
• 1997 S1 Sekolah Tinggi Teknologi Telkom, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position • 2021 - Present Vice President Wholesale Product & Service, PT Telkom Indonesia (Persero) Tbk
Work Experience • 2020 - 2021 Senior Executive Account Manager, PT Telkom Indonesia (Persero) Tbk
284 ANNUAL REPORT 2025
Page 287
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Michael Adiguna
Member
• 2019 - 2020 General Manager Carrier Service, PT Telkom Indonesia (Persero) Tbk
• 2016 - 2018 OSM Business Operation & Rev Assurance Telkom, PT Telkom Indonesia (Persero) Tbk
• 2015 - 2016 Assistant Vice President Sales Strategy - Carrier Voice & VAS, PT Telkom Indonesia
(Persero) Tbk
• 2015 Manager Revenue Assurance, PT Telkom Indonesia (Persero) Tbk
• 2014 Manager Business Assurance & Fraud Management, PT Telkom Indonesia (Persero)
Tbk
Professional Certification • 2024 Principal-Level Professional Certification GRCE (Governance, Risk & Compliance
Professional Certification)
• 2024 Advanced Governance, Risk & Compliance for Executive, PT Strategic Development
Group
Muhammad Rofik
Member
Age 53 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2009 Master of Management, Institut Manajemen Telkom, Bandung
• 1997 Bachelor of Information Technology, Sekolah Tinggi Teknologi Telkom, Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Concurrent Position • 2022 - Present EVP Wholesale Division, PT Telkom Indonesia (Persero) Tbk
Work Experience • 2020 - 2022 VP Corporate Strategic Planning & Performance, Directorate of Wholesale &
International Service PT Telkom Indonesia (Persero) Tbk
• 2018 - 2020 VP Corporate Strategy, PT Telekomunikasi Indonesia International
• 2012 - 2018 Various Assistant Vice President positions at PT Telkom Indonesia (Persero) Tbk, AVP
Business Development, AVP Business Performance, AVP Business Transformation
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
Fahd Pahdepie
Member
Age 38 years old
Citizenship Indonesia
Domicile South Tangerang, Indonesia
Educational Background • 2025 Doctor of Public Administration, Universitas Muhammadiyah, Indonesia
• 2015 Master of International Relations and Affair, Monash University, Australia
• 2009 Bachelor of International Relations, Universitas Muhammadiyah, Indonesia
Basis of Appointment Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-
established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service January 2, 2025 - Present
ANNUAL REPORT 2025 285
Page 288
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Fahd Pahdepie
Member
Concurrent Position • 2022 - Present Independent Commissioner, PT Telkom Akses
• 2021 - Present CEO, Inilah.com
Work Experience • 2020 - 2022 Coordinator/Communication Team for the Chairman of MPR RI - Minister of Trade of
the Republic of Indonesia
• 2018 - 2019 Executive Office of the President (KSP) of the Republic of Indonesia
• 2015 - 2018 Executive Director, Digitroops Indonesia
• 2012 - 2014 Co-Founder & CEO, Inspirasi.co
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
Rama Pratama
Member
Age 51 years old
Citizenship Indonesia
Domicile Depok, Indonesia
Educational Background • 2021 Doctor of Accounting Science Postgraduate Program, Faculty of Economics and
Business, Universitas Indonesia, Indonesia
• 2008 Master of Postgraduate Political Science, Faculty of Social and Political Sciences,
Universitas Indonesia, Indonesia
• 1999 Bachelor of Economics and Accounting, Faculty of Economics, Universitas Indonesia,
Indonesia
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated
December 23, 2025
Term of Service April 2, 2024 - Present
Work Experience • 2021 - Present Board of Commissioners, Telkomsat
• 2021 - Present Audit Committee, Telkomsat
Professional Certification • 2024 Certified Risk Executive Leader (CREL)
KTKT Members Whose Terms End in 2025
Bambang Permadi Soemantri Brodjonegoro
Member
Age 58 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1997 Ph.D., University of Illinois at Urbana-Champaign, United States of America
• 1993 Master of Urban Planning, University of Illinois at Urbana-Champaign, United States
of America
• 1990 Bachelor of Economics, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated
January 2, 2025
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10,
2025)
286 ANNUAL REPORT 2025
Page 289
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Bambang Permadi Soemantri Brodjonegoro
Member
Concurrent Position • 2025 Dean and CEO, Asian Development Bank Institute
Work Experience • 2024 - 2025 Special Advisor to the President for Economic and National Development
• 2021 - 2025 President Commissioner, PT Prudential Syariah
• 2021 - 2025 President Commissioner, PT Bukalapak Tbk
• 2021 - 2025 Independent Commissioner, PT Astra International Tbk
• 2021 - 2025 Independent Commissioner, PT TBS Energi Utama Tbk
• 2021 - 2025 Commissioner, PT Combiphar
• 2021 - 2025 Independent Commissioner, PT Indofood Tbk
• 2021 President Commissioner, PT Nusantara Green Energy
• 2021 - 2023 President Commissioner, PT Oligo Infrastruktur
• 2019 - 2021 Minister of Research, Technology, and National Innovation of the Republic of Indonesia
• 2016 - 2019 Minister of National Development Planning of the Republic of Indonesia
• 2014 - 2016 Minister of Finance of the Republic of Indonesia
• 2013 - 2014 Vice Minister of Finance of the Republic of Indonesia
Professional Certification • 2021 Qualified Risk Governance Professional (QRGP)
Bono Daru Adji
Member
Age 56 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1995 LLM, Monash University, Australia
• 1993 Bachelor of Law, Universitas Trisakti, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly
re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated
January 2, 2025
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position • 2025 Managing Director Legal, PT Danantara Invesment Management
Work Experience • 2023 - 2025 Ethics Committee Member, Indonesian Football Association
• 2022 - 2025 The Board of Directors Member, Indonesian Audit Committee Association
• 2017 - 2025 Managing Partner, Assegaf Hamzah & Partners
• 2019 - 2022 Disciplinary Committee, PT Bursa Efek Indonesia
• 2018 - 2021 Chairman of Standard Board, Capital Market Legal Consultants Association
Professional Certification • 2024 Certified Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2017 Licensed to practice law as an advocate by Capital Market Legal Consultants
Association (Capital Market Legal Consultants Association - HKHPM)
• 2017 Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI)
ANNUAL REPORT 2025 287
Page 290
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Marcelino Rumambo Pandin
Member
Age 59 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2007 Ph.D. of Technology and Innovation, the University of Queensland, Australia
• 2005 Graduate Diploma in Company Director Course, Australian Institute of Company
Director (GAICD), Australia
• 2003 Diploma in Company Direction (Chartered Director Level II), the Institute of Directors
(IoD), London, England
• 1999 Master of Philosophy, Judge Business School University of Cambridge, England
• 1991 Bachelor of Architectural Engineering, Institut Teknologi Bandung, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-
established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2,
2025
Basis of Dismissal Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025
Concurrent Position No concurrent position held
Work Experience • 2018 - 2019 Committee, World Observatory on Subnational Government Finance, and Investment
OECD Paris, France
• 2017 - 2019 Senior Policy Advisor on City Finance, United City and Local Government (UCLG) Asia
Pacific
Professional Certification • 2024 Chartered Accountant, Ikatan Akuntan Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan
Indonesia
• 2024 Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan
Indonesia
• 2023 Qualified Risk Governance Professional (QRGP)
• 2020 Certification in Audit Committee Practices (CACP)
• 2015 The Company Directors' Course (CDC)
• 2014 The Company Directors' Course (CDC)
Yohanes Surya
Member
Age 62 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1994 Ph.D in Philosophy, the College William and Mary, United States of America
• 1990 Master of Science in Physics, the College William and Mary, United States of America
• 1986 Bachelor of Physics, Universitas Indonesia, Indonesia
Basis of Appointment Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025
Basis of Dismissal Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025
Concurrent Position • 2025 - Present Commissioner, PT Solusi Bangun Indonesia
Work Experience • 2024 - 2025 Minister's Expert Staff, Ministry of Higher Education, Science, and Technology
• 2018 - 2024 Special Advisor to Coordinating Minister for Maritime Affair and Investment for
Technology and Communication
288 ANNUAL REPORT 2025
Page 291
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Yohanes Surya
Member
Professional Certification • 2025 Qualified Risk Governance Professional (QRGP)
Sarwoto Atmosutarno
Member
Age 68 years old
Citizenship Indonesia
Domicile Yogyakarta, Indonesia
Educational Background S2, Master of European Business Engineering (MSc)
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024
Term of Service April 2, 2024 - December 31, 2024
Work Experience • 2021 - 2024 Chairman of the Indonesian Telematics Society (MASTEL)
• 2009 - 2012 President Director, PT Telkomsel
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
M. Ridwan Rizqi R. Nasution
Member
Age 43 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2008 - 2009 MA in International Finance, London Metropolitan University, England
• 2007 - 2008 BA Honours in Business Studies, Middlesex University, England
• 2003 - 2006 BA Honours in Financial & Business Economics, University of Newcastle Upon Tyne,
England
Basis of Appointment Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024
Work Experience • 2020 - Present Independent Commissioner, PT Dayamitra Telekomunikasi
• 2020 - Present Commissioner, PT Majoris Asset Management
• 2015 - 2020 Independent Commissioner, PT Asuransi BRI Life
• 2014 - 2016 President Commissioner, PT Mitra Sentosa Paramaabadi
Professional Certification • 2024 Qualified Risk Governance Professional (QRGP)
• 2016 Capital Market Professional Standards Committee (Deputy Investment Manager)
• 2015 Insurance Company Risk Management (Indonesian Association of Insurance
Management Experts)
Integrated Governance Committee’s Independence
All members of Integrated Governance Committee are required to fulfill the aspect of independence in carrying out
their duties in accordance with the terms and conditions listed in the Guidelines for Implementation of Work (Charter)
of Integrated Governance Committee, namely:
1. Not a member of the Board of Directors of the company within the last six months before being appointed by the
Board of Commissioners of the company.
2. Do not have a family relationship due to marriage and descent up to the second degree, either horizontally or
vertically with the Board of Commissioners and Directors of the company or its subsidiaries.
ANNUAL REPORT 2025 289
Page 292
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
3. Not concurrently as a member of the Committee whose scope of duties are related to the Governance function in
the Issuer or Public Company which is different from the same industrial sector as the company in the same period.
Integrated Governance Committee’s Meeting
Integrated Governance Committee’s Meeting Policy
KTKT meeting policy is regulated in the Guidelines for Implementation of Work (Charter) of Integrated Governance
Corporate Committee, including regulating the type of meeting, quorum requirement, frequency of meeting,
procedures for holding meeting, decision-making and documentation of meeting result.
Integrated Governance Committee’s Meeting in 2025
During 2025, Telkom’s Integrated Governance Committee held 3 meetings with the following member attendance levels:
Integrated Governance Committee’s Meeting Agenda in 2025
No. Date Meeting Agenda
1. Thursday, April 17, 2025 Evaluation and Improvement of Governance at TelkomGroup
Attendance List BPSB BDA MRP SA AAA OM VNS SS IGBA FS MA
N/A √ √ √ √ √ √ √ √ √ √
ARP DA YS IN RR RRI FTH MR MRRN FP RP
N/A N/A N/A N/A N/A N/A N/A √ √ √ √
2. Thursday - Sunday, May 8 - 11, 2025 Corporate Governance & Director Program
Attendance List BPSB BDA MRP SA AAA OM VNS SS IGBA FS MA
N/A - √ √ √ √ √ √ √ √ √
ARP DA YS IN RR RRI FTH MR MRRN FP RP
N/A N/A N/A N/A N/A N/A N/A - √ √ √
3. Monday, November 24, 2025 GBO Update on Plan to Move Toward Strategic Holding
Attendance List BPSB BDA MRP SA AAA OM VNS SS IGBA FS MA
N/A N/A N/A N/A √ √ √ √ √ √ √
ARP DA YS IN RR RRI FTH MR MRRN FP RP
√ √ - √ N/A √ √ √ N/A √ -
Remarks:
BPSB Bambang Permadi Soemantri Brodjonegoro ARP Angga Raka Prabowo
BDA Bono Daru Adji DA Deswandhy Agusman
MRP Marcelino Rumambo Pandin YS Yohanes Surya
SA Sarwoto Atmosutarmo IN Ira Noviarti
AAA Andi Agus Akbar RR Rofikoh Rokhim
OM Oktadiasih Muninggar RRI Rico Rustombi
VNS Vedi Noviana Suherman FTH Fadli Tri Hartono
SS Sofian Saleh MR Muhammad Rofik
IGBA I Gusti Bagus Astawa MRRN M. Ridwan Rizqi R. Nasution
FS Farida Sunarjati FP Fahd Pahdepie
MA Michael Adiguna RP Rama Pratama
290 ANNUAL REPORT 2025
Page 293
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Recapitulation of Integrated Governance Committee’s Attendance at Meeting up to May 27, 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Bambang Permadi Soemantri Chairman - - -
Brodjonegoro1)
2. Bono Daru Adji Member 2 1 50
3. Marcelino Rumambo Pandin Member 2 2 100
4. Sarwoto Atmosutarno Member 2 2 100
5. Andi Agus Akbar Member 2 2 100
6. Oktadiasih Muninggar Member 2 2 100
7. Vedi Noviana Suherman Member 2 2 100
8. Sofian Saleh Member 2 2 100
9. I Gusti Bagus Astawa Member 2 2 100
10. Farida Sunarjati Member 2 2 100
11. Michael Adiguna Member 2 2 100
12. Muhammad Rofik Member 2 1 50
13. M. Ridwan Rizqi R. Nasution Member 2 2 100
14. Fahd Pahdepie Member 2 2 100
15. Rama Pratama Member 2 2 100
Remarks:
1) Resign on April 10, 2025.
Recapitulation of Integrated Governance Committee’s Attendance at Meeting from May 27, 2025 to December 31, 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Angga Raka Prabowo Chairman 1 1 100
2. Deswandhy Agusman Member 1 1 100
3. Yohanes Surya1) Member 1 0 0
4. Ira Noviarti Member 1 1 100
5. Rofikoh Rokhim2) Member - - -
6. Rico Rustombi Member 1 1 100
7. Fadli Tri Hartono Member 1 1 100
8. Andi Agus Akbar Member 1 1 100
9. Oktadiasih Muninggar Member 1 1 100
10. Vedi Noviana Suherman Member 1 1 100
11. Sofian Saleh Member 1 1 100
12. Farida Sunarjati Member 1 1 100
13. Michael Adiguna Member 1 1 100
14. Muhammad Rofik Member 1 1 100
15. Fahd Pahdepie Member 1 1 100
16. Rama Pratama Member 1 0 0
Remarks:
1) Until December 12, 2025.
2) Since December 12, 2025.
ANNUAL REPORT 2025 291
Page 294
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Integrated Governance Committee’s c. Sharing session and discussion with TelkomGroup
Directors and President Commissioners of
Performance and Implementation subsidiaries, with the topic of discussion on updates
Activities regarding GBO towards a strategic holding. Some
of the important points in the meeting related to the
Throughout 2025, Integrated Governance Committee has
strategic holding transformation, positive market
carried out the following activities:
response, Telkom 30 as a transformation roadmap,
1. Integrated Governance Committee held a meeting issue of dependence on Telkomsel, urgency of
to discuss the Evaluation and Improvement of revenue diversification, international benchmark,
Governance within TelkomGroup. Topics discussed simplification of structure and portfolio as
included: well as improvement in global governance and
a. Strengthening the quality of strategic decision compliance.
governance.
b. Development of internal capabilities and Integrated Governance Committee’s
independence of decision making. Education and Training
c. Improvement of the Board’s governance process
and quality of board paper.
Integrated Governance Committee’s
d. Strengthening monitoring, transformation Education and Training Policy
execution, and financial performance.
The implementation of Education and Training for
e. Optimizing the role of committee in supervisory
members of Integrated Governance Committee refers to:
function.
1. Regulation of the Minister of SOE No PER-2/
2. In May, KTKT held a workshop themed “Corporate
MBU/03/2023 regarding Guidelines for Governance
Governance & Director Program.” This workshop was
and Significant Corporate Action Activities of SOE.
designed as a strategic forum to align understanding,
strengthen oversight synergies, and explore integrated 2. Resolution of the Deputy for Finance and Risk
corporate governance practice, dynamic, and aligned Management of the Ministry of SOE Number SK-3/DKU.
with TelkomGroup’s future transformation. The MBU/05/2023 regarding Technical Instruction for the
workshop covered the following topics: Composition and Qualification of Risk Management
Organ in the SOE Environment.
a. Sharing with Global Corporate Governance Experts,
which includes discussions on the strategic role of 3. Letter of the Minister of SOE Number S-491/
SOE in developing countries, key governance issues MBU/10/2023 dated September 29, 2023 addressed
in SOE, pillars of SOE governance transformation, to the Board of Directors and the Board of
and the strategic role of commissioners of Telkom Commissioners/Supervisors of SOE regarding
subsidiaries. Aspiration of Shareholders (APS) for the Preparation of
Company’s Work Plan and Budget for 2024.
b. Sharing with members of Integrated Governance
Committee covering three main elements
determining Board effectiveness, the role of an
effective Board of Commissioners, challenges
found in subsidiaries, competencies that are
important for the Board of Commissioners and the
importance of collective Board dynamics.
292 ANNUAL REPORT 2025
Page 295
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Integrated Governance Committee’s Education and Training in 2025
Throughout 2025, Telkom involved members of Integrated Governance Committee in various education and training
programs to improve their competencies. Some of these included:
Integrated Governance Committee’s Education and Training in 2025
No. Participant Program Name Date Organizer
1. Rico Rustombi Qualified Risk Governance Professional October 2025 LSP MKS
2. Fadli Tri Hartono Qualified Risk Governance Professional November 2025 LSP MKS
Executive Tech Update: High Altitude Platform 24 September Telkom Corporate
Station (HAPS) 2025 University
Executive Tech Briefing 2025: AI in Tower November 17, 2025 Telkom Corporate
Business University
3. Andi Agus Akbar Strategic Leadership for Sustainable Growth February 2025 HEC Paris
Corporate Governance & Directorship Program May 9 - 10, 2025 Telkom
4. Oktadiasih Muninggar 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
5. Vedi Noviana Suherman 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
6. Sofian Saleh 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
7. I Gusti Bagas Astawa 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
8. Farida Sunarjati 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
9. Michael Adiguna 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
10. Muhammad Rofik 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
11. Fahd Pahdepie 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
12. Rama Pratama 20 Hours E-learning Board of Commissioner* 2025 Linked Indonesia
Remarks:
• Education and Training of KTKT members who are members of the Board of Commissioners of the Company can be seen in the Education and Training of the Board of
Commissioners of the Company.
• Obligation to fulfill the training hour quota is calculated starting in 2025.
* Materials for 20 Hours E-learning Board of Commissioners include:
a. Strategic Business Analysis Essentials.
b. Critical Thinking for Better Judgment and Decision Making.
c. Measuring Business Performance.
d. Balanced Scorecard and Key Performance Indicator.
e. Top 10 Gotchas of Cyber Regulation.
f. Digital Transformation.
g. Privacy, Governance, and Compliance.
h. Economics for Business Leaders.
i. Finance Foundation.
j. Corporate Financial Statement Analysis.
k. Leveraging AI for Governance, Risk, and Compliance.
l. Insider Threat Risk Management.
m. Operational Excellence Foundations.
n. Foundations of Responsible AI.
o. Responsible AI: Principles and Practical Applications.
p. Introduction to AI Governance.
q. Compliance and Regulations for Generative AI.
r. Building a Responsible AI Program.
s. Introduction to Auditing AI Systems.
t. Algorithmic Auditing and Continuous Monitoring.
ANNUAL REPORT 2025 293
Page 296
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Board of Directors
Law No. 40 of 2007 on Limited Liability Companies Board of Directors’ Charter
stipulates that the Board of Directors is an organ of the
company that has full authority and responsibility for To improve the performance of the Board of Directors
the management of the company, with the aim of the to be more focused and create better synergy among
company’s interest in accordance with the vision and members of the Board of Directors, Telkom has a Board
mission that has been set. The Board of Directors also Manual as outlined in the Joint Regulation of the Board
has the role of representing the company, both in legal of Commissioners and Directors No. 05/KEP/DK/2022
matters inside and outside the court, in accordance and PD.620.00/r.01/HK200/COP-M4000000/2022. This
with the provisions of the articles of association and Board Manual serves as a guideline for the Board of
applicable laws and regulations. Directors in carrying out its duties, including work rules,
authority, duties, responsibilities, obligations, division
In carrying out its duties, the Board of Directors must of duties, meetings, provisions regarding conflicts
comply with all applicable laws and regulations, follow of interest, share ownership, as well as regulation of
the provisions in the Company’s Articles of Association, mechanisms and division of labor between members
and be guided by the Board Charter. In addition, of the Board of Directors that are not regulated in the
the Board of Directors is required to implement the Company’s Articles of Association or applicable laws and
principles of professionalism, efficiency, transparency, regulations.
independence, accountability, responsibility, and
fairness in every step and decision.
Board of Directors’ Diversity
Basis of Appointment of the Board of TelkomGroup upholds the principle of equal human rights
Directors as stipulated in Law No. 39 of 1999 regarding Human
Rights. Telkom’s major shareholders and controllers
The mechanism for selecting and appointing Telkom’s ensure that the selection and appointment of Directors
Board of Directors members is carried out through the is carried out without discrimination, even though there
GMS. Telkom’s main and controlling shareholder is the is no written policy specifically regulating this matter.
Government of Indonesia, represented by the Ministry Each member of the Board of Directors is selected based
of State-Owned Enterprises (SOE). The appointment on professionalism, expertise, competence, and integrity
or selection of Directors considers the competence, in line with TelkomGroup’s strategic needs in the digital
expertise, integrity, and background required by the era. The 2025 Annual General Meeting of Shareholders
company. Prospective members who are elected are (AGMS) appointed nine members to the Board of
ensured to have met the criteria and requirements Directors, including two women, demonstrating that the
determined in the Fit and Proper Test. selection process was conducted transparently and free
from gender discrimination.
Board of Directors’ Diversity as of December 31, 2025
Background of Expertise
No. Name Position Gender Level of Education
and Skill
1. Dian Siswarini President Director Female Electrical Engineering Bachelor
2. Nanang Hendarno Director of Network Male Space System Engineering Master
3. Budi Satria Dharma Purba Director of Wholesale & Male Telecommunication Master
International Service Engineering
4. Veranita Yosephine Director of Enterprise & Female Business Administration Master
Business Service
294 ANNUAL REPORT 2025
Page 297
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Background of Expertise
No. Name Position Gender Level of Education
and Skill
5. Arthur Angelo Syailendra Director of Finance & Risk Male Economics & Finance Master
Management
6. Willy Saelan Director of Human Capital Male Arts in Human Resource Master
Management Management
7. Seno Soemadji Director of Strategic Male Business Administration Master
Business Development &
Portfolio
8. Faizal Rochmad Djoemadi Director of IT Digital Male Philosophy, Human Doctor
Resource
9. Andy Kelana Director of Legal & Male Business Administration Master
Compliance and Law
Composition of Gender Diversity of the Board of Directors Composition of Educational Level Diversity of the Board of Directors
% 1%
11.11 11.1
1%
11.1
77.78%
88.89%
Male Female Master Bachelor Doctor
Board of Directors’ Authorities, 2. Formulate and state the strategic direction to
condition the company’s ability to achieve sustainable
Duties, and Responsibilities competitive growth in the entire TelkomGroup business
Management of the company is carried out through portfolio and risk control as well as interfacing with
TelkomGroup Board of Executives (BoE), which is external constituent.
coordinated by President Director as Chief Executive 3. Controlling the strategic planning function within the
Officer (CEO). The main duties of President Director are as scope of TelkomGroup and directing growth effort
follows: with a focus on new business portfolio.
1. Coordinating the process of structuring and/or 4. Controlling the direction of the company and
reconstructing aspects of the company’s philosophy TelkomGroup in driving new business, entering/
which includes but is not limited to vision, mission, developing new market, as well as internationalization/
goal, corporate culture, and leadership architecture. regionalization.
ANNUAL REPORT 2025 295
Page 298
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
5. Controlling the management of strategic aspects of the functions of finance and risk management, human capital,
digital business, and strategic portfolio in all business portfolio carried out within the scope of TelkomGroup.
6. Leading the development process for TelkomGroup leader, as well as appointing and dismissing office holder in certain
position in accordance with stipulated career management regulation, as well as coaching TelkomGroup leader.
7. Periodically reporting the company’s performance in accordance with the provisions applicable to public companies.
8. Establish policies and decisions related to the management of the company and TelkomGroup as referred to in letters
1 through 7 and other matters that have not been formulated in the duties and authorities of each member of the Board
of Directors in this regulation.
In carrying out their duties, President Director is supported by several Directors who have duties and responsibilities
in accordance with their respective fields. The following table presents the duties and responsibilities of each Director
based on the field they handle:
Jabatan Direktur Duty and Responsibility
Director of Enterprise 1. In addition to the duties as member of the Board of Directors, Director of EBIS is responsible for
& Business Service business strategy in the context of conditioning sustainable competitive growth through winning
competition and growing the corporate segment business portfolio (enterprise, government, and
business).
2. Director of EBIS, as member of the Board of Executive was appointed as CEO of Enterprise
Business and is tasked with carrying out the parenting strategy function through strategic control,
coordination, and subsidiaries performance management in the context of creating company value
through optimizing and harmonizing interrelationship between parent and all entities managing CFU
operation Enterprise Business within the scope of TelkomGroup.
Director of Wholesale 1. In addition to the duties as a member of the Board of Directors, Director of WINS is responsible for
& International business strategy in the context of conditioning sustainable competitive growth through winning
Service competition and growing the business portfolio in the wholesale & international segment.
2. The Director of WINS as part of the Board of Executive members was appointed as CEO of Wholesale
& International Business who is tasked with carrying out the parenting strategy function through
strategic control, coordination, and subsidiaries performance management in the context of
creating company value through optimizing and harmonizing interrelationship between parent and
all managing entities CFU operation of Wholesale & International Business (WIB) within the scope of
TelkomGroup.
Director of 1. In addition to the duties as a member of the Board of Directors, Director of SBDP is responsible for
Strategic Business providing a corporate-level strategy formulation, which includes directional strategy, portfolio strategy,
Development & and parenting strategy, as well as exploring new sources of growth for the growth of TelkomGroup’s
Portfolio business portfolio through alliance & acquisition and synergy.
2. The Director of SBDP, as part of the Board of Executive members was appointed as Chief Strategic
Officer (CSO) who is tasked with implementing parenting strategy, functional strategy, and business
development in the context of creating company value through optimizing and harmonizing strategy &
business development management within the scope of TelkomGroup.
Director of IT Digital 1. Director of IT Digital is tasked with formulating enterprise architecture, IT digital masterplan, group
product lifecycle management, and implementing AI center of excellence to ensure the success of
the strategic holding transformation within the TelkomGroup.
2. Director of Digital IT as part of the Board of Executive members was appointed as the Chief IT Digital
Officer (CIDO) who is also responsible for formulating TelkomGroup’s policy and governance IT digital
at digitization and digitalization levels.
Director of Network 1. In addition to the duties as a member of the Board of Directors, Director of Network is responsible
for managing the strategy, technology, and network infrastructure architecture of TelkomGroup’s—
from planning and development to operational orchestration—to ensure capacity readiness,
service quality, and operational efficiency. This role is carried out through network infrastructure
transformation (including modernization and standardization), strengthening asset & inventory
management, and overseeing the network roadmap so that network investments are on target and
have a direct impact on business competitiveness.
296 ANNUAL REPORT 2025
Page 299
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Jabatan Direktur Duty and Responsibility
2. Director of Network, as part of the Board of Executives, was appointed as Chief Technology Officer
(CTO) who carries out the orchestration of TOTEX strategy within TelkomGroup. In this role, Director
of Network ensures the harmonization of Network and Technology policies, cross-entity execution,
including overseeing TOTEX group (CAPEX - OPEX) for cost effectiveness, controlling strategic
program priorities, and strengthening governance to ensure consistent achievement of business
and operational target.
3. To ensure service continuity and company resilience, Director of Network also leads the monitoring
of service performance (including WISA/SLA/quality level), ensures the implementation and operation
of cybersecurity end-to-end (roadmap, control, and operation), and drives customer experience
improvement through improved network reliability, capacity readiness, and faster and more
measurable incident response.
Director of Finance & 1. In addition to the duties as a member of the Board of Directors, Director of KMR is responsible
Risk Management for the availability formulation of directional strategy, portfolio strategy, and parenting strategy,
especially from the company’s financial, supply, and risk management aspects to realize sustainable
competitive growth within the scope of TelkomGroup.
2. Director of KMR as part of the members of the Board of Executive, is appointed as Chief Financial
& Risk Officer (CFRO) who is tasked with implementing TelkomGroup’s functional financial and risk
management parenting strategy, including controlling asset management and leverage asset by
implementing strategic control, coordination, and subsidiaries performance management in the
context of creating company value through optimizing and harmonizing interrelationship between
parent and all operational management entities and subsidiaries FU Finance & Risk Management.
Director of Human 1. In addition to the duties as a member of the Board of Directors, Director of HCM acts as a strategic
Capital Management partner for the business line and corporate function of TelkomGroup’s human capital management,
supporting business units and subsidiaries through developing a center of excellence for human
capital management function, providing guidance and policies in implementing alignment and
strategic human capital integration, as well as integrating the talent management system.
2. Director of HCM as part of the members of the Board of Executive, is appointed as Chief Human
Capital Officer (CHCO) who is tasked with implementing the functional human capital management
parenting strategy within the scope of TelkomGroup and managing supervision of Pension Fund and
Telkom Foundation by implementing strategic control, coordination and foundation performance
management in order to create company value through optimizing and harmonizing interrelationship
between parent and all operational management entities of FU HCM subsidiaries.
Director Legal & 1. Director of L&C has the role and responsibility as a member of the Board of Directors who has the
Compliance function of managing the legal aspect, governance, and compliance of the company comprehensively,
including acting as a strategist, steward, ambassador, and operator for management of legal aspect
that support company’s business within governance, risk, and compliance (GRC), including policy
control within the scope of TelkomGroup with support of the latest technology to ensure the
implementation of the principles of good corporate governance (GCG) and compliance with laws and/
or other related policies in order to support the achievement of TelkomGroup’s strategic objective.
If the company experiences losses, each member of the
Board of Directors is jointly and severally responsible for any errors/negligence in carrying out their duties, except for
members of the Board of Directors who can prove:
1. Such loss is not caused by their mistake or negligence.
2. They have performed actions in good faith, with full responsibility, and prudentially for the interest and based on the
purpose and objective of the company.
3. They do not have any conflict of interest either, directly or indirectly, for the management activities causing the
loss.
4. They have taken action to prevent the occurrence or continuation of such loss.
ANNUAL REPORT 2025 297
Page 300
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Board of Directors’ Double Position
In 2025, several members of Telkom’s Board of Directors held concurrent positions at the parent company, subsidiaries,
and other entities. Details of these concurrent positions are presented in the following table:
Board of Directors’ Double Position as of December 31, 2025
Telkom
No. Name Subsidiaries Other Entities
Position Other Position
1. Dian Siswarini President Director - - -
2. Nanang Hendarno Director of Network - - -
3. Budi Satria Dharma Director of Wholesale & - - -
Purba International Service
4. Veranita Yosephine Director of Enterprise & - - -
Business Service
5. Arthur Angelo Director of Finance & Risk Member of the Board of - -
Syailendra Management Trustees of the Telkom
Employee Health Foundation
6. Willy Saelan Director of Human Capital Chair of the Board of Trustees - -
Management of the Telkom Employees
Health Foundation
7. Seno Soemadji Director of Strategic Business Member of the Board of - -
Development & Portfolio Trustees of Telkom Education
Foundation
8. Faizal Rochmad Director of IT Digital Chairman of the Board of - -
Djoemadi Trustees of Telkom Education
Foundation
9. Andy Kelana Director of Legal & Compliance - - -
Board of Directors’ Meeting
Board of Directors’ Meeting Policy
Based on the Company’s Articles of Association, Telkom’s Board of Directors is required to hold an internal meeting at
least once a month and whenever deemed necessary. In addition, the Board of Directors is also required to hold a joint
meeting with the Board of Commissioners at least once every four months. The meeting is considered to have reached
a quorum if more than half of the number of members of the Board of Directors are present or legally represented.
Each member of the Board of Directors who is present or represented has the right to one vote, and decision-making
is carried out by prioritizing deliberation for consensus. If consensus is not reached, the decision is taken based on the
majority vote of the members present or represented.
Implementation of the Board of Directors’ Meeting in 2025
Throughout 2025, the Board of Directors held 62 meetings. The following is a summary of agenda and recapitulation
attendance of the Board of Directors’ during meeting in 2025:
298 ANNUAL REPORT 2025
Page 301
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Board of Directors’ Internal Meeting Agenda in 2025
Attendance
No. Date Meeting Agenda
Decision Number
1. January 7, 2025 1/REG/I/2025 a. SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir
Implementation Review of Radir 2024 & eLMO Executive Dashboard
b. Operational Performance and Revenue Report YtD December 2024 (Outlook)
c. Reporting Format Report of RADIR 2025
d. IndiHome Collaboration Report - Indibiz
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
2. January 14, 2025 2/REG/I/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Performance & Strategic Program Report W2 January 2025
c. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ - √ √ √ √ √ √ N/A N/A N/A
3. January 21, 2025 3/REG/I/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Integrated Audit Progress Report in 2024(Limited)
c. PINS and Telkom Infra (Limited) Going Concern Approval Report
d. Telkom - Microsoft Enterprise Agreement Report (Limited)
e. RJPP 2025 - 2029 Report (Limited)
f. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
g. Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
4. January 22, 2025 4/REG/I/2025 a. Company Performance Report YtD December 2024
b. FMC and InfraCo Progress Report
c. 5 Bold Moves Development Update
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
5. February 5, 2025 5/REG/II/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. The Law Draft on State-Owned Enterprises Report (Limited)
c. Cooperation Management PD Report (Limited)
d. CNOP Closing Report (Limited)
e. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
f. Scrap Task Force Report
g. Performance Report & Strategic Program W5 January 2025
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ - √ √ N/A N/A N/A
6. February 11, 2025 6/REG/II/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance and Revenue Report YtD January 2025 (Outlook)
c. SD-WAN Product Consolidation Report (Limited)
d. Temporary National Data Center (PDNS) Report (Limited)
e. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ - √ √ N/A N/A N/A
ANNUAL REPORT 2025 299
Page 302
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Attendance
No. Date Meeting Agenda
Decision Number
7. February 17, 2025 7/REG/II/2025 Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
8. February 18, 2025 8/REG/II/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Strategic Program Report W2 February 2025
c. Report on the Management of Land Assets at Daan Mogot Location (Limited)
d. Internal Audit Dept. Organizational Transformation Report (Limited)
e. FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo
Progress Report, and MDI Project Report)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
9. February 20, 2025 9/REG/II/2025 a. Company Performance Report YtD January 2025
b. FMC and InfraCo Progress Report
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
10. February 25, 2025 10/REG/II/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. TelkomGroup CEO Forum 2025 Result Update
c. Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025
d. Microsoft Telkomsigma LSP Performance Report (Limited)
e. Cost Transformation Governance Body Report (Limited)
f. CNOP Progress Report (Limited)
g. FU SP Report: Inorganic, FMC, and InfraCo (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
11. February 27, 2025 11/REG/II/2025 a. Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company
(Limited)
b. Batam Data Center Project Report (Limited)
c. Project Falcon Report (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
12. March 4, 2025 12/REG/III/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Strategic Program Report W4 February 2025
c. Ramadan Safari in 2025 Readiness Report
d. Study Report on Retirement THR Assistance (Limited)
e. Concept Report of Audit Finding of the Republic of Indonesia’s Supreme Audit Agency (Limited)
f. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ - - √ √ √ √ N/A N/A N/A
13. March 11, 2025 13/REG/III/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance & Revenue Report YtD February 2025 (Outlook)
c. Individual Directors’ KPI Report 2025 (Limited)
d. Alpro Fulfillment Progress Report (Limited)
300 ANNUAL REPORT 2025
Page 303
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Attendance
No. Date Meeting Agenda
Decision Number
e. FU SP Report: Inorganic, FMC, and InfraCo (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
14. March 18, 2025 14/REG/III/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Strategic Program Report W2 March 2025
c. FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited)
d. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ - - N/A N/A N/A
15. March 19, 2025 15/REG/III/2025 a. Company Performance Report YtD February 2025
b. FMC and InfraCo Progress Report
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
16. March 25, 2025 16/REG/III/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
c. Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
17. March 26, 2025 17/REG/III/2025 Consolidated Financial Statements FY 2024
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
18. April 9, 2025 18/REG/IV/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance and Revenue Report YtD March 2025 (Outlook)
c. Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet,
Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited)
d. FU SP Report: FMC, InfraCo, and Inorganic (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ - √ √ - √ - - √ N/A N/A N/A
19. April 10, 2025 19/REG/IV/2025 Project Falcon Report (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
20. April 10, 2025 20/REG/IV/2025 Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of
PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial
Year (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
21. April 15, 2025 21/REG/IV/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Strategic Program Report W2 April 2025
c. Telkom’s AGMS Readiness Report for 2024 Financial Year (Limited)
d. Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta
e. FU SP Report: FMC, InfraCo, and Inorganic
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
ANNUAL REPORT 2025 301
Page 304
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Attendance
No. Date Meeting Agenda
Decision Number
22. April 21, 2025 22/REG/IV/2025 Earning Call FY 2024 Update Report
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
23. April 22, 2025 23/REG/IV/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025
c. RAPIM TelkomGroup I Theme Report for 2025
d. FU SP Report: FMC, InfraCo, and Inorganic
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
- √ √ √ √ √ - √ - N/A N/A N/A
24. April 27, 2025 24/REG/IV/2025 a. RAGAB Material Update YtD March 2025
b. Financial Report for the First Quarter of 2025
c. Agenda Report for Telkom AGMS and Mitratel AGMS
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
25. May 2, 2025 25/REG/V/2025 Earning Call Material Update for Q1 2025
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
26. May 6, 2025 26/REG/V/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Presidential Regulation Report regarding Foreign Transaction Tax (Limited)
c. Management News and Demonstration Report (Limited)
d. PDNS Project Report (Limited)
e. Audit Report of the Republic of Indonesia’s Supreme Audit Agency (Limited)
f. Telkomsat Project Management Resolution Report (Limited)
g. FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report)
(Limited)
h. Operational Performance and Revenue Report YtD April 2025 (Outlook)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
27. May 15, 2025 27/REG/V/2025 a. Company Performance Report YtD April 2024 (Limited)
b. Strategic Program Report W2 May 2025
c. Digiland 2025 Readiness Report
d. Report on the Implementation of Press Conference regarding Telkom News (Limited)
e. Data Center Strategic Partnership Report (Limited)
f. Telkom Composite Risk Rating Report for 2024 (Limited)
g. Telkom AGMS Readiness Report for 2024 Financial Year (Limited)
h. FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
28. May 20, 2025 28/REG/V/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. RAGAB Material Update Report YtD April 2025 (Limited)
c. Kimia Farma, PDNS, and Pertamina Project Report (Limited)
d. Guiding Principle Cost & Process Transformation Report (Limited)
302 ANNUAL REPORT 2025
Page 305
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Attendance
No. Date Meeting Agenda
Decision Number
e. Daan Mogot Land Asset Report (Limited)
f. KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024
(Audited) (Limited)
g. FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited)
h. Health Facility Report of Retired Directors (Limited)
Attendance List RA HS FMV HW MFR BSW AW BW HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
29. May 28, 2025 29/REG/V/2025 a. Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial
Year
b. Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of
the Board of Directors during Transition Period
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
30. June 3, 2025 30/REG/VI/2025 a. TelkomGroup BoE’s 100 Day Program Preparation Workshop Readiness Report
b. Telkomsel AD/ART Report (Limited)
c. Telkom Subsidiary Performance Report
d. Office Tour Event Readiness Report and Greeting from the Board
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
31. June 10, 2025 31/REG/VI/2025 a. Townhall Update and Media Gathering Update
b. BoE’s 100 Day Program Commitment & Project Charter
c. Procurement of Consultant for Strategic Holding Roadmap
d. Legal Case Update
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
32. June 17, 2025 32/REG/VI/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. GRC Council Report
c. War Room Readiness Report
d. Procurement Consultant Report on Strategy and Roadmap Preparation for Digital Telco towards
Strategic Holding
e. Project Resolution Management Progress Report (Mansol & Utip)
f. PINS Streamlining Report
g. SBDP Report: FMC, InfraCo, and Inorganic (additional to Project Thunder Report)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ - N/A N/A N/A
33. June 20, 2025 33/REG/VI/2025 RAGAB Material Update YtD May 2025
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
34. June 24, 2025 34/REG/VI/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. PINS Streamlining Report
c. Deep Dive Telkomsel Performance Report
d. TelkomGroup CAPEX Effectiveness Report
e. KM Board of Directors Performance Report Q1 2025 and KM Board of Directors Prognosis Q2 2025
ANNUAL REPORT 2025 303
Page 306
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Attendance
No. Date Meeting Agenda
Decision Number
f. Organizational Structure Alignment Proposal Report
g. Inorganic Report
h. Directors’ Post-Service Insurance Program Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
35. July 1, 2025 35/REG/VII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Telkomsigma Streamlining Report
c. Report on the Establishment of Transformation Orchestration Council and Integrated Business
Engine Performance Council (Limited)
d. Product Governance and Enterprise Architecture Regulation Report
e. Telkom Managed Service Agreement (MSA) Report - TIF 2.0
f. Inorganic Report
g. Report on Readiness for the Implementation of Telkom’s 60th Anniversary
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ - √ √ √ √ √ √ N/A N/A N/A
36. July 8, 2025 36/REG/VII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Business Performance (Deep Dive): (Market & Program: e.g Product, Sales Deployment,
Retention)
c. Operational Performance
d. TelkomGroup BoE’s 100 Day Program Progress (Limited)
e. Report on Provisions related to BoD & BoC Authorities and Review of Telkom and Mitratel EGMS
(Limited)
f. Inorganic Report (Limited)
g. Kick Off Project Thunder (Limited)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
37. July 15, 2025 37/REG/VII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. KMR - SBDP Streamlining Execution Role Map Report
c. PINS & Sigma Streamlining Report
d. EBITDA/FTE Group, People Fulfillment & Development Report
e. Organ Risk Certification and Training for Telkom BoD and BoC
f. Study Report on the 1400 MHz Spectrum
g. Study Report on Media Monitoring & Follow-up of the RDP DPR RI
h. Inorganic Report (additional to Telkomsel Tower Consolidation Proposal)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
38. July 22, 2025 38/REG/VII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance and Revenue Report YtD June 2025 (Closing)
c. GRC Council Report: Proposal for Macro Improvement of TelkomGroup’s Level-0 Business Processes
d. TelkomGroup BoE’s 100 Day Program Progress Report
e. UTIP Follow-up Discussion Report
f. Extraordinary GMS Readiness Report
g. Tech Giant Report (Microsoft, Google Cloud Partner, Huawei, and Partnership Anchor Tenant HDC)
h. Inorganic Report
304 ANNUAL REPORT 2025
Page 307
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Attendance
No. Date Meeting Agenda
Decision Number
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ - √ N/A N/A N/A
39. July 25, 2025 39/REG/VII/2025 a. Strategic Holding Report
b. RAGAB Material Update YtD June 2025
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
40. July 29, 2025 40/REG/VII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. SVP GSCC: Media Monitoring Update
c. TelkomGroup BoE’s 100 Day Program Progress Report
d. MSA 2.0 TIF Report
e. Financial Report for the Second Quarter of 2025
f. Inorganic Report (Limited)
g. Remuneration Report of BoD/BoC of Subsidiary & Subsidiary Companies (Limited)
h. Legal Case Report (Limited)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
41. August 5, 2025 41/REG/VIII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Group Business Operations (GBO) Formation Report: Group Business Process (GBP), Group Policy
& Control (GPC), and Formation of Special Situation Project
c. 1400 Mhz Tender Progress Report
d. FU FRM Report: Progress of CAPEX Release Phase 2 and Proposal Appointment of Independent
Auditor for Subsidiaries
e. Progress Report on Accelerated Completion of UTIP
f. Timeline and Series of RAPIM TelkomGroup II in 2025 Report
g. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
42. August 12, 2025 42/REG/VIII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. CSS Material Report for 2026 - 2028 (Limited)
c. Business Performance (Deep Dive): Telkomsel
d. Inorganic Report (Limited)
e. Subsidiary Streamlining Report (Limited)
f. Organization Alignment Report: Legal (Limited)
g. Extraordinary General Meeting of Shareholders 2025 Report (Limited)
h. Operational Performance
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
43. August 19, 2025 43/REG/VIII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. ITD Directorate Report
c. Network Directorate Report
d. EBITDA/FTE Group, People Fulfillment & Development Report
e. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
ANNUAL REPORT 2025 305
Page 308
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Attendance
No. Date Meeting Agenda
Decision Number
44. August 26, 2025 44/REG/VIII/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir)
c. Board of Directors’ KPI Performance Report for the Second Quarter of 2025
d. Inorganic Report (Directorate of SBDP)
e. CSS Interim Report for 2026 - 2028
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
45. September 2, 2025 45/REG/IX/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Operational Performance and Revenue Report YtD July 2025 (Closing)
c. Directorate of Network Report
d. Report on Readiness for the Extraordinary GMS 2025
e. Inorganic Report (Limited)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ √ √ √ N/A N/A N/A
46. September 15, 2025 46/REG/IX/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. UTIP & Mansol Completion Progress Report
c. TelkomGroup BoE’s 100 Day Program Progress Report
d. Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom
Akses
e. Special Situation Group: SSI ATM Business Bid Overview & Decision Report
f. Inorganic Report
g. Individual KPI Report of Directors and Subsidiaries H2 2025
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ √ √ √ √ √ N/A √ √ √ N/A N/A
47. September 18, 2025 47/REG/IX/2025 a. Organizational Transition PD Report
b. 1.4 GHz Frequency Tender Progress Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ √ √ √ N/A
48. September 23, 2025 48/REG/IX/2025 a. SVP Corporate Secretary Update: BoE Agenda Update
b. Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention
c. Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report
d. CSS Report for 2026 - 2028
e. Inorganic Report (additional to Project Slingshot Report)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ √ √ √ N/A
49. September 30, 2025 49/REG/IX/2025 a. CorSec SVP Report: BoE Agenda Update
b. Inorganic Report: Final approval of InfraCo Spin-off
c. RKAP for 2026 Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ √ √ √ N/A
50. October 7, 2025 50/REG/X/2025 a. CorSec SVP Report: BoE Agenda Update
b. LKPP and PDNS Progress Report
306 ANNUAL REPORT 2025
Page 309
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Attendance
No. Date Meeting Agenda
Decision Number
c. Directorate of L&C Organization Report
d. Papua Community Gateway Report
e. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ - √ √ N/A - √ √ √ N/A
51. October 14, 2025 51/REG/X/2025 a. CorSec SVP Report: BoE Agenda Update
b. EBIS Project Update Report: KDMP Progress and BKPM OSS Progress
c. TowerCo Value Enhancement Program
d. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A - √ √ √ N/A - √ √ √ N/A
52. October 22, 2025 52/REG/X/2025 a. CorSec SVP Report: BoE Agenda Update
b. Report on Approval of List of Asset for Transfer to TIF
c. RKAP for 2026 Report
d. KPI of the Board of Directors Collegially in 2026
e. RAGAB Material Update Report YtD September 2025: Company Performance YtD September
2025
f. Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment,
Retention
g. SKKL SUB-2 Development Report
h. Inorganic Report
i. Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for
Danantara
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ - √ N/A √ - √ √ N/A
53. October 28, 2025 53/REG/X/2025 a. CorSec SVP Report: BoE Agenda Update
b. EBIS Managed Operation Report
c. CAM 2026 Report
d. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ - √ √ N/A
54. October 30, 2025 54/REG/X/2025 a. Consolidated Financial Statements for the Third Quarter of 2025
b. Earning Call Material Report for Q3 2025
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A - √ √ √ N/A √ √ √ - N/A
55. November 12, 2025 55/REG/XI/2025 a. CorSec SVP Report: BoE Agenda Update
b. Business Transaction Problem Resolution Report for Applications: Online Single Submission
BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee
c. SKKL SUB-2 Development Report
d. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ - √ N/A - √ √ √ N/A
ANNUAL REPORT 2025 307
Page 310
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Attendance
No. Date Meeting Agenda
Decision Number
56. November 17, 2025 56/REG/XI/2025 a. Project Falcon Report
b. PD Strategic Planning & RJPP for 2026 - 2030 Update Report
c. 3rd Submission of RKAP for 2026 Report
d. Extraordinary General Meeting of Shareholders 2025 Readiness Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ √ √ √ N/A
57. November 25, 2025 57/REG/XI/2025 a. CorSec SVP Report: BoE Agenda Update
b. Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention
c. Management Report YtD October 2025
d. LKPP and PDNS-1 Management Transfer Report
e. Telkom 3S Satellite Business Cooperation Agreement Report
f. HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding
g. Inorganic Report
h. Material Update Report to Komdigi (Limited)
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ - √ √ N/A
58. December 2, 2025 58/REG/XII/2025 a. Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of
Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney
General’s Office of the Republic of Indonesia)
b. Streamlining Subsidiaries - Project Slingshot Report
c. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A - √ √ √ N/A √ - √ √ N/A
59. December 9, 2025 59/REG/XII/2025 a. CorSec SVP Report: BoE Agenda Update
b. Report on Settlement of Directorate of Network Waivers
c. Telkom - CCSI SUB2 MoU Readiness Report
d. ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara)
e. Accounts Receivable Write-Off for 2025 Report
f. 4th Submission RKAP for 2026 Report
g. Subsidiaries Streamlining Report
h. Inorganic Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ - √ N/A √ √ √ √ N/A
60. December 19, 2025 60/REG/XII/2025 a. Report on Settlement of Miscellaneous Overrides at EBIS
b. Report on Completion of Miscellaneous Overrides at ITD
c. Revision Report on PD Procurement and PD Cooperation
d. Individual Directors’ KPI for 2026 Proposal Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ √ √ N/A √ N/A √ √ √
308 ANNUAL REPORT 2025
Page 311
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Attendance
No. Date Meeting Agenda
Decision Number
61. December 23, 2025 61/REG/XII/2025 a. CorSec SVP Report: BoE Agenda Update
b. BoD Workshop Result Report: Accelerate B2B ICT Co
c. Individual Directors’ KPI for 2026 Report
d. Probis B2B ICT Co Establishment Report
e. Management Performance Report YtD November 2025
f. Project Slingshot Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ - √ N/A √ N/A √ √ √
62. December 30, 2025 62/REG/XII/2025 a. CorSec SVP Report: BoE Agenda Update
b. PD Procurement Review Report
c. 4th Submission RKAP for 2026 Report
d. TelkomClick 2026 Readiness Report
Attendance List DS MA VY FRD SS NH HC AAS HB WS AK BSDP
√ N/A √ √ - √ N/A - N/A √ - √
Remarks:
RA Ririek Adriansyah BSW Budi Setyawan Wijaya MA Muhammad Awaluddin HC Henry Christiadi
HS Heri Supriadi AW Afriwandi VY Veranita Yosephine AAS Arthur Angelo Syailendra
FMV FM Venusiana R BW Bogi Witjaksono FRD Faizal Rochmad Djoemadi WS Willy Saelan
HW Herlan Wijanarko HB Honesti Basyir SS Seno Soemadji AK Andy Kelana
MFR Muhamad Fajrin Rasyid DS Dian Siswarini NH Nanang Hendarno BSDP Budi Satria Dharma Purba
Recapitulation of the Board of Directors’ Attendance at Internal Meeting Period of January - May 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Ririek Adriansyah President Director 28 27 96
2. Herlan Wijanarko Director of Network & IT 28 27 96
Solution
3. Bogi Witjaksono Director of Wholesale & 28 26 93
International Service
4. FM Venusiana R Director of Enterprise & 28 27 96
Business Service
5. Heri Supriadi Director of Finance & 28 27 96
Risk Management
6. Afriwandi Director of Human 28 24 86
Capital Management
7. Budi Setyawan Wijaya Director of Strategic 28 28 100
Portfolio
8. Muhamad Fajrin Rasyid Director of Digital 28 26 93
Business
9. Honesti Basyir Director of Group 28 26 93
Business Development
ANNUAL REPORT 2025 309
Page 312
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Recapitulation of the Board of Directors’ Attendance at Internal Meeting Period of May - December 2025
Total of Percentage of
No. Name Position Total of Meeting
Attendance Attendance (%)
1. Dian Siswarini President Director 34 34 100
2. Muhammad Awaluddin1) Vice President Director 18 18 100
3. Arthur Angelo Syailendra Director of Finance & 34 29 85
Risk Management
4. Andy Kelana2) Director of Legal & 16 16 100
Compliance
5. Budi Satria Dharma Purba4) Director of Wholesale & 1 1 100
International Service
6. Faizal Rochmad Djoemadi Director of IT Digital 34 33 97
7. Henry Christiadi1) Director of Human 17 17 100
Capital Management
8. Honesti Basyir3) Director of Wholesale & 31 26 84
International Service
9. Nanang Hendarno Director of Network 34 34 100
10. Seno Soemadji Director of Strategic 34 29 85
Business Development &
Portfolio
11. Veranita Yosephine Director of Enterprise & 34 30 88
Business Service
12. Willy Saelan2) Director of Human 17 17 100
Capital Management
Remarks:
1) Until September 16, 2025.
2) Since September 16, 2025.
3) Until December 12, 2025.
4) Since December 12, 2025.
Board of Directors’ Performance and Implementation Activities
Throughout 2025, the Board of Directors has carried out the following activities:
Director of Human Capital Management
1. Focus Group Discussion Forum Human Capital Indonesia (FHCI) - Human Capital Technology & People Analytics (HCTPA)
Framework, Jakarta (January 23, 2025).
2. Joint Recruitment of State-Owned Enterprises (February 11, 2025).
3. Musyawarah Nasional (Munas) IX Serikat Karyawan (SEKAR) Telkom with the Minister of Manpower, Jakarta (April 22, 2025).
4. Telkom Culture Festival, Jakarta (July 16, 2025).
5. Kick-off PKB XI dan Signing of Bantuan Kesehatan Masa Pensiun (BKMP), Bandung (August 1, 2025).
6. Courtesy Visit with the Minister of Religion, Jakarta (August 5, 2025).
7. Forum Expert TelkomGroup 2025, Bandung (15 Agustus 2025).
8. Simposium Riset GPSP S3, Bandung (August 15, 2025).
9. Focus Group Discussion on Preparation of the National Occupation Map and SKKNI Level in the Indonesian Telecommunication
Sector, Jakarta (August 21, 2025).
10. Public Lecture as Guest Lecturer on Human Resource Management, Jakarta (October 3, 2025).
11. SOE Human Capital Workshop, Jakarta (November 14, 2025).
12. Meeting with the Coordinating Minister for Economic Affairs in the context of Working Visit for the College Graduate Internship
Program at Telkom, Jakarta (December 2, 2025).
310 ANNUAL REPORT 2025
Page 313
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Director of Human Capital Management
13. Focus Group Discussion of Serikat Karyawan (SEKAR) with Deputy Minister of Manpower and Director of HCM, “TelkomGroup
Restructuring: Business Challenge, Worker Protection, and State Responsibility”, Jakarta (December 10, 2025).
14. Launching of Gig Economy Training Program for Gen Z and Soft Launching of AI Open Innovation Challenge, Jakarta (December
18, 2025).
15. ToT Transformation Update, Jakarta (Desember 23, 2025).
Director of Enterprise & Business Service
1. Business Meeting & Customer Visit: Bank Mandiri.
2. Business Meeting & Customer Visit: Pertamina.
3. Attending the launch of Yayasan Padi Kapas Indonesia.
4. Attending the Narrating the Future: Harmony of Tech and Nature in Nusantara.
5. Business Meeting & Customer Visit: Paragon.
6. Business Meeting & Customer Visit: MIND.ID.
7. Business Meeting & Customer Visit: Regional Secretary of West Java Province.
8. Fire Briefing Telkom Regional I - V.
9. Attending Telkomsel Enterprise Solutions Day 2025.
10. Business Meeting Huawei.
11. Business Meeting ZTE.
12. Attending NeutraDC Summit 2025.
13. Attending BATIC 2025.
14. Launching TelkomAI.
15. Business Meeting & Customer Visit: Indomaret.
16. Business Meeting & Customer Visit: Pertamina Patra Niaga.
17. Business Meeting & Customer Visit: Garudafood.
18. Mentor at Kartini Danantara Lead Boldly event: From Within to the Future.
19. Business Meeting & Customer Visit: BCA.
20. Business Meeting with the Ministry of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia.
21. Attending a segment on CNBC Indonesia.
22. Business Meeting & Customer Visit: Mayora.
23. Business Meeting & Customer Visit: Kapal Api.
24. Attending Town Hall Meeting Danantara.
25. Business Meeting & Customer Visit: KAI.
26. Business Meeting & Customer Visit: Kalla Group.
27. Attending BISA Ngobrol bareng CEO TelkomGroup & MD Holding Operational Danantara: Transformation Update BOD-1.
Director of IT Digital
1. ITD Summit (18 December 18, 2025).
2. Workshop Accelerate Creation of B2B ICT Co (December 16 - 17, 2025).
3. Alignment Program 2026 Discussion with BuD & BuS.
4. PaDi Business Forum & Showcase 2025 (December 10, 2025).
5. Kick-start Enterprise Architecture consultancy (December 4, 2025).
6. Launching of IS SMART (December 3, 2025).
7. Alibaba Cloud Indonesia Customer Appreciation Dinner 2025 (December 3, 2025).
8. Speaker at Senior Leaders Conference (SLC) CIMB Niaga (November 27, 2025).
9. BISA Ngobrol bareng CEO TelkomGroup & MD Holding Operational Danantara (November 26, 2025).
ANNUAL REPORT 2025 311
Page 314
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Director of IT Digital
10. Detikcom Awards 2025 Reception (November 25, 2025).
11. ITS Guest Lecturer (November 22, 2025).
12. Opening ITD+ batch 2.0 (November 21, 2025).
13. Ayo Berlari Road to Earth Mission Mangrove Chapter (November 21, 2025).
14. Lecturer of Master Program in Information System & Logistic Technology, ULBI (November 21, 2025).
15. Central Information Commission Public Test Stages (November 19, 2025).
16. Meeting with Mr. Jon Alaway MD digital solutions - Danantara (19 November 2025).
17. Danantara's visit to STO Kebayoran (November 18, 2025).
18. Kick-off Autonomous Network Zero Touch Provisioning Connectivity Service (November 18, 2025).
19. FBB Fundamental Issues & Solution with Telkomsel (November 12, 2025).
20. Meeting with MD Strategic Technology Initiatives Danantara (November 11, 2025).
21. Telin Application Integration Discussion (November 11, 2025).
22. Signing of Joint Due Diligence Agreement (Danantara) (November 5, 2025).
23. Workshop & FGD on Subsidiary Arrangement in the Context of Telkom's Agility & Business Optimization after the Enactment of
Amendment III and Amendment IV of the State-Owned Enterprises Law (October 31, 2025).
24. Meeting with the Head of the DKV Study Program, Telkom University (November 30, 2025).
25. Speaker at BRIN (October 30, 2025).
26. OSS Townhall (October 28, 2025).
27. Site Visit Telkom University Purwokerto (October 24, 2025).
28. Meeting OSS with BPKM (CEO) (21 October 21, 2025).
29. Laying of the First Stone for Outlet, Warehouse, and Facilities of Cooperative Village/Merah Putih Sub-district (October 17, 2025).
30. ITD Workshop (October 16, 2025).
31. Executive Roundtable on the Regional Cooperation on Technology adn Security - ERIA (October 15, 2025).
32. Meeting with Sesmenko (October 2, 2025).
33. RAPIM TelkomGroup (October 1, 2025).
34. Kick-off Integrated Audit for 2025 (September 30, 2025).
35. Meeting with Minister of Cooperative (September 29, 2025).
36. Meeting with Deputy Minister of Communication and Information Technology and PT INTI (September 27, 2025).
37. Launching of Garuda Spark Innovation Hub (September 27, 2025).
38. Speaker at OJK (September 26, 2025).
Director of Wholesale & International Service
1. Launching of Cable Landing System (CLS) Telin Minahasa, Manado (July 17, 2025).
2. Launching of NeuCentrIX Balikpapan (October 8, 2025).
3. Signing of CSA & Termsheet WISA Project InfraCo (October 20, 2025).
4. NDR USA on Project InfraCo (November 2 - 7, 2025).
5. NDR Singapore on Project InfraCo (November 19 - 21, 2025).
6. NDR Indonesia on Project InfraCo (November 24 - 28, 2025).
7. Launching of NeuCentrIX Jayapura (December 4, 2025).
8. Signing of InfraCo Project Separation Deed (December 18, 2025).
Director of Legal & Compliance
1. Focus Group Discussion: “Streamlining Subsidiaries for Agility & Optimization of Telkom Business” attended by the Head of BPKP
RI, Deputy Attorney General for Development of the Attorney General’s Office of the Republic of Indonesia, Director of Legal &
Compliance Telkom, Director of Strategic Business Development Portfolio Telkom, and Director of Information and Technology
Development Telkom on October 30, 2025.
312 ANNUAL REPORT 2025
Page 315
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Director of Legal & Compliance
2. Strengthening of Legal & Compliance function at Telkom Regional 4 on November 14, 2026.
3. Director of Legal & Compliance was present as a keynote speaker at the activity “Harmonization of Land Governance and Legal
Compliance in Management and Handling of TelkomGroup Land Asset Problem” with the Deputy Minister of Agrarian Affairs and
Spatial Planning of the Republic of Indonesia on November 28, 2025.
4. Director of Legal & Compliance handed over social service assistance in the context of 2025 National Christmas celebration in
North Maluku on December 17 - 18, 2025.
Director of Network
1. Signing of Memorandum of Understanding (MoU) between the Attorney General’s Office of the Republic of Indonesia and
Telecommunication Operator regarding Installation and Operation of Information Wiretapping Devices and Provision of
Telecommunication Information Recording, Jakarta.
2. Recess Visit of Commission VI of the DPR, Sorong.
3. Escorting the readiness of Indonesian Independence Day at Merdeka Palace and Monas, Jakarta.
4. Joint audience with Regional Government and Pasela Student Alliance, Jakarta.
5. Data Governance Council Meeting, Jakarta.
6. Surveillance of Audit Mutu Eksternal (AMEX) 2025, Jakarta.
7. Program Realization of Cost & Transformation (COB-RA), Malang.
8. Rapat Kepemimpinan (RAPIM) Network 2025, Jakarta.
9. Speaker at S2 General Lecture Telkom University, Bandung.
10. Inauguration of Node Consolidation in NeuCentrIX Pontianak, Pontianak.
11. Cybersecurity Drill, Jakarta.
12. Kick-off management committee IGG, Jakarta.
13. Kick-off Autonomous Network & Autonomus Network Zero touch Provisioning Connectivity Service, Jakarta.
14. Restoration of TelkomGroup Services due to the impact of Sumatera, Aceh, Medan, and West Sumatera Flood Disaster.
15. Signing MoU of SKKL SUB2 Telkom - CCSI.
16. Idea Days Network 2025.
17. Escort of Posko Siaga NARU 2025 - 2026.
18. Forum Digital Connectivity 2025.
19. Signing of PKSU T3S.
20. CTO Forum 2025.
Director of Strategic Business Development & Portfolio
1. Executive Media Gathering, Jakarta.
2. Speaker at the Ministry of Political, Legal and Security Affairs Seminar, Bekasi.
3. Program realization of Cost & Transformation (COB-RA), Malang.
4. Jury at Swiss Innovation Challenge 2025, Bandung.
5. Kick-off Integrated Audit for 2025, Jakarta.
6. RAPIM TelkomGroup II 2025, Jakarta.
7. Speaker at 2025 Indonesia Economic Summit Forum, Jakarta.
8. Speaker at Humpus Maritim International Directorship Program, Jakarta.
9. Speaker at Bahana Corporate Access, Jakarta.
10. Speaker at AdXelerate Executive Connect, Jakarta.
11. Speaker at HIPMI - Danantara Indonesia Business Forum 2025, Jakarta.
12. Signing of CSA and Termsheet WISA Project InfraCo, Jakarta.
13. Cisco Executive Partner Reception, Jakarta.
14. Topping Off HDC NeutraDC - Nxera, Batam.
ANNUAL REPORT 2025 313
Page 316
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Director of Strategic Business Development & Portfolio
15. Non-Deal Roadshow, United States of America.
16. Executive Media Briefing, Jakarta.
17. Dry Run Nasional InfraCo, Bandung.
18. Signing of the deed of Spin Off Phase 1 of InfraCo Project to Infranexia, Jakarta.
19. EGMS approval regarding Spin Off Phase 1 of InfraCo Project, Jakarta.
20. Visit and CSR at the Flood Disaster Locations in Sumatera, Langkat, and Aceh Tamiang.
21. Visit to Christmas and New Year 2025 Command Post, Jakarta.
Decisions of the Board of Directors that Require Approval of the Board of
Commissioners
Based on provisions in the Board Manual of the Board of Directors and Board of Commissioners of Telkom, the Board
of Directors is required to hold joint meetings with the Board of Commissioners at least once every three months.
Every corporate action to be taken by the Board of Directors will be included as an agenda item to be discussed in
a joint meeting with the Board of Commissioners, to seek the opinion, consideration, and approval of the Board of
Commissioners. The agenda for joint meetings during 2025 can be accessed in this Annual Report under the Board of
Commissioners Meeting section.
Improving the Competency of the Board of Directors
Policy on Improving the Competency of the Board of Directors
To support the effectiveness of the Board of Directors in carrying out its duties, members of the Board of Directors
are required to regularly participate in relevant, independent, and ongoing training, knowledge development, and
certification programs. Telkom provides opportunities for members of the Board of Directors to participate in various
educational programs, training, workshops, seminars, conferences, or other similar activities aimed at updating their
knowledge and improving their skills. These programs are designed to strengthen the effectiveness of the Board of
Directors in carrying out its function.
Board of Directors’ Competency Improvement Activities in 2025
The following is a list of education and training programs that members of the Board of Directors participate in during
2025:
Education, Training, Seminar, Conference, and Congress of Telkom’s Board of Directors in 2025
No. Program Name Organizer Location and Date Participant
1. Danantara Technology Synergy Danantara Indonesia Jakarta, January 22, 2026 Director of EBIS, Director of
Enablement Workshop SBDP, and Director of ITD
2. TelkomGroup’s BoE 100 Day Corporate Secretary Bandung, May 28 - 29, 2025 All BoE
Program Workshop
3. ICI 2025 (Internasional Coordinating Ministry Jakarta, June 11, 2025 International Delegation,
Conference on Infrastructure) for Infrastructure and Government Institution,
Regional Development of Investor, and Private Sector
the Republic of Indonesia
4. Team Building BoD Corporate Secretary Bogor, July 25 - 26, 2025 All BoD
TelkomGroup
314 ANNUAL REPORT 2025
Page 317
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Program Name Organizer Location and Date Participant
5. Risk Management Organ for TCUC Online, July 30 - October 6, All BoD
BoD (Pathway 1) 2025
6. BoD and BoC Telkom Telkom Jakarta, August 14, 2025 All BoE
Workshop regarding CSS 2026
- 2028
7. BATIC 2025 Telin Bali, August 26 - 29, 2025 Operator Global, Vendor,
Tech Partner, and Regulator
8. Qualified Risk Governance Telkom Corporate Bandung, September 17, All BoD
Professional (QRGP University 2025
9. Qualified Risk Governance LSP-MKS Online, November 5, 2025 All BoD
Professional (QRGP)
10. Qualified Risk Governance LSP Mitra Kalyana Jakarta, November 10, 2025 Director of Legal &
Professional (QRGP) Sejahtera Compliance
11. E-Learning of Penguatan Telkom Corporate Bandung, November 17, 2025 All BoD
Integritas University
12. Executive Leadership Human Talent Telkom Corporate University, All BoD
Development Program BoD & Development December 18 - 19, 2025
BoD-1
13. Executive Leadership Human Talent Bandung, December 18 - 19, All BoD and BoD-1
Development Program BoD & Development (Telkom 2025
BoD-1 Corporate University)
14. Executive Leadership Human Talent Offline, December 18 - 19, Director of WINS, Director
Development Program BoD & Development (Telkom 2025 of HCM, BP1 WINS, and BP1
BoD-1 Corporate University) HCM
Board of Directors’ Self-Assessment Policy
Based on Joint Regulation of the Board of Commissioners and Board of Directors No. 05/KEP/DK/2022 and
PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of
Commissioners and Board of Directors (Board Manual) of the State-Owned Company (Persero) PT Telekomunikasi
Indonesia Tbk, a self-assessment policy is implemented to evaluate the performance of the Board of Directors. The
assessment is carried out by each member of the Board of Directors by assessing the performance of the Board of
Directors collectively, rather than individually. This policy is a form of accountability for the performance assessment
of the Board of Directors, so that each member is expected to contribute to improving the performance of the Board
of Directors on an ongoing basis. More detailed information about the Board of Directors’ self-assessment policy
can be found on the Telkom website under the GCG menu - Work Guidelines for the Board of Directors and Board of
Commissioners.
Results of Collegial Performance Assessment of the Board of Directors
No. KPI Unit Target Direction Weight
A. Economic and Social Value for Indonesia
1. Financial Performance
a. Revenue Consolidated T Rp 156.22 Maximize 3
b. EBITDA Consolidated T Rp 83.96 Maximize 6
c. EBITDA Telkomsel T Rp 54.74 Maximize 4
ANNUAL REPORT 2025 315
Page 318
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. KPI Unit Target Direction Weight
2. Operating Cash Capability and Economic Value Added
a. Free Cash Flow T Rp 34.23 Maximize 5
b. ROIC ≥ WACC % 6.2 Maximize 5
3. Funding Debt Ratio % 100 Maximize 5
4. Operational Excellence
a. Home Served/Home Passed % 45.5 Maximize 4
b. CAPEX to Revenue % 28.7 Maximize 4
c. Mobile Data Revenue Share % 48.38 Maximize 4
5. Social Impact % 100 Maximize 5
B. Business Model Innovation
6. External Revenue
a. B2B Digital T Rp 17.46 Maximize 5
b. B2C Digital T Rp 11.19 Maximize 5
7. TMT Cluster Synergy: Effectiveness of Telkom synergy with cluster Time Dec Maximize 5
members (PFN, Peruri, Antara) 2023
C. Technology Leadership
8. Project Milestone Completion for Planned 5G Initiatives: Total 16 Maximize 2
Infrastructure preparation to support 5G
9. 5G Readiness: % Fiber connected tower, number of use % 100 Maximize 3
case piloting, and 5G implementation city (strengthening 5G
implementation)
D. Increased Investment
10. Telkom Digital Venture:
a. Telkom Venture Fund Value T Rp 9.06 Maximize 3
b. Money Multiplier x 1.3 Maximize 3
11. Telkom MPF Effectiveness: Implementation of Winter Strategy for Time Dec Maximize 3
startup and potential unicorn 2023
12. Effectiveness of Value Creation
a. Subs with ROIC > WACC % 50 Maximize 3
b. Streamlining Program Effectiveness % 100 Maximize 3
13. Data Center
a. Strategic Partnership Time Jun 23 Maximize 3
b. Capacity Expansion % 100 Maximize 2
E. Talent Development
14. Female Talent and Millennial Talent
a. Female Ratio in Nominated Talent % 18 Maximize 5
b. Young Top Talent Ratio in Nominated Talent % 6 Maximize 5
15. Digital Capability Readiness (Build) Talent 2,500 Maximize 5
Total 100
316 ANNUAL REPORT 2025
Page 319
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Committees Under the Board of Directors
The Board of Directors has established an Executive Committee through PT Telkom Indonesia (Persero) Tbk. Company
Regulation Number: PD.608.00/r.02/HK.000/COP-D0030000/2014 regarding Executive Committee. Executive
Committee assists the Board of Directors in decision-making in accordance with Company Regulations. Executive
Committee is formed by the Board of Directors, consisting of 2 (two) or more Directors, and is authorized to decide/
approve policies, Company Regulations, or certain transactions.
It has the authority to decide or approve policies, Company Regulations, or certain transactions in accordance with the
objectives of the Committee. The following is the formation of Executive Committee based on its objective authority:
1. Investment Committee
This committee was formed to assist the Board of Directors in approving investment program to be implemented and
evaluating investment program that have been implemented. Investment Committee consists of the following members:
Chairman Director of Finance & Risk Management.
Members a. Director of Strategic Portfolio;
b. Director of Network & IT Solution; and
c. Director of relevant business (Director of Enterprise & Business Service or Director of Wholesale &
International Service).
Working Group a. VP in charge of Management Accounting function;
b. VP in charge of Infrastructure Planning Policy function;
c. VP in charge of Product Management function;
d. VP in charge of Corporate Strategic Planning function;
f. VP in charge of Risk Management function;
g. VP in charge of Supply Planning & Control function; and
h. An executive at VP level is required.
2. Subsidiary Management Committee
This committee assists the company’s Board of Directors to give approval and determine work plans, directions, and policies
related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom’s
approval for the corporate action plan to be implemented by Telkom subsidiaries.
The composition of Subsidiary Management Committee consists of:
Chairman Director of Finance & Risk Management.
Members a. Director of Strategic Portfolio; and
b. Other Directors as necessary for the management of subsidiaries.
Working Group a. VP in charge of Subsidiary Performance (Management Accounting) or VP in charge of Strategic
Business Development;
b. VP in charge of Corporate Strategic Planning function;
c. VP in charge of Legal & Compliance function;
d. VP in charge of Financial Logistic Policy function; and
e. An executive at VP level is required.
3. Risk, Compliance, and Revenue Assurance Committee
The establishment of Risk, Compliance, and Revenue Assurance Committee serves to assist the Board of Directors in the
following objectives:
a. Determine risk profile & mitigate risks that need to be considered by all Board of Directors.
b. Formulate and establish GCG policies.
ANNUAL REPORT 2025 317
Page 320
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
c. Oversee the effectiveness of Revenue Assurance process, including the establishment of preventive measures and
remediation of potential leaks.
d. Formulate and implement policies carried out in the framework: elimination of inefficient business processes, strengthening
internal control and risk mitigation as well as policies related to risk management and compliance.
e. Establish decision recommendations on dispute resolution, which requires the approval of the Board of Directors.
f. Conduct a review of the implementation of GCG, compliance and enforcement of business ethics.
Composition of the Risk, Compliance and Revenue Assurance Committee consists of:
Chairman Director of Finance & Risk Management.
Members a. Director of Strategic Portfolio;
b. Director of Human Capital; and
c. Other directors related to subject matter of the Committee’s decision.
Working Group a. VP in charge of Risk Management function;
b. VP in charge of Compliance, Risk Management and General Affairs function;
c. The position that heads Internal Audit function;
d. VP in charge of Corporate Strategic Planning function;
e. VP in charge of Risk Management function;
f. VP in charge of Supply Planning & Control function; and
g. An executive at VP level is required.
4. Disclosure Committee
In managing disclosure to be submitted by the company, Disclosure Committee helps to decide or approve in relation to:
a. Approve the disclosure of information that contains elements of projections regarding operations, financial conditions,
financial performance, and matters of a financial and statistical nature.
b. Determine level of materiality of the disclosure of information and ensure that the material information submitted has been
disclosed in complete, accurate, consistent and in accordance with applicable rules.
c. Discuss internal audit report.
d. Provide recommendations and/or letters of representation to the Approver to certify/approve a disclosure that will be
issued to external parties.
e. Other objects of authority are regulated in more detail in the Company Regulation on Disclosure Guidelines.
The composition of the Disclosure Committee consists of:
Chairman Director of Finance & Risk Management.
Members a. Director of Strategic Portfolio; and
b. Other Directors related to the subject matter of the Committee’s decision.
Working Group a. VP in charge of Financial Accounting function or VP in charge of Enterprise Management function or
VP in charge of Investor Relations function (in accordance with the material discussed); and
b. An executive at VP level is required in accordance with the Disclosure material discussed.
5. Procurement Committee
Procurement Committee has the authority to give approval to procurement with the value that has been determined by the
applicable logistic policy, including approval and determination related to the determination of the winner according to the
applicable procurement policy, and the determination of HPS. The composition of the Procurement Committee consists of:
Chairman Director of Finance & Risk Management.
318 ANNUAL REPORT 2025
Page 321
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Members a. Director of Strategic Portfolio;
b. Director of Network & IT Solution; and
c. Director of relevant business (Director of Enterprise & Business Service or Director of Wholesale &
International Service).
Working Group a. VP in charge of Supply Planning & Control function;
b. Head in charge of Compliance Risk Management & General Affair function;
c. SGM in charge of Supply Center;
d. VP in charge of Legal & Compliance function;
e. VP in charge of Infrastructure Planning Policy function; and
f. An executive at VP level is required.
6. Pricing Committee
This committee has the task of ensuring pricing strategy of Telkom/TelkomGroup products in accordance with the company’s
strategy, competitive product prices and periodic pricing review, as well as supervising and evaluating the implementation of
single point margin in TelkomGroup. Composition of Pricing Committee consists of:
Chairman Director in charge of Enterprise & Business function.
Members a. Director of Strategic Portfolio;
b. Director of Network, & IT Solution;
c. Director of Enterprise & Business Service;
d. Director of Wholesale & International Service;
e. Director in charge of related business field.
Working Group a. VP in charge of Enterprise Management function;
b. VP in charge of Enterprise Business & Strategic function;
c. VP in charge of Enterprise Service function;
d. VP in charge of Business Service function;
e. VP in charge of Wholesale & International Development function;
f. VP in charge of Marketing & Sales function;
g. VP in charge of Innovation Strategy and Synergy function;
h. VP in charge of Management Accounting function;
i. VP in charge of Tariff Preparation function; and
j. An executive at VP level is required in accordance with the Disclosure material discussed.
Board of Directors’ Performance of Directors, namely if appointed/re-appointed as a
member of the Board of Directors, promises, among
Assessment other things, that it will meet all targets set by the
One of the measuring tools used to assess the performance GMS/Minister, including KPI that have been previously
of the Board of Directors is Key Performance Indicator (KPI) set, and apply the principles of Good Corporate
which is compiled based on Regulation of the Minister of Governance.
SOE Number PER-3/MBU/03/2023 dated March 20, 2023 2. Performance appraisals based on KPI are determined
regarding Organ and Human Resource of State-Owned collegially for the President Director, and individually
Enterprises, which stipulates: for each member of the Board of Directors.
1. Obligation to sign Management Contract by the Board 3. The determination of five perspectives in the
of Directors. Management Contract contains a promise preparation of KPI of the Board of Directors
or statement of a prospective member of the Board collegially, namely:
ANNUAL REPORT 2025 319
Page 322
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
a. Economic and social value for Indonesia; a self-assessment policy to assess the performance of
b. Business model innovation; the Board of Directors. The assessment is carried out
by each member of the Board of Directors by assessing
c. Technology leadership;
the performance of the Board of Directors collegially,
d. Increase in investment; and not individual performance assessment. This policy is a
e. Talent development. form of accountability for the performance assessment
of the Board of Directors, so that it is hoped that each
At the end of each third quarter, Minister of State-Owned
member can contribute to improving the performance
Enterprises, as the holder of Series A Dwiwarna shares,
of the Board of Directors on an ongoing basis. More
submits a shareholder aspiration letter containing
complete information about the Board of Directors’ self-
strategic and tactical direction, performance target,
assessment policy can be found on the Telkom website
risk management policy, and KPI parameters that can
on the GCG menu – Work Guidelines for the Board of
be selected as component of the Board of Directors’
Directors and Board of Commissioners.
KPI on a collegial and individual basis. The achievement
of the Board of Directors’ KPI is calculated collectively
and individually and reviewed by Public Accounting Firm Affiliate Relationship Between the
(KAP) that audit Telkom’s Financial Statements. Board of Directors and the Board of
The achievement of KPI of the Board of Directors is
Commissioners
calculated collegial and individually and reviewed by The Board of Commissioners and the Board of Directors of
the Public Accounting Firm (KAP) that audit Telkom’s Telkom are prohibited from having an affiliate relationship
Financial Statements. Along with Telkom’s commitment between fellow members of the Board of Commissioners,
to manage ESG aspects in its business value chain, the fellow members of the Board of Directors, between the
company has also set Key Performance Indicator in the Board of Directors and the Board of Commissioners, or with
ESG aspect category, including: shareholders, in accordance with the provisions of Law No.
1. Environmental aspect, reflected in TJSL 40 of 2007 regarding Limited Liability Companies, as well
effectiveness parameter and ITDRI research as the provisions of TelkomGroup’s affiliate relationship
effectiveness; submitted in the form of an Official Memorandum of
2. Social aspect, as seen from the total of parameter the President Director Number: C.Tel.02/HK 000/TEL-
shareholder return and social impact; and 00000000/2021 regarding Temporary Procedures
for Affiliate Transaction and Collision Transaction
3. Governance aspect, reflected in the risk maturity
TelkomGroup’s interest. This provision aims to avoid
index parameter, effectiveness of the 2023 Financial
conflicts of interest, so that the Board of Commissioners
Statements, and procurement excellence.
and the Board of Directors can make objective decisions
In addition, based on the Joint Resolution of the that do not harm Telkom’s interest.
Board of Commissioners and Board of Directors
The table below shows the family relationship between
No. 05/KEP/DK/2022 and PD.620.00/r.01/HK200/
members of the Board of Commissioners and fellow
COP-M4000000/2022 regarding Guidelines for the
members of the Board of Commissioners, members of the
Work Procedures of the Board of Commissioners and
Board of Directors, and/or Major shareholders/controllers:
Directors (Board Manual) of the Company (Persero)
PT Telekomunikasi Indonesia Tbk, Telkom implements
320 ANNUAL REPORT 2025
Page 323
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Affiliate Relationship
Board of Major Shareholder/
Name Position Board of Directors
Commissioners Controlling
Yes No Yes No Yes No
Board of Commissioners
Angga Raka Prabowo President
- √ - √ - √
Commissioner
Ossy Dermawan Commissioner - √ - √ - √
Rionald Silaban Commissioner - √ - √ - √
Rizal Malarangeng Commissioner - √ - √ - √
Silmy Karim Commissioner - √ - √ - √
Deswandhy Agusman Independent
- √ - √ - √
Commissioner
Ira Noviarti Independent
- √ - √ - √
Commissioner
Independent
Rofikoh Rokhim - √ - √ - √
Commissioner
Board of Directors
Dian Siswarini President Director - √ - √ - √
Arthur Angelo Syailendra Director of Finance &
- √ - √ - √
Risk Management
Veranita Yosephine Director of Enterprise &
- √ - √ - √
Business Service
Nanang Hendarno Director of Network - √ - √ - √
Seno Soemadji Director of Strategic
Business Development - √ - √ - √
& Portfolio
Faizal Rochmad Djoemadi Director of IT Digital - √ - √ - √
Willy Saelan Director of Human
- √ - √ - √
Capital Management
Budi Satria Dharma Purba Director of Wholesale &
- √ - √ - √
International Service
Andy Kelana Director of Legal &
- √ - √ - √
Compliance
ANNUAL REPORT 2025 321
Page 324
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Nomination and Remuneration of the Board of
Commissioners and the Board of Directors
Policy and Implementation of the Board 5. Developing policy and criteria required in the nomination
process for prospective member of the Board of Directors.
of Directors’ Succession
Succession mechanism for the Board of Directors of State- Remuneration of the Board of
Owned Enterprises is regulated in Regulation of the Minister Commissioners and the Board of
of State-Owned Enterprises Number PER-3/MBU/03/2023
regarding Organ and Human Resource of State-Owned
Directors
Enterprises. Based on Regulation of the Minister of State- Remuneration for members of Telkom’s Board of
Owned Enterprises, the Board of Directors of State-Owned Commissioners and Board of Directors is determined in
Enterprises submit a List of Selected Talent to the Board of accordance with Regulation of the Ministry of State-Owned
Commissioners, which is then based on evaluation of the List Enterprises Number PER-3/MBU/03/2023 regarding State-
of Selected Talent conducted by the Board of Commissioners Owned Enterprises Organ and Human Resource and later
with the assistance of Committee for Nomination and followed up with Resolution of the Board of Commissioners
Remuneration (KNR) for the incumbent Directors, the Board Number 03/KEP/DK/2024 regarding Income of Members of
of Commissioners will send the result of evaluation as the Board of Directors and Board of Commissioners.
Nominated Talent to the Head of Telecommunication and
Media Service Cluster which in the 2025 period is held by the In accordance with the aforementioned provisions and with
President Commissioner of PT Telekomunikasi Indonesia reference to Danantara Letter No. S-063/DI-BP/VII/2025
(Persero) Tbk. Furthermore, the Head of Telecommunication dated July 30, 2025, regarding Granting of Bonuses, Incentives,
and Media Service Cluster submits the List of Nominated and/or Other Forms of Income to the Board of Directors and
Talent from all members of the Telecommunication and Media Board of Commissioners of State-Owned Enterprises and
Service Cluster to the Minister of State-Owned Enterprises. Subsidiaries of State-Owned Enterprises, the remuneration
of the Board of Commissioners consists of the following
KNR with reference to the Work Implementation Guidelines components:
(Charter) of Committee for Nomination and Remuneration,
1. Honorarium
preparation of which is guided by Regulation of the Minister of
2. Allowances, which consist of:
State-Owned Enterprises above, in the succession process of
the Board of Directors of State-Owned Enterprises carry out a. Holiday allowance;
the following matters: b. Transportation allowance; and
1. Conducting periodic review of the Company’s Talent c. Retirement insurance.
Management System and monitoring and evaluating its 3. Facilities, which consist of:
implementation.
a. Health facility; and
2. Conducting an evaluation of the talent classification
b. Legal facility.
system and procedures carried out by the Board of
Directors. Meanwhile, remuneration for the Board of Directors consists
3. Conducting validation and calibration the talent proposed of the following components:
by the Board of Directors to the Board of Commissioners 1. Honorarium.
(selected talent) to produce a list of talent to be nominated
2. Allowances, which consist of:
by the Board of Commissioners (nominated talent) to be
a. Holiday allowance;
proposed in the GMS/Series A Dwiwarna shareholder (SOE
Regulatory Body) and the largest Series B Shareholder b. Transportation allowance; and
(Danantara). c. Retirement insurance.
4. Providing recommendation to the Board ofCommissioners 3. Facilities, which consist of:
to be submitted to the Series A Dwiwarna shareholder and a. Health facility
the largest Series B shareholder regarding composition
b. Transportation facility; and
proposal for the position of the members of the Company’s
Board of Directors. c. Legal facility.
322 ANNUAL REPORT 2025
Page 325
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
In Regulation of the Ministry of State-Owned Enterprises No. PER-3/MBU/03/2023 regarding Organizational Structure and
Human Resources of State-Owned Enterprises, as mentioned above, also contains provisions regarding the deferral of a portion
of performance bonuses and the granting of Long-Term Incentive (LTI) to the Board of Directors and the Board of Commissioners.
Procedure and Mechanism for Remuneration of the Board of Commissioners and the
Board of Directors
1
If necessary, KNR may request remuneration 2
The independent party
The Board of Commissioners provided input or studies from independent parties to submitted the results of
guidance and asked KNR to prepare serve as benchmarks and a basis for analysis, its study, benchmarking,
a study and a draft remuneration plan and submit the results of such remuneration and remuneration
4 studies to the Board of Commissioners 3 recommendations to KNR
The Board of Commissioners submits a
remuneration proposal to the General
Meeting of Shareholders/the Minister of
State-Owned Enterprises
5
Resolution of the General Meeting of
Shareholders/Decision Letter of the
Minister of State-Owned Enterprises
Procedure for proposing and determining the remuneration of Telkom Board of Commissioners and Directors is as follows:
1. The Board of Commissioners requests the KNR to draft a remuneration proposal for the Board of Commissioners and
the Board of Directors.
2. If needed, Committee for Nomination and Remuneration can request an independent party to draw up a framework on
the remuneration of the Board of Commissioner and the Board of Directors.
3. Committee for Nomination and Remuneration proposes the remuneration framework referred to the Board of
Commissioners.
4. The Board of Commissioners proposes remuneration for members of the Board of Commissioners and the Board of Directors
to the General Meeting of Shareholders/the Minister of State-Owned Enterprises.
5. GMS can give authority and power to the Board of Commissioners, with the prior approval of Series A Dwiwarna
shareholder to determine the remuneration for Board of Commissioners and the Board of Directors.
Remuneration of the Board of Commissioners in 2025
Total remuneration paid by Telkom to all members of the Board of Commissioners, both those serving in the 2025 period
and those serving in the previous period, reached Rp23,766,274,451. The following table presents the details of the Board
of Commissioners’ remuneration for 2025:
Board of Commissioners’ Recapitulation of Remuneration in 2025
Board of Religious Holiday Transportation Tantiem for 2025
No. Position Salary Total
Commissioners Allowance (THR) Allowance Financial Year
1. Bambang Permadi President 799,200,000 199,800.000 159,840,000 - 1,158,840,000
Soemantri Commissioner/
Brodjonegoro1) Independent
Commissioner
ANNUAL REPORT 2025 323
Page 326
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Board of Religious Holiday Transportation Tantiem for 2025
No. Position Salary Total
Commissioners Allowance (THR) Allowance Financial Year
2. Wawan Iriawan1) Independent 899,100,000 179,820.000 179,820,000 - 1,258,740,000
Commissioner
3. Bono Daru Adji1) Independent 899,100,000 179,820,000 179,820,000 - 1,258,740,000
Commissioner
4. Arya Mahendra Commissioner 899,100,000 179,820,000 179,820,000 - 1,258,740,000
Sinulingga1)
5. Isa Rachmatarwata1) Commissioner 899,100,000 179,820,000 179,820,000 - 1,258,740,000
6. Marcelino Rumambo Commissioner 899,100,000 179,820,000 179,820,000 - 1,258,740,000
Pandin1)
7. Ismail3) Commissioner 1,618,380,000 179,820,000 323,676,000 - 2,121,876,000
8. Silmy Karim Commissioner 2,157,840,000 179,820,000 431,568,000 - 2,769,228,000
9. Rizal Malarangeng Commissioner 2,157,840,000 179,820,000 431,568,000 - 2,769,228,000
10. Angga Raka Prabowo2) President 1,430,825,806 - 286,165,161 - 1,716,990,968
Commissioner
11. Ossy Dermawan2) Commissioner 1,287,743,226 - 257,548,645 - 1,545,291,871
12. Rionald Silaban2) Commissioner 1,287,743,226 - 257,548,645 - 1,545,291,871
13. Yohanes Surya5) Independent 1,171,730,323 - 234,346,064 - 1,406,076,387
Commissioner
14. Deswandhy Agusman2) Independent 1,287,743,226 - 257,548,645 - 1,545,291,871
Commissioner
15. Ira Noviarti4) Independent 629,370,000 - 125,874,000 - 755,244,000
Commissioner
16. Rofikoh Rokhim6) Independent 116,012,903 - 23,202,581 - 139,215,484
Commissioner
Total 18,439,928,710 1,638,360,000 3,687,985,741 - 23,766,274,451
Remarks:
• All remuneration of the Board of Commissioners is after tax.
1) Honorarium and allowances for the period of January - May 2025.
2) Honorarium and allowances for the period of June - December 2025.
3) Honorarium and allowances for the period of January - September 16, 2025.
4) Honorarium and allowances for the period of September 16 - December 2025.
5) Honorarium and allowances for the period of June - December 12, 2025.
6) Honorarium and allowances for the period of December 12 - 31, 2025.
Remuneration of the Board of Directors in 2025
Total remuneration paid by Telkom to all Directors, both those serving in 2025 and the previous period, reached
Rp45,823,780,645. The following table presents the details of the Board of Commissioners’ remuneration for 2025:
Board of Directors’ Recapitulation of Remuneration in 2025
Board of Religious Holiday Transportation Tantiem for 2025
No. Position Salary Total
Commissioners Allowance (THR) Allowance Financial Year
1. Ririek Adriansyah1) President Director 2,220,000,000 444,000,000 125,000,000 0 2,789,000,000
2. Herlan Wijanarko1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Network & IT
Solution
3. Bogi Witjaksono1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Wholesale &
International
Service
4. FM Venusiana R1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Enterprise &
Business Service
324 ANNUAL REPORT 2025
Page 327
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Board of Religious Holiday Transportation Tantiem for 2025
No. Position Salary Total
Commissioners Allowance (THR) Allowance Financial Year
5. Heri Supriadi1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Finance & Risk
Management
6. Afriwandi1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Human Capital
Management
7. Budi Setyawan Wijaya1) Director of 1,887,000,000 377,400,000 125,000,000 0 2,389,400,000
Strategic Portfolio
8. Muhammad Awaluddin2) Vice President 1,662,851,613 0 104,032,258 0 1,766,883,871
Director
9. Henry Christiadi2) Director of 1,570,470,968 0 104,032,258 0 1,674,503,226
Human Capital
Management
10. Dian Siswarini3) President Director 3,179,612,903 0 179,032,258 0 3,358,645,161
11. Nanang Hendarno3) Director of 2,702,670,968 0 179,032,258 0 2,881,703,226
Network
12. Honesti Basyir3) Director of 4,151,400,000 0 275,000,000 0 4,426,400,000
Wholesale &
International
Service
13. Veranita Yosephine3) Director of 2,702,670,968 0 179,032,258 0 2,881,703,226
Enterprise &
Business Service
14. Arthur Angelo Director of 2,702,670,968 0 179,032,258 0 2,881,703,226
Syailendra3) Finance & Risk
Management
15. Willy Saelan4) Director of 1,320,900,000 0 87,500,000 0 1,408,400,000
Human Capital
Management
16. Seno Soemadji3) Director of 2,702,670,968 0 179,032,258 0 2,881,703,226
Strategic Business
Development &
Portfolio
17. Faizal Rochmad Director of IT 2,702,670,968 0 179,032,258 0 2,881,703,226
Djoemadi3) Digital
18. Andy Kelana4) Director of Legal & 1,320,900,000 0 87,500,000 0 1,408,400,000
Compliance
19. Budi Satria Dharma Director of 246,632,257 0 0 0 246,632,257
Purba5) Wholesale &
International
Service
Total 40,508,122,581 2,708,400,000 2,607,258,064 0 45,823,780,645
Remarks:
• All remuneration of the Board of Commissioners is after tax.
1) Honorarium and allowances for the period of January - May 2025.
2) Honorarium and allowances for the period of June - September 2025.
3) Honorarium and allowances for the period of June - December 2025.
4) Honorarium and allowances for the period of September 16 - December 2025.
5) Serving since December 12, 2025.
The Board of Directors of PT Telkom Indonesia (Persero) Tbk has not yet received bonus payments for the year 2025, as
the approval process by the shareholders is still ongoing. Such approval falls under the authority of the Ministry of State-
Owned Enterprises (SOE) and/or Danantara, in accordance with applicable regulations.
As stipulated in the principles of Good Corporate Governance, the granting of bonuses to the Board of Directors must go
through a formal approval mechanism at the General Meeting of Shareholders (GMS). Therefore, bonus payments cannot
be made until there is an official decision and approval from the shareholders.
ANNUAL REPORT 2025 325
Page 328
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Corporate Secretary
In accordance with POJK No. 35/POJK.04/2014 regarding Corporate Secretaries of Issuers or Public Companies, Telkom
has a Corporate Secretary function that plays a role in facilitating communication between the Board of Directors and
the Board of Commissioners. Corporate Secretary plays an important role as an internal liaison, while also establishing
external relationship with shareholder, government, OJK, and another stakeholder. In addition, Corporate Secretary is
responsible for ensuring Telkom’s compliance with applicable laws and regulations related to Capital Market. In 2025, the
position of Telkom’s Corporate Secretary is held by Mr. Jati Widagdo.
Corporate Secretary’s Profile
Jati Widagdo
Age 52 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1996 Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom,
Indonesia
Term of Service 2024 - Present
Work Experience • 2024 - Present SVP Corporate Secretary, PT Telkom Indonesia
• 2023 - Present President Commissioner, PT Multimedia Nusantara (Telkom Metra)
• 2023 - Present Chairman of Audit Committee, PT Multimedia Nusantara (Telkom Metra)
• 2021 - 2023 President Commissioner, PT AdMedika
• 2021 - 2024 SVP Risk Management & Sustainability
• 2020 - 2021 President Commissioner, PT Telkomedika
Professional Certification • 2024 IMD Business School, Lausanne Swiss & BUMN School of Excellence
• 2024 American Academy of Financial Management
• 2023 Badan Sertifikasi Manajemen Risiko
• 2022 Ministry of SOE & McKinsey
• 2022 ITDRI, Telkom
• 2017 Kellog, United States of America
Corporate Secretary’s Duties and Responsibilities
Corporate Secretary has the following duties and responsibilities:
1. Preparing for General Meeting of Shareholders, including material, particularly the Annual Report.
2. Attending the Board of Directors’ meeting and joint meeting between the Board of Commissioners and the Board of
Directors.
3. Managing and maintaining documents related to the company’s activities, including GMS documents and other
important documents of the company.
4. Determining criteria regarding the type and content of information that can be presented to the stakeholders,
including information that can be published as public documents.
326 ANNUAL REPORT 2025
Page 329
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Corporate Secretary’s Functions
Corporate Secretary has the following functions:
1. To prepare and communicate accurate, complete, and timely information regarding the performance and prospect
of the company to stakeholders.
2. To synergize with related units, including the subsidiaries, for socialization, implementation, monitoring and
reviewing of GCG, and its implementation.
3. To assist the Board of Directors in various activities, information, and documentation, among others:
a. Preparing the register book of shareholders.
b. Attending the Board of Directors’ meeting and preparing minutes of meeting.
c. Preparing and organizing GMS.
4. To publish the company’s information in a tactical, strategic, and timely manner.
Corporate Secretary’s Implementation Activities
Telkom Corporate Secretary has organized various activities throughout 2025, including:
No. Date Program Name Organizer Location
1. May 27, 2025 2024 General Meeting of Telkom Jakarta
Shareholders
2. September 16, 2025 2025 Extraordinary GMS I Telkom Jakarta
3. December 12, 2025 2025 Extraordinary GMS II Telkom Jakarta
4. December 19, 2025 Socialization of Regulation OJK Jakarta
and Reporting System
for Changes in Share
Ownership
Corporate Secretary’s Education and Training
Telkom provides various education and training programs to improve the competence of Corporate Secretary.
Education and training programs to be undertaken during 2025 are as follows:
Corporate Secretary/Investor Relations’ Education and Training in 2025
No. Date Topic/Theme of Training
1. January 30 - 31, 2025 Form 20-F and Foreign Private Issuer In-Depth Workshop
2. April 23 - 24, 2025 Finance for Non-Finance
3. September 24 - 25, 2025 Corporate Voice Mastery Training
ANNUAL REPORT 2025 327
Page 330
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Internal Audit Department
Internal Audit (IA) Department is a vital component of TelkomGroup, responsible for providing reasonable assurance
to management and stakeholders regarding the effectiveness of internal control, risk management, and the
implementation of good corporate governance. IA also serves to add value to the company by enhancing the efficiency
and effectiveness of TelkomGroup’s overall business operations.
Internal Audit Charter
In carrying out its duties and responsibilities, IA is guided the Internal Audit Charter Number SK.01/PW000/TEL-
00000000/2024 dated January 3, 2024, which was established by the President Director and approved by the President
Commissioner and the Chair of Audit Committee. IA Charter contains references and guidelines for IA in carrying out
its duties, such as vision, mission, structure, status, duties, responsibilities, and code of ethics of IA, as well as the
requirements for IA personnel.
Head of Internal Audit Department’s Profile
Mohamad Ramzy
Age 53 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2005 Master of Telecommunication Management Engineering, Universitas Indonesia, Indonesia
• 1997 Bachelor of Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia
Basis of Appointment Fixed-Term Employment Agreement Number K.TEL. 15/HK810/COP-1000000/2025 dated July 31, 2025
Term of Service August 1, 2025 - July 31, 2026
Work Experience • 2024 - Present Head of Internal Audit, Telkom
• 2021 - 2024 Director of Finance & Risk Management, Telkomsel
• 2020 - 2021 SVP Financial Planning Analysis & Business Partner, Telkomsel
• 2018 - 2021 VP WINS Strategy & Planning, Telkom
• 2015 - 2018 VP WINS Development, Telkom
• 2013 - 2014 AVP Performance Development Dit. WINS, Telkom
Professional Certification • 2025 Qualified Internal Auditor, Yayasan Pendidikan Internal Auditor
• 2023 Certified Risk Executive Leader, Badan Pengawasan Keuangan dan Pembangunan
• 2022 Associate Chartered Management Accountant, the Chartered Institute of Management Accountants
• 2022 Chartered Global Management Accountant, the Chartered Institute of Management Accountants
Internal Audit Department’s Duties and Responsibilities
Based on Internal Audit Charter, duties and responsibilities of IA Telkom are as follows:
1. Developing risk-based annual work plans and audit programs in line with the company’s business direction and
development and implementing work plans and audit programs that have been approved by Audit Committee and
authorized by the President Director.
2. Assisting the company in ensuring that internal control and risk management system are implemented effectively
and efficiently in relation to:
a. Financial reporting to produce information that is free from material misstatement and complies with applicable
standard and regulation.
b. Operational control to ensure that management objectives are achieved in an appropriate manner.
328 ANNUAL REPORT 2025
Page 331
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
c. Asset management has been carried out appropriately to protect assets from physical and legal risk and ensure
optimal use of asset.
d. Ensure that the company’s activities comply with the applicable law and regulation.
3. Monitoring, analyzing, and reporting on the follow-up of recommended improvement.
4. Developing evaluation method and quality improvement program for the activities and results of Internal Audit in
collaboration with Audit Committee.
5. Providing consultancy needed by the company, subsidiaries, affiliated companies, and other entities following the
agreed scope of internal audit.
6. Performing audit synergies with units that carry out internal audit function in subsidiaries, affiliated companies,
and other entities.
7. Follow up on whistleblower report submitted through Telkom Integrity Line regarding alleged fraud occurring within
the company, its subsidiaries, and other affiliated entities, and submit report to Audit Committee and the President
Director.
Internal Audit Department’s Structure and Position
Telkom’s Internal Audit Department is headed by a Senior Vice President (SVP) who is appointed and dismissed by the
President Director with the approval of the Board of Commissioners. IA Department reports directly to the President
Director and consists of 99 people. In line with POJK No. 56/POJK.04/2015 regarding Establishment and Guidelines for
Preparation of Internal Audit Unit Charter, the President Director, with the approval of the Board of Commissioners,
may dismiss an IA SVP who does not meet the requirements and/or fails or is incompetent in carrying out their duties.
Until the end of 2025, Telkom’s IA organizational structure chart is as follows:
SVP INTERNAL
AUDIT
VP PLANNING & VP INFRASTRUCTURE VP INFORMATION & VP INTERGRATED
VP AUDIT PARTNER
DEVELOPMENT AUDIT & OPERATION AUDIT TECHNOLOGY AUDIT & FINANCIAL AUDIT
AVP APPLICATION AVP ICOFR & RISK
AVP SYSTEM AVP INFRASTRUCTURE AVP AUDIT
TRANSCATION MANAGEMENT
DEVELOPMENT & SUPPLY AUDIT PARTNER 1
AUDIT AUDIT
AVP SERVICE AVP INFORMATION AVP FINANCIAL &
AVP AUDIT
AVP QUALITY ASSURANCE OPERATION & SUPPORT SYSTEM OPERATION ASSET MANAGEMENT
PARTNER 2
AUDIT AUDIT AUDIT
AVP RESOURCE & AVP SERVICE AVP INFORMATION AVP A&A AVP AUDIT
ADMINISTRATION DELIVERY AUDIT SECURITY AUDIT COMPLIANCE AUDIT PARTNER 3
ANNUAL REPORT 2025 329
Page 332
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Internal Audit Department’s Implementation Activities
Every year, IA Telkom compiles a work plan that is outlined in Annual Audit Work Program (PKAT) and Annual Non-Audit
Work Program (PKNAT) of Internal Audit Department. This work plan is approved by Audit Committee and the President
Director. In 2025, IA Telkom carried out 53 assignments outside of PKNAT, which included various activities such as
audit, consultation, evaluation, and review. The following are details of the activities that have been carried out by
IA Telkom.
Sub Department Audit Consultation Evaluation Review Total
Infrastructure & Operation Audit (IOA) 10 3 0 2 15
Integrated & Financial Audit (IFA) 6 5 4 8 23
Information & Technology Audit (ITA) 7 5 2 1 15
Total 23 13 6 11 53
Internal Audit’s Qualifications, Certifications, and Competencies
Telkom Internal Auditor is required to have various certifications to ensure that their work is carried out in accordance
with standard and to support effective internal oversight. By the end of 2025, 94 IA employees will have obtained
certification in various fields, with the following details:
No. Certification Field Certification Type Number of Certification
1. Audit 12 57
2. Business & Operation 18 58
3. Finance 16 17
4. IT 22 14
5. Marketing 3 6
6. People Development 15 9
7. Risk & Quality Management 21 59
8. Others 7 7
Total 114 227
Internal Audit’s Education and Training
To maintain and improve the competence of internal auditor, Telkom actively involves Internal Audit (IA) employees in
various professional development programs organized by Telkom CorpU, ACFE, IIA, ISACA, SPRINT, BPKP, and other
professional institutions. The following table summarizes the education and training activities participated in by
Telkom IA employees throughout 2025.
Program Number of Participant Number of Day
Culture 454 40
Leadership 31 28
Business 485 53
Technical 220 64
Certification 26 50
Sharing Knowledge 431 9
Total 1,647 244
330 ANNUAL REPORT 2025
Page 333
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Internal
Control System
Internal Control System (SPI) is a continuous monitoring Telkom implements five internal control components
mechanism implemented to ensure the reliability with the COSO Framework, which are interconnected at
and timeliness of Financial Statements, as well as to all levels and business units of the company, namely:
evaluate such reporting. Telkom’s SPI is implemented 1. Control Environment
collectively by the Board of Directors, management,
a. Demonstrates commitment to integrity and
and relevant personnel, under the supervision of the
ethical values.
President Director and the Director of Finance and Risk
Management. b. Exercises oversight responsibility.
c. Establishes structure, authority, and
Through SPI, Telkom ensures that the preparation of responsibility.
consolidated financial reports is in accordance with the
d. Demonstrates commitment to competence.
Financial Accounting Standards set by the Indonesian
Institute of Accountants (IAI). As a company whose e. Enforces accountability.
shares are listed on New York Stock Exchange, Telkom 2. Risk Assessment
is also required to comply with Sarbanes-Oxley Act (SOX) a. Specifies suitable objectives.
Section 404, which requires companies to establish, b. Identifies and analyzes risk.
maintain, test, and report on the effectiveness of internal
c. Assesses fraud risk.
controls over financial reporting.
d. Identifies and analyzes significant change.
SPI also plays a crucial role in ensuring operational 3. Control Activities
efficiency and effectiveness, as well as ensuring
a. Selects and develops control activities.
compliance with applicable regulations. Through SPI,
Telkom can monitor compliance with internal policies and b. Selects and develops general controls over
government regulations, while controlling operational technology.
activities in accordance with work procedures c. Deploys through policies and procedures.
established in each organizational function. 4. Information and Communication
a. Uses relevant information.
Internal Control Framework b. Communicates internally.
Telkom implements an Internal Control System (SPI) c. Communicates externally.
in accordance with 2013 Internal Control-Integrated 5. Monitoring Activity
Framework issued by Committee of Sponsoring
a. Conducts ongoing and/or separate evaluations.
Organizations of the Treadway Commission (COSO).
b. Evaluates and communicate deficiencies.
Telkom ensures that all its business activities comply
with applicable laws and regulations. Responsibility for
legal compliance rests with the Legal & Compliance Unit,
which is under the Corporate Secretary Department.
This unit carries out various activities, such as providing
legal advisory, legal opinion, legal review, and handling
litigation.
ANNUAL REPORT 2025 331
Page 334
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Internal Control Implementation in Telkom
Telkom implements and applies the COSO Framework components to its policies, namely:
Internal Control Implementation in Telkom
Control Environment
1. Telkom is committed to integrity and ethical values by building and establishing a corporate culture as a
guide for main players in building leadership patterns and strengthening organizational synergies, as an
engine of economic growth, an accelerator of social welfare, a provider of employment, and a provider of high
performing culture talent. Telkom guarantees sustainable competitive growth in the form of long-term superior
performance achievement. Core Values AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif, and Kolaboratif)
are the main values of SOE human resources that must be adopted by TelkomGroup so that every TelkomGroup
resource knows, implements, and internalizes seriously, consistently and consequently, thus bring forth to daily
behaviors that shape the work culture of TelkomGroup which is in line with the Core Values of SOE.
2. Telkom ensures the effectiveness of implemented Internal Audit activities by implementing the SOA 302/404
prerequisites and managed with a risk-based audit approach. Telkom also ensures that effective coordination
and co-operation with internal and external parties, and business risks to all business activities are adequately
managed with internal control system.
3. Telkom has a Competency Directory that defines the company’s competency needs. One of them is Stream
Finance which includes competence of Corporate Finance with the sub area competence of Capital
Structure
and Working Capital Management (Treasury Management). Then, accounting with sub area competence of
Financial Accounting, Management Accounting, and Corporate Tax. The competency development policy is
aimed at creating superior, global quality, and highly competitive employees.
Risk Assessment
4. Telkom has several considerations in developing accounting policies, such as Statements of Financial
Accounting Standards (PSAK), Interpretation of Statements of Financial Accounting Standards (ISAK),
International Accounting Standards (IAS), related laws, and changes in impacted internal environments.
5. Internal Control over Financial Reporting (ICoFR) is designed on the principle of risk-based assessment.
6. Telkom has a principle of financial assertion in ICoFR planning that is well respected by all relevant employees.
7. Telkom manages internal and external corporate risk with established mechanisms.
8. Telkom also implements an anti-fraud policy control system and has potential fraud prevention.
Control Activities
9. The governance of ICoFR control activities in Telkom applies the three-line model, where the business unit
(Business Process Owner) is responsible for control implementation as the first line, Risk Management as the
second line for ensuring the suitability of control design, and Internal Audit as the third line for assessing the
effectiveness of control design compared to operational implementation.
10. Telkom establishes and updates the ICoFR design, which consists of Entity-Level Control (ELC), Transactional-
Level Control (TLC), and IT General Control (ITGC), regularly.
11. Telkom sets up a Business Process Owner (BPO) and AO (Application Owner) that have duties and responsibilities
related to ICoFR.
12. Risk determination rules and internal controls refer to the ICoFR policy consisting of segregation of duties, risk
determination, and determination of internal controls.
13. Telkom has guidelines for the implementation of information system security that are aligned with company
needs and can be implemented on an ongoing basis.
14. Telkom conducts ICoFR Control Self-Assessment (CSA) to assess the design’s effectiveness periodically.
332 ANNUAL REPORT 2025
Page 335
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information and Communication
15. Telkom has accounting policies implemented under IFAS and IFRS, outlined following accounting principles and
implementation, including information or data related to the process and disclosure of financial reporting, and
regulates the components of the consolidated financial statements.
16. Telkom has an information technology policy that provides a frame of reference for each process or unit
associated with the organization’s IT operations in the preparation and implementation of guidelines and
procedures. The scope of IT regulations in our company covers aspects of IT governance and IT management.
Monitoring Activity
17. Telkom has an Internal Audit Charter that includes the auditor’s requirements in Internal Audit Department,
which has professional integrity and behavior, knowledge of risks and important controls in the field of
information technology, knowledge of Capital Market laws and regulations.
18. CEO TelkomGroup always increases awareness from management regarding audit and change management in
the form of CEO Notes and establishes Integrated Audit.
In accordance with Regulation of Minister of State- 4. Accurate and On Time Records on Events and
Owned Enterprises No. PER-2/MBU03/2023 regarding Transactions
Guidelines for Governance and Significant Corporate Accurate and on-time records of operational events
Activities in State-Owned Enterprises, Telkom routinely and transactions that are carried out.
assesses the implementation of Internal Control Systems
5. Restricted Access and Accountability for Resources
(SPI) to improve its quality. The 2025 SPI assessment
and Their Records
results indicate that Telkom’s Control System is effective.
Access to company resources and records should be
limited only to the personnel that assigned the duties
Financial and Operational Control and responsibilities.
Telkom’s financial control covers financial planning, 6. Good Documentation of Control Events and
feedback, adjustment, and validation processes to Transactions
ensure the implementation of plans or to change plans in Every event and transaction in the company is well
response to changes that occur. Meanwhile, operational documented as basic evidence of the occurrence and
control covers monitoring and regulation processes fairness of the transaction.
to ensure that operational activities are carried out
effectively and efficiently.
Effectiveness of Internal Control
In general, financial and operational control at Telkom, System Overview
includes:
Telkom reviewed SPI’s effectiveness based on supervision
1. Physical Control of Assets and Intangible Assets
carried out by the Internal Audit (IA) and External Audit
Physical control of assets in the corporate Departments. The IA Department is responsible for
environment is directed at securing and protecting submitting SPI supervision report to the Board of
risky assets. Directors and Board of Commissioners. Management is
2. Separation of Functions and Authorization responsible for ensuring that effective and reliable SPI
Separation of functions is geared towards adequate are implemented throughout the organization.
review and reduces the potential for errors and fraud.
Any monitoring findings by Internal Audit Department
3. Execution of Events and Transactions are reported to the Board of Directors and the Board
Control is carried out to ensure that transaction of Commissioners, who then forward these findings
activities are carried out properly according to the to relevant management for follow-up. Based on the
plan and needs that have been determined. monitoring conducted throughout 2025, Telkom’s Internal
Audit Unit was deemed to have functioned effectively.
ANNUAL REPORT 2025 333
Page 336
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Statement of the Board of Directions of significant deficiencies in internal control in the
context of financial reporting (Internal Control over
and/or the Board of Commissioners on Financial Reporting/ICoFR).
Adequacy of Internal Control System b. SOX 404 Management Assessment of Internal
Controls
The Board of Directors and Board of Commissioners,
through the Audit Committee, regularly hold meetings Require the companies that list their shares
with the Internal Audit Department and External Audit on United States stock exchange to design,
to discuss internal control monitoring and follow-up implement, document, evaluate, and disclose the
plans for issues that require management’s attention. result of evaluation of the effectiveness of internal
During these meetings, the results of internal control control over financial reporting (Internal Control
monitoring and follow-up measures to be taken are over Financial Reporting/ICoFR).
discussed. The IA and External Audit Department report c. SOX 906 Corporate Responsibilities for Financial
the results of internal control monitoring and testing to Reports: Failure of Corporate Officers to Certify
the Board of Directors and Board of Commissioners at Financial Reports
least once a year. i. If misrepresented, the CEO and CFO are subject
to criminal penalties of up to $1 million or up to
The Board of Directors and Board of Commissioners
10 years in prison, or both, or
assess that Telkom’s SPI has been running effectively and
meets the requirements of the policies and standards ii. If the disclosure is intentional, the CEO and
referred to, including: CFO are subject to criminal penalties of up to
$5 million or up to 20 years in prison, or both.
1. Provisions of SOX 302, 404, and 906
2. Regulation of the Minister of SOE No.PER-2/
a. SOX 302 Corporate Responsibility for Financial
MBU03/2023 regarding Guidelines for Governance
Reports
and Significant Corporate Activities at State-Owned
Require the CEO and CFO to provide certification
Enterprises
regarding the effectiveness of design and
implementation of internal control and disclosure
334 ANNUAL REPORT 2025
Page 337
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Risk Management
System
Risk management system plays a crucial role in realizing 3. Regulation of the Director of Finance and
good corporate governance at Telkom and all its Risk Management (PR 614.00/r.02/HK200/
subsidiaries. Through the implementation of effective COP-K0000000/2024) regarding Guidelines for
risk management, the company can identify various Implementing Corporate Risk Management.
business risks and formulate appropriate mitigation 4. Standard Operation Procedure (Number: SOP.01.00/
strategies. The implementation of a structured risk RSG/2024) regarding Risk Management Process and
management system enables Telkom to expand its Corporate Risk Integration.
business scope in the context of communication
5. Standard Operation Procedure (Number: SOP.02.00/
transformation in the digital era, while continuing to
RSG/2024) regarding Risk Management Reporting
improve its risk management processes on an ongoing
and Performance Evaluation.
basis to support long-term business sustainability.
6. Standard Operation Procedure, (Number: SOP.03.00/
RSG/2024) regarding Risk Maturity Index Assessment.
General Illustration Regarding the
Risk Management System These regulations and provisions form the basis for
Telkom’s risk management and have been developed with
As a company listed on New York Stock Exchange (NYSE), reference to various existing standard and best practice.
Telkom is required to implement risk management in
accordance with SOX provisions, particularly Articles 302
Risk Management System
and 404. In addition, based on Regulation of the Minister
of State-Owned Enterprises No. PER-2/MBU/03/2023 (Framework) and Policy
regarding Guidelines for Corporate Governance and Telkom’s risk management implementation is based on
Significant Corporate Activities of State-Owned two policies, namely Regulation of the Board of Directors
Enterprises, Telkom, as a state-owned enterprise, is also No. PD.614.00/r.02/HK.290/COP-K0A10000/2024 dated
required to implement a risk management system. The September 3, 2024 regarding Corporate Risk Management
implementation of risk management is not only to fulfill and Regulation of the Director of Finance and Risk
compliance aspects, but also to ensure that business Management PR.614.00/ r.02/HK200/COP-K0000000/2024
continuity runs smoothly and effectively. regarding Guidelines for the Implementation of Corporate
Telkom publishes various company policies relating to Risk Management. Telkom’s risk management policy
risk management implementation arrangements, among refers to ISO 31000:2018 Risk Management - Principles
others: and Guidelines standard, which consists of three main
components, namely:
1. Resolution of the Board of Directors/Regulation
of the Board of Directors (KD 13/2009 regarding 1. Principle
Guidelines for Management of SOX Section 302 Risk Management Principles as the foundation for
and 404, Company Management refers to US SEC how risk management works to ensure the creation
provision). and protection of value, including:
2. Regulation of the Board of Directors (Number: a. Integrated
PD.614.00/r.02/HK.290/COP-K0A10000/2024) regarding Risk management is an integrated part of the
Corporate Risk Management. company’s overall activities.
ANNUAL REPORT 2025 335
Page 338
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
b. Structured and Comprehensive 2. Framework
In its implementation, the company takes a The framework that regulates the commitment to
structured and comprehensive approach, thus the role and division of Telkom’s risk management
providing consistent and comparable results. functions includes:
c. Customized a. Leadership and Commitment
The risk management framework and process i. The Board of Directors ensures that risk
must be adapted and proportionate to the management is integrated into all company
external and internal context of the organization activities and must demonstrate leadership
in line with the company’s goals. and commitment, with:
d. Inclusive (1) Customize and implement all components
It is necessary to involve the right stakeholders of the framework.
at the right time so that their knowledge, views (2) Issue a statement or policy that
and perceptions can be considered, thereby implements a risk management approach,
increasing awareness of risk management which plan, or action.
is then well informed. (3) Ensure that necessary resources are
e. Dynamic allocated to manage risk.
Risks can appear, change, and disappear along (4) Establish authority, responsibility, and
with the changes in the context and conditions of accountability at the appropriate level
the company’s internal and external environment. within the company.
The application of risk management must be able ii. Risk management becomes inseparable
to anticipate, detect, acknowledge, and respond from the company’s objectives, governance,
to these changes and events in an appropriate leadership and commitment, strategy, goals,
and timely manner. and operations.
f. Best Available Information b. Integration
Risk management is based on historical, i. Risk management becomes inseparable
current information, and expectations for the from the company’s objectives, governance,
future. Risk management explicitly considers leadership and commitment, strategy, goals,
all limitations and uncertainties associated with and operations.
such information and expectations. Information
ii. The integration of risk management into the
must be timely, clear, and available to relevant
company is a dynamic and iterative process
stakeholders.
and must be adapted to the needs and culture
g. Human and Culture Factors of the company.
Behavior and culture significantly affect all iii. Risks are managed in every part of the
aspects of risk management at every level and company’s structure, where everyone in the
stage of the company’s activities. company has responsibility for managing
h. Continuous Improvement risk.
Risk management is continuously improved c. Design
through learning and experience. i. The design of the risk management
framework is carried out by examining and
understanding the external and internal
context of the company.
ii. The Board of Directors and the Board
of Commissioners demonstrate and
articulate their ongoing commitment to risk
management through policies, statements,
or other forms, and are communicated within
the company and stakeholders.
336 ANNUAL REPORT 2025
Page 339
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
iii. Authority, responsibility, and accountability impact, probability, event, scenario, control,
related to risk management are established and their effectiveness. An event can have
and communicated at all levels within the multiple causes and impact and can also
company. impact multiple objectives.
iv. Management ensures the appropriate iii. Risk evaluation
allocation of resources for risk It is a process to support decision making, the
management. implementation of which involves comparing
v. The company establishes an agreed the results of risk analysis with established risk
communication and consultation approach criteria to determine where additional action is
to support the framework and facilitate required.
the implementation of effective risk b. Risk treatment
management.
i. Risk treatment is to select and implement
d. Implementation options for dealing with risk, which consists
Risk management implementation requires of:
stakeholders’ involvement and awareness, thus (1) Risk aversion.
allowing the company to consider uncertainty in
(2) Accept risk.
decision-making explicitly.
(3) Mitigating risk.
e. Evaluation
(4) Dividing/transferring risk.
The company evaluates the effectiveness of
ii. The risk treatment plan should be integrated
the risk management framework by periodically
into the company’s management plans and
measuring its performance of the risk
processes in consultation with appropriate
management framework.
stakeholders.
f. Improvement
c. Monitoring and review
i. The company monitors and adjusts the risk
i. Monitoring and review are to ensure and
management framework in anticipation of
improve the quality and effectiveness of the
external and internal changes.
process design, implementation, and risk
ii. The company is constantly improving the
management outcomes.
suitability, adequacy, and effectiveness of
ii. Monitoring and review should be carried
the risk management framework and how to
out at all process stages, including
integrate risk management process.
planning, collecting, analyzing information,
3. Context Assignment - Scopes, Context, and Criteria
documenting results, and providing
a. Risk assessment consisting of: feedback.
i. Risk identification d. Recording and reporting
It is a process to find, recognize, and describe i. The risk management process and its results
risk in achieving company goals, where in its should be documented and reported through
implementation relevant, appropriate, and appropriate mechanisms.
current information is important in identifying
ii. Reporting is an integral part of corporate
risk.
governance and is intended to improve
ii. Risk analysis the quality of dialogue with stakeholders
It is a process to understand the nature and support the Board of Directors and
and characteristic of risk, including its Board of Commissioners in fulfilling their
level of risk. Risk analysis involves detailed responsibilities.
consideration of uncertainty, risk source,
ANNUAL REPORT 2025 337
Page 340
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Head of Risk Management Department’s Profile
Rini Fitriani
SVP Risk Management
Age 47 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 2009 Master of Business & Information Technology, University of Melbourne, Australia
• 2000 Accounting, Universitas Padjadjaran, Indonesia
Executive Course • Leading Digital Transformation and Innovation Programme, INSEAD, France
Basis of Appointment Resolution of Telkom’s Board of Directors No. SK 18/PS720/HCP-a104/2024 dated March 28, 2024 regarding Employee Transfer
Term of Service January 1, 2026 - Present
Work Experience • 2025 - Present SVP Risk Management, Telkom
• 2024 - 2025 VP Risk Strategy & Governance Risk Management, Telkom
• 2023 - 2024 Deputy SGM Finance & Asset Operation Directorate of KMR, Telkom
• 2018 - 2023 VP Financial Accounting & Asset Management Directorate of KMR, Telin
• 2013 - 2018 VP Accounting Directorate of, Telin
Professional Certification • 2024 Qualified Chief Risk Officer (QCRO)
M. Rosadi
VP Risk Operation & Process Management
Age 54 years old
Citizenship Indonesia
Domicile Jakarta, Indonesia
Educational Background • 1999 Business Administration, Southeastern University, United States of America
• 1998 Economics, Universitas Indonesia, Indonesia
Executive Course • Leadership GRC - BP 1 (Batch 2), Indonesia
• Great People Managerial Program II Batch 14, Indonesia
• Suspim 3 International MBS Batch 3 W4, Bandung
• Suspim 3 International MBS Batch 3 W1-W3, Australia
Basis of Appointment Resolution of the Board of Directors of PT Telekomunikasi Indonesia Tbk No. SK 684/PS720/HCP-A104/2025 dated July 28, 2025 regarding
Employee Transfer
Term of Service July 1, 2025 - Present
Work Experience • 2025 - Present VP Risk Operation & Process Management
• 2025 - 2025 Vice President Global Strategic Partnership Sub Directorate Global Strategic Partnership, Telkom Directorate of Strategic
Portfolio
• 2023 - 2024 Assistant Vice President Synergy & Partnership Synergy & Partnership, Telkom Directorate of Group Business
Development
• 2018 - 2023 Assistant Vice President Parenting & Investment Parenting & Investment, Telkom Directorate of Wholesale & International
Services
• 2016 - 2018 Engine Team Group, Telkom Directorate of Wholesale & International Services
• 2015 - 2016 VP Strategic Alliances, PT Telkom Infra
Professional Certification • 2025 TCCX Foundation Batch 3
• 2025 TCCX Batch 2
• 2024 DCFC (Data Centre Foundation Certificate)
338 ANNUAL REPORT 2025
Page 341
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Risk Management’s Organizational Structure
As part of an initiative to strengthen risk management in accordance with the direction and aspirations of Ministry
of State-Owned Enterprises and the Board of Commissioners, Telkom places responsibility for risk management
governance under Risk Management Department, which is under the auspices of Directorate of Finance & Risk
Management. The appointment and dismissal of members of Risk Management Department are carried out by the
President Director, Director of HCM, or SGM HCBP through Resolution issued by them. Currently, Risk Management
Department has 27 employees.
Management of the risk management function is regulated by Regulation of the Board of Directors No. PD.202.47/r.09/
HK250/COP-A0200000/2024 regarding Organization of Directorate Finance & Risk Management. Directorate of
Finance & Risk Management is responsible for several important aspects, including the availability of functional
and cross-functional business processes based on internal control (SOA/ICoFR), implementation of governance,
strategic and operational risk management, and Enterprise Risk Management (ERM). Organizational structure of Risk
Management Department in 2025 is as follows:
President Director
Director of Finance & Risk
Director
Management
Risk Management
Department
VP SV RM
VP Risk Strategy VP Risk Operation &
& Governance Process Management
AVP Risk AVP Risk AVP AVP AVP Risk
AVP
Strategy & Mgt Planning Governance & Operational Reporting &
Process Mgt
Governance & Policy Quality Mgt Risk Mgt Support
ANNUAL REPORT 2025 339
Page 342
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Risk Management Departmentt’s a. Vice President (VP) Risk Strategy & Governance.
b. Vice President (VP) Risk Operation & Process
Duties and Responsibilities
Management.
SVP Risk Management
VP Risk Strategy & Governance
1. Risk Management Department is led by Senior
Vice President of Risk Management (SVP Risk
1. VP Risk Strategy & Governance is responsible for
Management).
managing Enterprise Risk Management (ERM)
2. In carrying out its duties and authorities, SVP of
at an adequate and effective strategic level and
Risk Management is responsible for reporting to the
implementing governance and quality within the
Director of Finance and Risk Management.
scope of TelkomGroup.
3. SVP Risk Management is responsible for the
2. In carrying out its responsibilities, VP Risk Strategy
availability of functional and cross-functional
& Governance carries out the main activities, among
business processes based on Sarbanes-Oxley Act
others:
(SOA) Internal Control over Financial Reporting
a. Carrying out the role of CoE organization of the
(ICoFR), implementation of governance and
Directorate of Finance & Risk Management in risk
quality management, strategic & operational risk
management, among others:
management, Enterprise Risk Management (ERM),
and implementation of the role as CoE in terms of risk i. Formulate and develop strategy, roadmap,
management. policy, and architecture of Enterprise Risk
Management (ERM).
4. In carrying out its responsibilities, SVP Risk
Management carries out the main activities, among ii. Compile and manage the company’s risk,
others, but not limited to the following: including Risk Profile, Risk Factor, RKAP,
including risk management advisory activities
a. Serving as CoE and/or subject matter expert
within TelkomGroup.
of Directorate of Finance & Risk Management
organization in risk management, among others: iii. Measure Risk Maturity Index (RMI), risk culture,
and risk competency enhancement, as well as
i. Determine strategies, roadmaps, policies,
integrated risk governance.
governance, and mechanisms in risk
management (ERM), governance and quality iv. Formulate strategies, policies, and
management, and process management at mechanisms for Good Corporate Governance
TelkomGroup. (GCG) and quality management within
TelkomGroup.
ii. Coordinating the implementation of risk
management, governance and quality v. Carry out advisory function, implementing
management, and process management with GCG, and quality management within
related units within the TelkomGroup. TelkomGroup.
iii. Coordinate the process of monitoring, b. Ensure the implementation of risk-based
evaluating, and reporting the implementation planning management, including RJPP, CSS,
of risk management, governance and quality and budgeting, as well as management of unit
management, and process management in budgets & Key Performance Indicator (KPI) or
TelkomGroup. Management Contract (KM).
b. Ensuring the implementation of strategic c. Ensure the implementation of coordination
management and implementation of risk with the Ministry of State-Owned Enterprises
management and governance with external (SOE) and other external parties, related to
parties including regulators. the establishment of risk strategies, risk
assessment, risk mitigation, and reporting
5. In carrying out the duties and authorities as referred
on the implementation of the company’s risk
to in paragraph (3), SVP Risk Management is assisted
management and other purposes;
by:
d. Ensure the preparation and measurement of risk
management unit KPI as well as the development,
management, and updating of ERM application.
340 ANNUAL REPORT 2025
Page 343
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
e. Ensure the coordination and monitoring of b. Ensure the implementation of business risk
GCG & quality management implementation, as management, regularization notes, form of
well as Disclosure Control & Procedure (DCP) waiver, and ICoFR risk assessment.
mechanisms and business processes along with c. Ensure the formulation of strategy, policy,
their evaluation and reporting. governance, and process management
3. In carrying out its activities, VP Risk Strategy & mechanisms such as enterprise-wide process and
Governance interacts among others, but is not business unit process of the company.
limited to: d. Ensure the implementation of the review process
a. Telkom’s work unit, subsidiaries, and affiliates, in on risk management for compliance and financial
terms of GCG management. aspects (including hedging and asset impairment)
b. Work unit, in terms of advisory preparation of risk in TelkomGroup.
register unit, risk profile, and assessment of KPI e. Ensure the design of ICoFR business process as
risk management effectiveness. part of the transactional level control process and
c. Subsidiaries, in terms of risk management the design of entity level control document based
advisory and integrated risk governance. on the applicable framework internal control and
SOA standard.
d. Financial planning and analysis management
work unit, in terms of preparing risk-based 3. In carrying out its activities, VP Risk Operation &
budgeting & monitoring, as well as an application Process Management interacts with, among others:
system integrated with the Ministry of State- a. Infrastructure and asset management business
Owned Enterprises. unit, in terms of business continuity management
e. Internal audit management work unit, in and insurance management.
terms of auditing the effectiveness of ERM b. Customer management business unit, in terms of
implementation. revenue assurance and fraud management.
f. Performance management work unit, in terms of c. The company’s organizational management
determining and measuring KPI risk management work unit, the company’s policy management
unit. work unit, internal audit management work unit,
4. In carrying out the activities, VP Risk Strategy is all operating units, and subsidiaries, in terms of
assisted by: managing enterprise-wide process, business unit
process, and ICoFR business process.
a. Assistant Vice President (AVP) Risk Strategy &
Reporting. d. The company’s policy management work unit,
internal audit, and all operational units, in terms of
b. Assistant Vice President (AVP) Governance & Risk
managing the design of transaction level control
Policy.
& entity level control to support the effectiveness
of the company’s ICoFR management.
VP Risk Operation & Process 4. In carrying out the duties and authorities as referred
Management to in paragraph (3), VP Risk Operation & Process
1. VP Risk Operation & Process Management is Management is assisted by:
responsible for managing Enterprise Risk Management
a. Assistant Vice President (AVP) Process
(ERM) at the operational level and the availability of
Management.
adequate and effective business processes within the
scope of the company. b. Assistant Vice President (AVP) Financial &
Compliance Risk Management.
2. In carrying out its responsibilities, VP Risk Operation
& Process Management carries out the main c. Assistant Vice President (AVP) Operational Risk
activities, among others: Management.
a. Serve as CoE and/or subject matter expert of
Directorate of Finance & Risk Management
organization on operational risk and business
process management aspect.
ANNUAL REPORT 2025 341
Page 344
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Risk Management Department’s Training and Certification
To improve the competency and quality of risk management, Telkom regularly involves members of Risk Management
Department in various professional education and training programs. Furthermore, the company also holds outreach
activities and workshops at its head office, regional divisions, and all subsidiaries to ensure a comprehensive
understanding of risk management implementation across all TelkomGroup unit.
Risk Management Training in 2025
No. Name Organization Institution
1. GRC Professional OCEG (Open Compliance & Ethics Group)
2. Financial Risk Analyst for Corporation CRMS
3. Certified Risk Professional Tap Kapital
4. Qualified Risk Management Professional CRMS
5. Financial Risk Academy Preparation Program BINUS
6. IRCA BCMS ISO 22301:2019 BSI Training Academy
Risk Management Professional Certification
Members of Telkom’s Risk Management Department are professionals with in-depth expertise and experience in risk
management. By the end of 2025, 23 members of this department had successfully obtained various professional
certifications relevant to risk management. These certifications cover various aspects of risk management to ensure
that the risk management system is implemented effectively and in accordance with international standards, while
continuing to support the company’s business sustainability.
Professional Certification of Members of Telkom’s Risk Management Department as of December 31, 2025
No. Member’s Name Certification Year of Obtained Status
1. Hendri Purnaratman Qualified Chief Risk Officer (QCRO) 2023 Active
Certified Integrity Officer 2023 Active
Certified Compliance Professional 2023 Active
Certified Governance Professional 2024 Active
GRC Professional 2025 Active
Financial Risk Analyst for Corporation 2025 Active
2. Tatwanto Prastistho Compliance Management Fundamentals with 2024 Active
CCP Certification) Batch 3
Qualified Chief Risk Officer (QCRO) 2023 Active
Financial Risk Analyst for Corporation 2025 Active
Certified Risk Professional 2025 Active
3. Rizky Ponti Annastuti Certified Accountant 2022 Active
Certified Management Accountant 2014 Active
Certified Risk Professional 2023 Active
Qualified Risk Mgt Professional 2023 Active
4. Bima Aryo Putro Certified Management Accountant 2019 Active
Certified Risk Professional 2024 Active
342 ANNUAL REPORT 2025
Page 345
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No. Member’s Name Certification Year of Obtained Status
5. Arie Hestiningdaru Qualified Risk Management Professional 2023 Active
(QRMP)
Certified Risk Professional 2023 Active
IFRS Training & Certification 2012 Active
6. Rudi Sudiro Certified Risk Professional 2024 Active
Qualified Risk Management Professional 2023 Active
(QRMP)
Financial Risk Analyst for Corporation (FRAC) 2025 Active
7. Leonard Sutardodo Parapat Qualified Risk Management Professional 2023 Active
(QRMP)
Certified Governance Professional 2024 Active
Ahli Pembangun Integritas Muda 2023 Active
PECB Certified ISO 37001 Lead Auditor 2023 Active
8. Mahditya Governance, Risk and Compliance for 2023 Active
Executives
Qualified Risk Management Professional 2025 Active
(QRMP)
9. Tati Krisnayanti Qualified Risk Management Professional 2023 Active
(QRMP)
Financial Risk Analyst for Corporation (FRAC) 2025 Active
Certified Risk Professional 2024 Active
Certified of Professional Industrial Relation 2024 Active
(CPIR)
10. Marisi P. Purba ASEAN Chartered Professional Accountant 2017 Active
Chartered Accountant 2014 Active
Certified Professional Accountant (Australia) 2022 Active
11. Nofriandi Rosa Certified Risk Professional 2024 Active
PECB Certified ISO 37001 Lead Auditor 2023 Active
Qualified Risk Management Professional 2023 Active
Ahli Pembangun Integritas Muda 2023 Active
12. Iswatoen Hasanah Lead Auditor IRCA BCMS ISO 22301:2019 2025 Active
Lead Auditor IRCA QMS ISO 9001:2015 2024 Active
Certified Project Risk Manager 2024 Active
Qualified Risk Management Professional 2023 Active
Certified Risk Professional 2027 Active
13. Dear Ahmad A’dhomul Syafaat Certified Risk Professional 2023 Active
Certified Risk Professional 2023 Active
Financial Risk Analyst for Corporation 2023 Active
14. Meylia Candrawati Certified Governance Professional 2024 Active
Good Corporate Governance 2023 Active
Certified Public Accountant of Indonesia 2025 Active
Qualified Risk Management Analyst (QRMA) 2023 Active
Financial Risk Analyst for Corporation 2025 Active
ANNUAL REPORT 2025 343
Page 346
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Member’s Name Certification Year of Obtained Status
15. Ardistya Wirawan Certified Risk Professional 2025 Active
Financial Risk Analyst for Corporation 2025 Active
Qualified Risk Management Analyst 2023 Active
16. Alya Mutiara Basti Certified Risk Professional 2025 Active
Qualified Risk Management Analyst (QRMA) 2023 Active
Financial Risk Analyst for Corporation (FRAC) 2025 Active
Financial Risk Academy Preparation Program 2025 Active
Certified Financial Risk Management (CFRM) 2024 Active
17. Rizka Raniah Rahmat Qualified Risk Management Analyst 2023 Active
Certified in Financial Risk Management (CFRM) 2024 Active
Certified Risk Professional 2025 Active
Qualified Risk Management Professional 2025 Active
18. Fabri Tobal H. Situmeang Certified Risk Professional 2025 Active
19. Niken Dwi T. Certified Risk Professional 2022 Active
Qualified Risk Management Analyst (QRMA) 2023 Active
Certified Project Risk Manager (CPRM) 2024 Active
20. Dimas Prasstyo Certified Management Accountant 2019 Active
Financial Risk Analyst for Corporations 2025 Active
Certified Financial Risk Management (CFRM) 2024 Active
Certified Risk Professional 2021 Active
21. Gustaf Geysbert Lontoh Financial Risk Manager 2024 Active
22. Muhammad Azhar Ashari Certified Compliance Professional 2024 Active
Certified Risk Professional 2025 Active
23. Lely Firda Anggraeni Certified Risk Professional 2025 Active
User Experience Research and Design 2020 Active
In 2025, Telkom will implement a professional certification program in the field of risk management and extend
certification for employees who act as primary risk manager in their respective division and/or sub-unit.
Risk Awareness and Culture
Enhancing Risk Aware-Culture is one of the key factors in achieving the company’s targets and objectives, in line with
2020-2025 Strategic Plan for State-Owned Enterprises Regulatory Agency, particularly in relation to strengthening
risk management and corporate governance functions of state-owned enterprises. A good Risk Aware-Culture can
improve:
1. Organizational capability to manage measurable risk level.
2. Improving Corporate Governance Compliance.
3. Achievement of company performance target.
Risk Aware-Culture also embodies one of AKHLAK’s Core Values, specifically the Competence aspect, which involves
continuous learning and developing capabilities. Therefore, the risk awareness program is divided into three categories:
leader journey, people journey, and program journey.
344 ANNUAL REPORT 2025
Page 347
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
1. Leader Journey mitigating corporate risk. One form of activity
a. Sharing session involving Telkom leaders that has been implemented is advisory for the
alignment of strategy and risk management of all
Telkom routinely conducts sharing sessions
units.
involving C-Level Executive from divisions and
subsidiaries with the aim of building a commitment b. Assigning responsibility for risk
to risk management implementation. There is a risk manager in each division and
b. Training and certification subsidiary who conducts direct identification
and monitoring so that it is expected to be able
Telkom also strengthens risk management through
to capture all possible risk that exist in the
relevant training program that are attended by
company.
head of unit and management of subsidiaries.
c. Utilization of technology and IT Tools
c. Webinar with external expert
Telkom has an online ERM application that is
The webinar program is conducted by external
used by all divisions and subsidiaries in real time.
expert, both consultant, practitioner, and
Some of the modules that have been developed
academic.
include:
2. People Journey
i. Telkom and subsidiaries’ Risk Register
a. Communicate clearly (Compile Story) Module.
Telkom’s Risk Management Department ii. Telkom and subsidiaries’ Risk Reporting
intensively provides advisory and coaching to Module.
units and subsidiaries in order to strengthen
iii. Risk Project Module.
risk management through several platforms,
including: iv. EWS (Early Warning System) Module.
i. Diarium (Digital Poster). v. LED (Loss Event Database) Module.
ii. Telegram Channel. vi. Support Needed Module.
b. Mandatory digital learning vii. Repository Module.
Telkom is conducting digital training on viii. Helpdesk dan Ticketing Module.
refreshment knowledge of risk management, ix. Risk Universe Module.
which is mandatory for all TelkomGroup entities. x. Risk Taxonomy Module.
The minimum score to meet the passing threshold
d. Implementing risk management KPI
is 70.
e. Senior Leader’s commitment to implementing
c. New employee training program
risk management is demonstrated by
Every new employee is required to attend several the implementation of Risk Management
training courses, one of which is regarding Risk Effectiveness KPI as one of the performance
Management. indicators assessed for all BOD-1 unit at Telkom.
3. Program Journey The assessment is conducted quarterly by
a. Breakdown silos Telkom’s Risk Management Department on the
Risk Register and Risk Reporting of all BOD-1 unit.
Risk Management Department acts as an
The parameter used to assess Risk Management
intermediary and communication center across
effectiveness include completeness, quality, and
divisions and subsidiaries to be able to carry
reporting time delivery
out collaborative cooperation in the context of
ANNUAL REPORT 2025 345
Page 348
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
List of Risk Awareness Program Improvement
No. Dimension 2025 2026
1. Risk Culture and Capability The company has a comprehensive risk Develop a corporate risk culture program
culture program and risk skill enhancement based on the result of the risk culture
training program for risk manager. evaluation.
2. Organization and Risk The completeness of risk management Encourage subsidiaries to carry out RMI
Governance organ, their function, and responsibility are assessment periodically.
in accordance with the provisions in PER-
2/MBU/03/2023.
3. Risk and Compliance The company has a risk management policy Update to risk management policiy in
Framework that is continually reviewed and updated. accordance with the latest shareholder
The company also has a risk capacity, provision.
which serves as the basis for determining
threshold values and their derivatives.
4. Risk Process and Control The company has conducted an Conduct regular monitoring of the
assessment of the company's objective alignment of business strategy planning
target and monitored them to ensure the and corporate risk management.
achievement of the company's objective.
5. Model, Data, and Risk The company has a risk reporting Develop a risk management application
Technology mechanism from business unit and support system in stages by taking into
subsidiary using an online application. account the company's needs.
Risk Management Department’s Implementation Activities
The duties and responsibilities carried out by Risk 7. Coordinate and carry out advisory activities in
Management Department in managing risk during 2025 the context of preparing risk register, risk review,
are: and overseeing ERM improvement in both unit and
1. Develop and update Risk Strategy which includes subsidiary.
a Risk Appetite Statement and Risk Limits (Risk 8. Perform risk universe update.
Capacity, Risk Tolerance and Risk Appetite). 9. Conduct risk taxonomy mapping based on Regulation
2. Calculate unexpected loss and tail loss along with of Minister of State-Owned Enterprises Number PER-
developing management strategies. 2/MBU/03/2023 regarding Guidelines for Governance
3. Assist in the preparation of risk factors for and Significant Corporate Activity.
documents: 10. Conduct a review of the Risk Profile and Parameter
a. Company Long-Term Plan (RJPP) for a 5 years based on the Letter from PT Danantara Asset
period; and Management Number SR.122/DI-DAM/DO/2025
regarding Strategic Guidelines for the Preparation
b. Corporate Strategic Scenario for a 3 years period.
of the Company Work Plan and Budget (RKAP) of
4. Compile and update TelkomGroup’s risk profile and PT Danantara Asset Management’s Subsidiary.
reporting on its implementation.
11. Conduct alignment the implementation of Risk
5. Assist in the preparation of Risk-Based RKAP. Management with subsidiary.
6. Prepare Contingency Plan and Stress Testing
documents for potentially detrimental macro
condition.
346 ANNUAL REPORT 2025
Page 349
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
12. Support the 2025 Risk Maturity Index measurement 28. Support insurance management (property all risk
activity for 2024 performance at TelkomGroup (PAR) insurance, Director & Officer/D&O, personal
together with the company’s Internal Audit. accident (ASKEDIR), in-orbit satellite insurance,
13. Monitor the follow-up of recommendation for the etc.).
company’s ERM improvement roadmap. 29. Support revenue assurance.
14. Develop and update policies: 30. Monitor the implementation of fraud management.
a. Integrated Governance Guidelines; 31. Conduct Risk Assessment Scoping & Significant
b. ICoFR Policy; ICoFR periodically.
c. Good Corporate Governance (GCG) Guideline; and 32. Conduct ICoFR Entity Level Control (ELC) design.
d. Guideline Key Performance Indicator Risk 33. Conduct design, evaluation, and remediation of the
Management Effectiveness (KPI RME). Business Process & Risk Control Matrix design as part
of ICoFR Transaction Level Control (TLC) design.
15. Support Performance and Financial Accountability
Assessment activity by BPKP. 34. Conduct Risk Assessment Key Control Business
Process ICoFR periodically.
16. Support ACGS Leadership Governance GCG
Assessment activity. 35. Monitor and evaluate ICoFR Control Self-Assessment
carried out by the Business Process Owner.
17. Support and carry out Anti-Bribery Management
System (SMAP) Surveillance activity. 36. Carry out ICoFR fraud risk assessment business
process.
18. Conduct advisory and outreach regarding company
risk management policy. 37. Develop and update ERM policies and SOPs (ERM
PR, ERM SOP, risk assessment implementation
19. Conduct quarterly KPI RME assessment.
instruction, BCMS, insurance, fraud management,
20. Conduct liaison officer survey and online ERM and revenue).
application.
38. Review the organization’s business process high
21. Monitor the implementation of risk competency layer.
qualification fulfillment (training module, risk
39. Conduct Fraud Risk Assessment of new product/
management organ certification, and people
service.
development plan).
40. Preparation/update of SOP Business Continuity Plan
22. Monitor and support the implementation of Charter 8
(BCP).
Policy & Process.
41. Conduct a review of the risk aspect of the company’s
23. Orchestrate the fulfillment of competency and/or
corporate action plan.
certification of risk management organ at the level
of the Board of Directors, Board of Commissioners, 42. Conduct a review of the risk aspect of the company’s
senior leader, and all employees. collaboration initiative.
24. Coordinate the preparation/updating of the BCP 43. Carry out advisory activity for risk aspect to prepare
Set. a risk register for the company’s corporate action
plan.
25. Coordinate risk assessment and business impact
analysis. 44. Conduct a review of risk aspect related to changes in
company policy/regulation.
26. Conduct BCP evaluation and testing.
45. Conduct a review of risk aspect in the company’s
27. Conduct the 1st Surveillance Audit of ISO 22301: 2019
OPEX & CAPEX management.
BCMS.
ANNUAL REPORT 2025 347
Page 350
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Type of Risk and Management Method
Risk Management Department identified several strategic risks that impact Telkom’s business activities, including:
Type of Risk Risk that is Faced Impact to Telkom Mitigation/Risk Management
1. Systemic Risk
Political and Social Disruptions to political stability, It has a negative impact on • Monitoring the influence of
social, and security turmoil both business growth, operations, socio-political turmoil on
domestically and internationally financial condition, results of operational/service disruptions.
caused by specific issues such operations, supply chain of • The maintenance of awareness
as geopolitical crises, trade wars, production equipment and through the improvement of
and so on. prospects, as well as market safety & security functions.
prices of securities. • Monitoring supply chain issues
related to raw materials and
looking for alternatives to
materials/device designs.
Macro Economy • Changes in the rate of inflation. • Affects the purchasing power • Monitoring of the influence of
• The fluctuation of Rupiah and ability to pay customers. macroeconomy to the change
exchange rate. • Have the impact on the to increase the expense through
• Increase in energy and fuel business, financial condition, Cost Leadership program.
prices. business result or business • Maintain healthy financial ratio
• Increase in loan interest rates. prospect. to get competitive interest
• The decrease of government or • Have a material adverse effect rates.
company’s credit rating. to the business, financial, • Loan restructuring with less
condition, business proceeds or competitive interest rates.
business prospect. • Maintain sufficient foreign
currency asset according to
business needs.
Risk of Disaster Natural disasters such as Disrupting its business operations • Monitoring indicators that
and Epidemic hurricane, earthquake, tsunami, and give negative impact to the have the potential to cause
volcanic eruption, fire, drought, financial performance and profit, disturbances to equipment
endemic, and pandemic. business prospect as well as such as device humidity and
market price of securities. temperature, ship traffic on the
SKKL route through the system.
• Transfer of risk by using the
insurance of asset to anticipate
the natural disaster and fire.
• Coordination with ASKALSI
(Indonesian Sea Cable
Association) and BAKAMLA
(Indonesian Marine Safety
Agency) to secure SKKL.
• Preventive & corrective action
by preparing the disaster
recovery plan and crisis
management team.
348 ANNUAL REPORT 2025
Page 351
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Type of Risk Risk that is Faced Impact to Telkom Mitigation/Risk Management
Risk of Climate Unpreparedness to respond to Damage to network asset and • Upgrade infrastructure to
Change climate-related risk is driving infrastructure, operational increase resilience to climate
extreme weather event such as disruption including on-grid change-induced disaster.
flood, and long-term change in power outage, decreased • Have Business Continuity
climate pattern such as rising employee productivity due to Management procedure
temperature. disruption to transportation or site and disaster management
access, and safety threat to field guideline.
employee. • Mitigate the risk of overheating
by ensuring the building has
optimal cooling condition.
• Establish GHG emission
reduction initiative.
• Carbon-offset program through
reforestation and conservation
effort, utilization of renewable
energy and energy efficiency.
• The Energy Efficiency
Awareness Movement (GePEE) is
implemented in all office buildings
and Plazas.
2. Business Related Risks
Operational Risk The failure in the sustainability of It has a negative impact to the • Implementation of BCM, BCP,
network operation, main system, business, financial condition, and DRP.
gateway on Telkom’s network, or proceeds from the operation and • Integrated Management System
other operator’s network. business prospect. (IMS) Certification for infrastructure
management.
Physical security threats such Has the negative impact to the • The upgrade of preventive
as theft, vandalism, riot, terrorist business, financial condition, action in the form of
attack that are beyond Telkom’s result from the operation vulnerability assessment and
control or other actions as well materially. penetration test periodically.
as cyber security threats such as • Monitor and identify all types of
brute force attack, DDoS attack, attack in the real-time as well
and threat in Data Center. as to choose and conduct the
necessary action immediately.
• Preparing the recommendation
to handle cyber-attack based
on the historical incident
analysis.
• Intensive coordination with
relevant parties to handle the
cyber-attack.
• Monitor the situation and
coordinate with relevant law
enforcement officer (e.g.,
Police) to maintain the security
of asset and building.
ANNUAL REPORT 2025 349
Page 352
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Type of Risk Risk that is Faced Impact to Telkom Mitigation/Risk Management
Delay in adoption of new Negative impact on competitiveness. • Preparation of a technology
technology. roadmap by considering future
technology and potential
implementation of competitor
technology.
• High-Level-Design (HLD)
evaluation and validation
through LAN simulation to
check interoperability between
platform.
Financial Risk Credit risk mainly comes from Have an adverse impact on • Continuous monitoring of
trade receivable and other financial condition, operational account receivable balance and
receivable. performance, and business carrying out regular collection
prospect. effort.
Liquidity risk. Impact on the ability to meet • Preparation of a technology
financial liability, when these roadmap by considering future
financial liabilities fall due. technology and potential
implementation of competitor
technology.
• Conduct analysis to monitor the
liquidity ratios of the financial
position statement such as the
current ratio and debt to equity
ratio against the requirements
required by the debt agreement.
Limitation in finding funding Have a material adverse impact on • Maintain and improve company
source for investment initiative. the business, financial condition, performance to gain trust from
operational performance, and national and global funding
business prospect. institution/source.
Legal and Civil lawsuit and/or breach of Reduce Telkom’s revenue and • Strengthening legal review
Compliance Risk contract from third party (vendor, negative impact on business, of contract document with
partner or cooperation partner). reputation, and profit. third party and monitoring
the settlement of right and
obligation according to the
contract.
• Strengthening internal policy
related to procurement and
cooperation process.
Personal data leak. A maximum fine of 2% of income • Program to increase employee
based on regulation on personal awareness of personal data
data protection. protection regulation.
• Supervision and evaluation of
data transaction mechanism
and implementation within the
company.
• Strengthening cyber security to
ensure protection of personal
data managed in the company.
350 ANNUAL REPORT 2025
Page 353
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Type of Risk Risk that is Faced Impact to Telkom Mitigation/Risk Management
Regulation Risk The change of Indonesian or Has the impact to the business, • Analysis on the impact of the
International regulation. financial condition, operational regulation plan towards the
performance, and business industry in general and Telkom
prospect. in particular.
• Giving inputs so that the
regulation that will be stipulated
will give positive impact to the
company and industry.
Transformation The failure of significant business Has an impact on business growth • Preparation of strategic fit and
Risk and organizational transformation and the company’s financial roadmap for transformation
initiatives. performance in the short and initiative.
long-term. • Conduct risk assessment
on transformation initiative
both at the pre- and post-
transformation stage (including
ensuring that customer service
continue to run).
• Implementation of change
management by maximizing
the Project Management Office
(PMO) function.
Risk Management System’s Review Telkom has also carried out an assessment process for
the effectiveness of risk management implementation in
on the Effectiveness 2025, namely:
Throughout 2025, Telkom’s risk management system has 1. Measurement of Risk Maturity Index (RMI).
been operating effectively in managing various business 2. Monitoring and evaluation of the effectiveness of risk
risks to support every policy and process within the mitigation through ERM Online application.
TelkomGroup. Telkom utilizes several risk management
3. Evaluation/discussion and advisory on a one-on-one
tools or information systems, including:
basis with business unit as needed.
1. Generic Tools Enterprise Risk Management Online
4. Reporting and evaluation together with the BOD and
(ERM Online) which is used by all units for Risk
Committee for Planning and Risk Evaluation and
Register management.
Monitoring (KEMPR).
2. Specific Tools for specific risk management purposes
5 Preparation and reporting document of 2025
e.g.:
Contingency Plan.
a. Fraud Management System (FRAMES) application
is used for the early detection system of potential
Statement of the Board of Directors
Customer and Third-Party Fraud.
and Board of Commissioners on
b. Telkom Legal Intelligence System (TELIS) is
used
as a repository for internal policy and external Adequacy of Risk Management System
company regulation.
The Board of Directors and Board of Commissioners,
c. ICoFR Control Self-Assessment (ICSA) is a tool or through Committee for Planning and Risk Evaluation and
application used to facilitate the self-assessment Monitoring (KEMPR), regularly hold meetings with Risk
process for the implementation of business Management Department to discuss risk monitoring
process at the transaction level control (TLC) level throughout the company. This meeting also covers
and enable timely reporting of self-assessment follow-up actions taken by risk owner to minimize
result. identified risk. Risk Management Department reports
d. EITA (Enterprise IT Architecture) application is the result of risk monitoring to the Board of Directors
an application that manages the ICoFR business and Board of Commissioners on a quarterly basis,
process repository. ensuring that risk management is carried out effectively
and sustainably.
ANNUAL REPORT 2025 351
Page 354
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
1. Adequacy of Risk Management Information System
Risk management system implemented in the company refers to the ISO 31000:2018 framework and adopt various
international standards to ensure the best implementation of risk management. The preparation of the company’s risk
register and risk profile has utilized the ERM Online application, as well as the monitoring and evaluation process as
well as the dashboard.
2. Adequacy of Risk Identification, Measurement, Monitoring, and Control Process
The Board of Directors through Internal Audit function has carry out inspection, evaluation, report, and/or
recommendation for improvement of adequacy and the effectiveness of the risk management process then
followed up through evaluation by Committee for Planning and Risk Evaluation and Monitoring.
Telkom Risk Appetite Statement
Attitude Telkom Risk Appetite Statement
Intolerance 1. TelkomGroup does not tolerate any deviation from integrity and compliance, including
environmental damage and negligence regarding cybersecurity and personal data protection,
which could impact the company's reputation.
2. TelkomGroup is committed to meeting the target of dividend payment to SOE in accordance
with the target that has been set.
Conservative 1. TelkomGroup strives to maximize the potential of Digital Infrastructure, Integrated B2C
Service, and B2B ICT Service business, which are included in “Core Investment” category,
with achievement that are right on target.
2. TelkomGroup is committed to fulfilling its financial obligation and maintaining a healthy
financial structure and ensuring sustainable business continuity.
3. TelkomGroup is committed to carrying out its core business activity with the highest quality
by fulfilling ESG aspect.
Moderate 1. TelkomGroup strives to optimize the business potential of Digital Infrastructure, Integrated
B2C Service, and B2B ICT Service which are included in "Next Core Investment" category with
prudent and measurable management.
2. TelkomGroup SOE optimize the management of market and macroeconomic volatility by
accepting the consequences of these burdens in a measured manner.
Strategic 1. TelkomGroup strives to carry out transformation with strict governance for the management
and development of selective "New Play Investment" business, with reasonable and
measurable risk and commensurate investment return.
352 ANNUAL REPORT 2025
Page 355
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Significant
Legal Disputes
Throughout 2025, Telkom faced 255 legal cases, consisting of We are also conducting a co-led investigation with our internal
130 criminal law cases and 125 civil law cases. Of that number, investigation committee focused on mobile phone sales from our
58 criminal cases and 56 civil cases were continuations from the subsidiary PT Pins Indonesia (“PINS”) to our customer Inter Pulsa
previous year, while 72 criminal cases and 69 civil cases were new Mandiri (“IPM”). As of the date hereof, this investigation is ongoing,
cases that began in 2025. and we will continue to provide updates to the SEC and DOJ as
findings develop. The SEC’s and DOJ’s investigations remain
In addition to the matters mentioned above, in October 2023,
ongoing, and we continue to cooperate fully with the SEC and DOJ.
Telkom received a document request from the US Securities and
Exchange Commission (SEC) regarding Telkom Infra’s involvement We cannot predict the duration, outcome, or impact of these
in a project with the Telecommunications and Information investigations. Potential consequences include the imposition of
Accessibility Agency of the Ministry of Communication and material fines or penalties, civil or criminal enforcement actions,
Information Technology of the Republic of Indonesia (BAKTI restrictions on our business, potential delisting, additional
Kominfo) related to the provision of 4G Base Transceiver Station government investigations or enforcement actions, or an inability
(BTS) infrastructure. The SEC subsequently expanded its to finalize our financial results in a timely manner, including a
investigation to include a review of accounting and disclosure delay in the filing of our Annual Report on Form 20-F for the year
issues related to revenue recognition and financial reporting ended December 31, 2025, any of which could have a material
practices, as well as internal control over financial reporting adverse effect on our business, financial condition, results of
in general, and public reports regarding legal proceedings in operations, and the market price of our shares and American
Indonesia involving the company, various subsidiaries and Depositary Shares. While an investigation or inquiry by the SEC
affiliates, as well as several of Telkom’s clients and suppliers. In or DOJ should not be construed as an indication that any violation
early May 2024, Telkom also received an additional request for of law has occurred or as a reflection upon any person, entity, or
documents from the US Department of Justice (DOJ) regarding security, any enforcement action or settlement, even if ultimately
legal matters concerning compliance with the US Foreign Corrupt resolved favorably, could adversely impact our reputation,
Practices Act (FCPA). Telkom is cooperating with US authorities business, prospects, financial condition, and results of operations.
and has appointed foreign legal counsel to conduct an internal
Furthermore, in February 2025, the US administration issued
investigation into these issues.
an executive order titled “Pausing Foreign Corrupt Practices
As of the date hereof, based on the results of our internal Act Enforcement to Further American Economic and National
investigation, we believe that substantially all of the approximately Security” pausing DOJ enforcement of the FCPA for 180 days
140 transactions that we have identified as lacking economic (renewable for an additional 180 days) until the US Attorney
substance resulted in an overstatement of certain financial General issues amended FCPA enforcement guidelines. Due to
information, including revenues, gross trade receivables and the changing nature and uncertainty surrounding the regulations,
net trade receivables, as set out in our consolidated financial Telkom cannot determine how the DOJ’s FCPA enforcement
statements relating to prior financial years. will change or impact the outcome of the DOJ’s investigation
into Telkom’s business. Furthermore, there is no certainty as to
whether Telkom, its affiliates, employees, agents, or contractors
will meet the requirements for individual exemptions from the
FCPA enforcement moratorium.
ANNUAL REPORT 2025 353
Page 356
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
We are also cooperating with, and have in certain instances self-reported to, government authorities in Indonesia, including the
Indonesian National Police, the Public Prosecution Service, and the Corruption Eradication Commission, various matters involving alleged
or potential violations of Indonesian laws and regulations by our business units, subsidiaries, and affiliates, including anti-corruption,
alleged fraud, embezzlement, and issues associated with trade receivables, some of which are related to the matters under investigation
by the SEC and DOJ. On May 2025, the DKI Jakarta High Prosecutor’s Office determined eleven individuals to be suspects and detained
them in connection with alleged corruption involving fictitious financing at our company, relating to conduct primarily between 2016 and
2019, following our submission of internal audit findings in support of the Government’s Bersih-Bersih BUMN program. We have taken
corrective actions including disciplinary action against involved employees, asset recovery efforts, and policy changes. We fully support
the applicable legal processes in Indonesia and continue to cooperate with Indonesian authorities. The outcomes of these proceedings
remain uncertain and could expose us to additional liability, reputational harm, or operational disruption.
Recapitulation of Legal Cases in 2023 - 2025
Legal Cases
Status 2025 2024 2023
Criminal Civil* Criminal Civil* Criminal Civil*
In progress 87 66 62 91 42 55
Completed 43 59 36 35 13 43
Sub Total 130 125 98 126 55 98
Total 255 224 153
Remarks:
* Combination of Civil and Non-Litigation cases.
Corporate Code
of Conduct
Code of Conduct’s Implementation 1. KD.36/HK290/COP-D0053000/2009 regarding Integrity
Pact.
for Board of Directors, Board of
2. PD.201.01/r.00/PS150/COP-B0400000/2014 regarding
Commissioners, and Employees Business Ethics in TelkomGroup Environment.
TelkomGroup believes that sustainability is not only 3. PD.602.00/r.00/HK000/COP-D0030000/2011 regarding
about business growth, but also how that growth occurs Telkom’s GCG Management Guidelines.
with the principles of business ethics that are shared by 4. PR.209.10/r.02/HK200/COP-A0700000/2023 regarding
all Directors, Board of Commissioners, and employees. Respectful Workplace.
5. PR.209.05/r.02/HK250/COP-A0900000/2024 regarding
Based on Sarbanes-Oxley Act (SOA) 2002 Section 406,
Employee Discipline.
Telkom has a code of ethics which is regulated in several
regulations as follows: 6. PR.209.03/r.02/HK270/COP-A0900000/2024 regarding
Obligation to Submit LHKPN within TelkomGroup
Environment.
7. PR.209.04/r.02/HK270/COP-A0900000/2024 regarding
Gratification Control.
354 ANNUAL REPORT 2025
Page 357
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
One of the implementations of code of ethics is obligation for employees to undergo business ethics certification,
which includes a Business Ethics Statement Letter and an Integrity Pact, completed and signed by all TelkomGroup
employees annually. This certification is also carried out by the Board of Directors as company leaders to demonstrate
the leadership’s commitment to business practices and ethical behavior within the company.
Management ensures the effective implementation of Good Corporate Governance by implementing business ethics
policies to achieve superior, sustainable business performance, and to comply with ethical principles consistent
with applicable laws and regulations. This also applies to vendors collaborating with Telkom, who also complete an
Integrity Pact.
Code of Conduct’s Principles
Telkom’s Code of Conduct, among others, regulates the following key matters:
1. Employee Ethics
Contains a system of values or
norms used by all employees and leaders in their daily work, both the main behavior
of employees and the main behavior of leaders.
2. Business Ethics
Contains a system of values or norms adopted by the company as a reference for the company, management, and
employees to relate to external parties, including regulators, stakeholders, and other external parties.
Socialization of the Code of Ethics and its Efforts to Enforcement
Every year, Telkom management carries outreach to all employees in the TelkomGroup regarding understanding
GCG, Business Ethics, Integrity Pact, Fraud, Risk Management, Internal Control (SOA), Whistleblowing, Prohibition of
Gratification, IT Governance, Information Security, Anti-Bribery Management System and other matters. Others related
to ethics and corporate governance practices.
Telkom’s code of ethics socialization aims to not only raise awareness but also continuously improve understanding
of the applicable code of ethics. Periodic awareness enhancements, both in terms of policy and implementation, are
carried out through various channels owned by TelkomGroup, including internal company media such as Web Portal,
Instagram, Diarium, WhatsApp Blast, E-mail Blast, and other media.
Senior Leader also regularly provides reminders regarding business practices and ethical behavior at events, such
as RAPIM (Ministry of Work Meetings), Townhall, Briefing Unit, Coffee Morning, Culture Event, and other formal and
informal events. New employees are also provided with an understanding of business practices and ethical behavior
through Great People Trainee Program (GPTP) briefing material. Sharing session are also held with experts (KPK,
Ministry of State-Owned Enterprises, Ministry of Manpower, and practitioners), as well as benchmarking activities
conducted at other companies.
Socialization of the Code of Conduct in 2025
No. Approach Amount Reached/Participation
1. E-learning 4782/4782
2. Face to face (training, communication forum/workshop) 145/4782
3. Socialization material through the internet portal 4782/4782
In practice, any violation of the code of ethics will potentially result in sanctions, following a mechanism in accordance
with applicable company policies. The following are the categories of sanctions applicable to Telkom employees.
ANNUAL REPORT 2025 355
Page 358
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Main Point Type of Violation Sanction
1. Employee Work Ethics 1. Misdemeanor Minor Disciplinary Sanction
2. Moderate Violation Moderate Disciplinary Sanction
3. Serious Violation Severe Disciplinary Sanction
2. Business Ethics 1. Insider Trading Integrity Committee Decision
2. Conflict of Interest Employee Discipline Committee
Decision
3. Window Dressing Integrity Committee Decision
4. Gratification Employee Discipline Committee
Decision
Code of Conduct Implementation Report
In 2025, Telkom processed 19 cases of violations of the code of conduct and employee discipline involving 93
perpetrators. Of these, 17 cases have been resolved while 3 other cases are still in process. Employees who have
received decisions are 86 perpetrators while 7 other perpetrators are still in process. This number shows a significant
increase in case resolution compared to the previous year, where out of 12 cases with 131 perpetrators, there were
still 5 cases involving 27 employees that were still in process. Therefore, Telkom continues to make various efforts to
improve the quality of internal control to reduce the number of code of conduct violations in the future.
Enforcement of Code of Conduct in 2025
No. Form of Code Violation Number of Code Violation Sanction Given
1. Misuse of Goods/Assets/Money/ 11 cases Disciplinary Sanction
Authority-Position Minor :0
Medium :7
Severe : 41
Cleared/Warning : 30
Issued
In Progress :7
2. Absenteeism 5 cases Resigned :1
Voluntarily
Cleared/Warning :0
Issued
Severe :4
3. Criminal Case 1 case Severe :1
4. Violations of Moral Norms 2 cases Severe :2
5. Others 0 case Disciplinary Sanction
Minor :0
Medium :0
Severe :0
Cleared/Warning :0
Issued
In Progress :0
356 ANNUAL REPORT 2025
Page 359
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Employee Stock
Ownership Program
Telkom has a policy of providing long-term performance- 2. Execution Time
based compensation for employees and management Telkom stock ownership program by employees and/
through share ownership program, namely the Employee or management was implemented on June 14, 2013.
Stock Ownership Program (ESOP) and Management
3. Employee and/or Management Requirements in
Stock Ownership Program (MSOP). The program aims
Telkom Stock Ownership Program
to foster a sense of belonging and retain and appreciate
a. Meet Eligibility Criteria:
employee contribution. This share ownership program
started in 1995 when Telkom conducted an Initial Public i. Employees of company and Employees
Offering (IPO) and was carried out again on June 14, 2013. of subsidiaries/affiliates whose financial
The conditions for implementing the ESOP carried out in statements are consolidated in Telkom
2013 were: Financial Statements.
1. Number of Shares ii. Directors of subsidiaries/affiliates whose
financial statements are consolidated, except
Number of shares offered during ESOP program
BOD/BOC Telkom and Telkomsel.
period in 2013 was 64,284,000 Series B stock which
were the result of buyback phase III or Treasury b. Have contributed at least 1 month in 2012;
Stock. The amount was allocated to each participant c. If employee has an inactive status in 2013, then:
under the following conditions: i. The person concerned is still entitled to
a. Participants have an active status, referring participate in the program, with the allocation
to the Band Position level, Role Category, and of stock calculated proportionally according
participant’s contribution period as of December to the contribution of the person concerned
31, 2012; temporary in 2012.
b. Participants have a non-active status, referring to ii. The person concerned is still entitled to
the Band Position level and the contribution period participate in the program if he/she does
during 2012, however, if the participant has passed not resign at his/her own request (APS),
away, contributions are calculated at 100%. is dismissed due to serious employee
Regarding the stock transfer process, employees disciplinary violations, and/or resigns due to
who become program participants are subject to being appointed as a Director of a SOE.
the provisions of the Lock-Up Period based on the d. The program is an option with the provisions that
following levels: the right to purchase cannot be transferred and
a. Level BP I and II are subject to a Lock Up Period of expires if it is not used during the offer period.
12 (twelve) months. 4. Exercise Price or Price Determination
b. Level BP III and IV are subject to a Lock Up Period Whereas in the implementation of employee stock
of 6 (six) months. ownership program in 2013, Telkom set a stock
c. Levels BP V to VII are subject to a Lock Up Period transfer price of Rp10,714 (ten thousand seven
of 3 (three) months. hundred and fourteen rupiah), which is 90% of the
average closing price of stock trading for a period of
25 days prior to the price fixing date.
ANNUAL REPORT 2025 357
Page 360
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
No. Date Number of Employees Number of Shares Stock Value
1. November 14, 1995 43,218 116,666,475 shares Rp239 billion
2. June 14, 2013 24,993 59,811,400 shares Rp661 billion
(equivalent to 299,057,000 shares
after a stock split)
Eligibility criteria for ESOP participants are as follows:
1. Company or Telkom Employees.
2. Telkom employees who are seconded or employed in TelkomGroup or outside TelkomGroup.
3. Employees of subsidiaries whose financial report are consolidated into Telkom’s Financial Reports.
4. Employees of indirect subsidiaries whose financial statement are consolidated into Telkom subsidiaries’ Financial
Statements.
5. Directors of subsidiaries and Directors of indirect subsidiaries whose financial statement are consolidated, but not
included:
a. Members of the Board of Directors and Board of Commissioners of the company.
b. Members of the Board of Directors and Board of Commissioners of PT Telekomunikasi Seluler Indonesia.
6. Contract employees at a certain level who are still active in TelkomGroup.
Policy Regarding Reporting Share Ownership
of Directors and Commissioners
Each member of the Board of Directors and Board of The Company routinely reports on the share ownership of
Commissioners of Telkom has reported to the Financial members of the Board of Directors and members of the
Services Authority, either directly or indirectly, regarding Board of Commissioners every month. It is disclosed in the
ownership and any changes in ownership of Public Annual Report and Financial Report. In the Annual Report
Company shares in accordance with the provisions of OJK for 2025 Financial Year, Telkom reports information on
Regulation No. 4 Year 2024 regarding Reporting of Share share ownership by members of the Board of Directors
Ownership and Share Pledging Activities at the Public and Board of Commissioners, as well as changes in the
Companies. Provisions regarding reporting of share “Shareholder Composition” section.
ownership are also regulated internally in the Board Manual
for the Board of Directors and Board of Commissioners All members of the Board of Directors and Board of
as stated in the Joint Regulation of the Board of Commissioners are required to report changes in their
Commissioners and Directors No. 05/KEP/DK/2022 share ownership no later than three working days after
and No. PD.620.00/r.01/HK200/COP-M4000000/2022 the occurrence of ownership or changes in ownership
regarding Guidelines for the Work Procedures of the of Public Company shares. This policy applies to all
Board of Commissioners and Directors (Board Manual) of members of the Board of Directors and Board of
the Company (Persero) PT Telekomunikasi Indonesia, Tbk. Commissioners. In 2023 and 2024, several members
of the Board of Directors and Board of Commissioners
received Long-Term Incentive (LTI) and deferred Tantiem
in the form of Telkom shares.
358 ANNUAL REPORT 2025
Page 361
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Whistleblowing System
Telkom has established a violation reporting system or Whistleblowing System (WBS) since 2006. This WBS is part of
Telkom’s efforts to prevent fraud and provides a medium for all individuals within Telkom and third parties to report
violation, fraud, or other form of ethical violation related to TelkomGroup.
As part of continuous improvement, on January 31, 2022, Telkom launched Telkom Integrity Line, the latest version of
the WBS, with the involvement of Deloitte as an Independent Consultant. The policies and procedures of this system
are regulated through Regulation of the Board of Commissioners Number 01/KEP/DK/2022 dated January 25, 2022,
and ratified through the Regulation of the Board of Directors Number PD.622/r.00/HK200/COP-C0000000/2022 on
February 22, 2022. The Company is updating the policies and procedures for handling WBS to be relevant to the latest
regulatory development.
One of the regulatory considerations that Telkom pays attention to in revising WBS policies and procedures is POJK
Number 12 of 2024 regarding Implementation of Anti-Fraud Strategies for Financial Services Institutions. Although the
company is not a financial institution, the important things regulated in the POJK are relevant to be applied in Telkom.
Submission of Violation Reports
Public can submit complaints through the following channels for the Telkom Integrity Line reporting system.
Website : https://id.deloitte-halo.com/telkomwbs/
Hotline : (021) 5088 4601
Facsimile : (021) 5088 4602
E-mail : telkomwbs@tipoffs.info
PO Box : Telkom Integrity Line PO Box 2800 JKP 10028
SMS : 0813 9000 3217
WhatsApp : 0813 9000 3217
Types of complaint that can be followed through the WBS mechanism include:
1. Fraud is a statement or action in the form of deception, conflict of interest, or the unauthorized use of something
in any form to obtain material or immaterial benefit that should not be obtained or to avoid obligation that should be
fulfilled, resulting in losses for TelkomGroup. Types of action that are classified as fraud include:
a. Corruption, includes:
i. Conflict of interest that is detrimental to the company and/or consumers;
ii. Bribery;
iii. Invalid admission; and/or
iv. Extortion.
b. Misuse of asset, includes:
ANNUAL REPORT 2025 359
Page 362
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
i. Misuse of cash; 7. Offensive action or behavior such as degrading,
ii. Misuse of supplies; and/or insulting, harassing or humiliating someone, and are
identified as inappropriate within social and moral
iii. Misuse of other asset.
norms.
c. Financial Statement fraud, includes:
i. Overstating net worth and/or net income; or Protection for the Whistleblower
ii. Resulting in a reduction of net worth and/or
net income. Telkom consistently prioritizes confidentiality and the
presumption of innocence in following up on every report
d. Deception.
submitted through the WBS. This is done to encourage all
e. Leakage of confidential information; and/or parties to have the courage and feel safe without fear or
f. Other actions that can be equated with fraud worry in reporting violation and is one aspect of the TPK
in accordance with the provision of law and (Terintegrasi Telkom dan KPK) collaboration. Telkom has
regulation. included a protection policy for the whistleblower in the
2. Accounting issue and internal control over financial draft policy for handling complaints of alleged violations
reporting that have the potential to result in material (Whistleblowing System).
misstatements in the company’s Financial Statements
other than those described in point 1.c. Complaint Handling
3. Audit issue, especially those related to the
Telkom’s WBS mechanism is under the responsibility
independence of Public Accounting Firms.
of the Audit Committee and refers to Financial Service
4. Violation of Capital Market law and regulation related Authority Regulation Number 55/POJK.04/2015 and
to the company’s operations. Sarbanes-Oxley Act 2002 Section 301 regarding Public
5. Violation of internal regulation that have the potential Company Audit Committee. To fulfill a complaint
to result in losses to the company. report that is responsible and not defamatory, Telkom
6. Behavior of the Board of Commissioners, Board of determines the requirement for complaint with report
Commissioners’ organ, Directors, management and supported by sufficient evidence. Report can be followed
company employees that is not commendable, such immediately if the type of complaint is in accordance with
as but not limited to abuse of office and/or providing the scope of the Whistleblowing System mechanism,
misleading information to the public which directly or supporting evidence can be relied on as preliminary
indirectly has the potential to tarnish the reputation data for further examination. Some WBS complaints
and/or result in losses for the company. cannot be followed up due to incomplete, inaccurate and
unreliable data and information.
360 ANNUAL REPORT 2025
Page 363
INVESTIGATION PROCESS REPORT & FOLLOW-UP
Material
Archive
Evaluation
Audit
Committee
Corporate Social
Responsibility and
Environment (CSR)
ANNUAL REPORT 2025
Approval to Appointment No
Start Process of Expert Expert CC FU? FU Report
Follow up
Director
President
Yes Yes
No No No
Approval to Forming an The Result of
Start Need Experts? The Investigation KKD? FU Notes
Follow up Investigation Team Investigation Report
Yes Yes
Appendices
Letter of the President
Committee
Investigation
Director to Subsidiary Cc:
1. Related President Director FU Notes Documentation End
2. Audit Committee
3. Internal Audit Subsidiary
Yes
Subsidiary Yes
Combined FU? The Audit Report KKD Report
Discussion
No
Investigation by
Subsidiary
FU? Response Letter KKD Subsidiary
Subsidiary
No
No
Joint Team?
Yes
HR
Joint KKD KKD Report
Ubis FU FU report
UBIS
PT TELKOM INDONESIA (PERSERO) Tbk
361
Page 364
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Complaint Handling Party 4. Drafting an internal investigation request letter to the
President Director for an investigation process that
Telkom’s WBS mechanism is managed by the Audit does not require the assistance of an independent
Committee, Internal Audit Department, Investigation party. Furthermore, the President Director assigns
Committee, and Consultants/Independent Third Party the Investigation Committee to conduct an
and is implemented by each party in accordance with investigative audit.
their respective responsibilities. 5. Seeking the approval of the Board of Commissioners
for an investigation process that requires the
Audit Committee is a committee formed by the Board of
assistance of an independent party. In the event
Commissioners of PT Telkom Indonesia Tbk to carry out
that the Board of Commissioners approves, it will
oversight of the quality and integrity of the company’s
be continued by conducting a selection process,
financial reporting with the scope of its duties covering
appointing and assigning selected Independent
all companies within the TelkomGroup and following up
Consultant/Third Party to conduct investigation and
on complaint received according to its authority.
report the result.
Internal Audit Department is an organization appointed
Internal Audit Department is responsible for:
to monitor all complaints received from Independent
Consultants who manage the receipt of complaint 1. Conducting an examination of complaint report
from all WBS channels and follow up on complaint in received from the Audit Committee or Consultant/
accordance with their authority. Third Party managing complaint report.
2. Collaborating with relevant unit to ensure the
Investigation Committee is a committee formed by
correctness of complaint report, prove the existence
the President Director of the company to follow up on
or absence of violation and subsequent follow-up.
report of the results of investigation into complaint that
3. If in the audit process there is a need to conduct
require further investigative audit process according to
an in-depth investigation through an investigation
their authority. Consultant/independent third party are
audit, then the SVP of Internal Audit can report
third party appointed by Telkom to participate and play
the matter to the President Director, who will then
an active role in receiving and distributing complaint
assign the Investigation Committee to carry out the
and/or playing an active role in the process of resolving
investigation audit.
complaint received through the complaint management
system. 4. Reporting the result of audit and closing the
Complaint Report through the Complaint Report
Audit Committee is responsible for: system which can be accessed and analyzed by the
1. Together with Consultant/Third Party managing Audit Committee for further follow-up.
the complaint report, receive and submit qualified
Investigation Committee is responsible for:
complaint report to the Internal Audit Department or
other independent party for examination. 1. Reviewing issue and the result of investigation into
complaint that require an investigation audit process.
2. Monitoring the progress of the examination process
If the investigation process involves personnel and/
on complaint report.
or unit in subsidiary, Investigation Committee will
3. Evaluating and deciding whether the result of the
report this to the Commissioners and Directors of the
Internal Audit Department’s or other independent
relevant subsidiaries.
investigation require further investigation process,
2. Forming an investigation team to conduct the
or do not require further investigation processes and
investigation audit process, within its authority and
stored it as an archive.
pursuant to applicable regulation. The investigation
team may include personnel from subsidiaries
as needed.
3. Submitting the investigation result report to the
President Director and/or Audit Committee as
material for company management evaluation to be
followed up to the next stage.
362 ANNUAL REPORT 2025
Page 365
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Consultant/Third Party appointed as the complaint 4. For complaint that meet the requirement as referred
report manager is responsible for: to in points 3.a. and 3.b. above, an examination
1. Receive and distribute complaint received from all will be carried out by the company’s Internal
Telkom Integrity Line channels. Audit Department or other independent parties if
necessary.
2. Conduct an initial review and verification to ensure
that the complaint has met the requirement to be 5. Internal Audit Department reports the result of
designated as a valid complaint and will be further examination and closing complaint report through
processed. the Complaint Report system, which can be accessed
and further analyzed by Audit Committee for further
3. Keeping an archive of whistleblowing management
follow-up.
including complaint that do not meet the requirement.
6. Based on the result of the inspection by Internal
4. Monitor the complaint resolution process received
Audit Department or an independent party, Audit
through the complaint management system.
Committee will evaluate and decide whether the
result of the audit needs to be followed up and
Complaint Handling Procedure processed further through an audit investigation or
Handling process for complaint received are as follows: whether there is no need for a further investigation
process and will be stored as an archive.
1. Unit or Consultant/Third Party appointed as the
party responsible for receiving complaint in the 7. If it is decided to carry out an audit investigation
whistleblowing system monitor complaint received process that does not require the assistance of
from all existing complaint channels. an independent party, Audit Committee and/or
SVP Internal Audit can make a letter requesting an
2. The complaint received are reviewed and verified to
internal investigation to the President Director, who
ensure that the complaint meets the requirement
will then assign the Investigation Committee to carry
to be determined as a valid complaint and will be
out the investigation audit process and prepare an
followed up. Meanwhile, complaint that do not meet
Investigation Result Report.
the requirement is not processed and stored as
archive for the whistleblowing manager. 8. If it is decided to carry out an audit investigation
process that requires the assistance of an
3. For complaint that meet the requirement and will be
independent party, Audit Committee will request
processed further, they are sorted based on the level
approval from the Board of Commissioners. If the
of the complaint and submitted to:
Board of Commissioners approves, Audit Committee
a. The Board of Commissioners through Audit will select, appoint, and assign selected Consultant/
Committee, for complaint against one or more Independent Party to conduct audit investigation and
members of the Board of Directors of Telkom prepare Investigation Result Report.
(including the President Director), employees
on duty at Telkom’s Internal Audit Department
Investigation Process
or employee within the supporting organ of the
Board of Commissioners. As a follow-up to instruction from the President Director
b. President Director of Telkom through SVP to carry out the audit investigation process, accordingly,
Internal Audit, for all complaint against all Investigation Committee undertakes the following
TelkomGroup employees including member of actions:
the Board of Directors and/or Commissioners 1. Reviewing issue and the result of investigation into
of subsidiaries, except for Telkom Directors and complaint that require an investigation audit process.
Telkom employees who serve in the Internal Audit If the investigation process involves personnel and/
Department. or unit in subsidiary, Investigation Committee will
c. Ministry of SOE, for complaint against the Board report this to the Commissioners and Directors of the
of Commissioners. relevant subsidiaries.
ANNUAL REPORT 2025 363
Page 366
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
2. If an investigation is conducted on a subsidiary, an investigative team shall be formed to conduct the investigative
audit process within the authority established by applicable regulation. The investigation team may include
personnel from the subsidiary as needed.
3. Submitting the Investigation Result Report to the President Director and/or Audit Committee as material for
evaluating subsidiary management for follow-up to the next stage.
4. If expert assistance is required to carry out the audit investigation process, Investigation Committee may request
the President Director to process the appointment and assignment of a team of expert to assist in handling the
relevant audit investigation process.
Integrated WBS Handling Cooperation
Telkom along with 26 other State-Owned Enterprises and Corruption Eradication Commission (KPK) signed a Cooperation
Agreement (PKS) for Complaint Handling on March 2, 2021, which is outlined in the Cooperation Agreement between the
Corruption Eradication Commission and PT Telkom Indonesia (Persero) Tbk. Number: 84 of 2021/Number:K.TEL.06/
HK.810/TEL-000000002021 dated March 2, 2021 regarding Complaint Handling in Efforts to Eradicate Criminal Acts
of Corruption. This PKS aims to be an effort to eradicate criminal acts of corruption through the implementation of an
integrated WBS. The scope of this cooperation includes:
1. Formulation and/or strengthening of the internal rules for handling complaint.
2. Commitment to complaint handling management.
3. Handling complaint through application.
4. Coordination and joint activities for handling complaint.
5. Exchange of data and/or information.
Further discussion of WBS can be found in the Sustainability Report.
Result of Complaint Handling
Throughout 2025, Telkom received 53 complaints. Of these 53 complaints, 52 were worthy of follow-up with 5 were
proven, 13 were unproven, and 34 were in the process of being followed up. Of these 34 reports, 10 are still awaiting
additional data for further action.
Total Complaint Based on Category
Reporting Channel
Total in
Category Internet
E-mail PO Box Fax Hotline WhatsApp SMS 2025
Site
Accounting issues and internal 0 0 0 0 0 0 0 0
control over financial reporting
Audit issues 0 0 0 0 0 0 0 0
Violations of Capital Market law and 0 0 0 0 0 0 0 0
regulation related to the company's
operation
Violation of internal regulation 17 6 0 0 1 4 0 28
364 ANNUAL REPORT 2025
Page 367
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Reporting Channel
Total in
Category Internet
E-mail PO Box Fax Hotline WhatsApp SMS 2025
Site
Fraud and/or abuse of position 10 1 0 0 0 3 0 14
Uncommendable behavior 6 1 0 0 0 0 0 7
Gratification and bribery 1 0 0 0 0 0 1 2
Harassment 0 0 0 0 0 2 0 2
Total in 2025 34 8 0 0 1 9 1 53
Comparison of Complaint Handling with the Previous Year
Total
Description 2025 2024 2023 Remark
(Deloitte) (Deloitte) (Deloitte)
Total complaint 53 56 59 Complaint received
Qualified 52 46 28 Complaint worthy of action
Follow-up:
Closed (not proven/not fulfilled) 18 33 19 -
Additional data 10 12 9 -
Further studies according to the -
24 1 0
procedure
Transparency of Bad Governance Practices
The company is committed to implementing good corporate governance throughout 2025. This commitment is carried
out by the company through compliance with the requirements imposed on the company and operational activities
that do not engage in bad corporate governance practices.
No. Information Practice
1. Report on the company's activities that pollute the environment Zero
2. Non-compliance in fulfilling tax obligation Zero
3. Inconsistency between the presentation of Annual Report and Financial Statement with Zero
applicable regulation and Financial Accounting Standards (SAK)
4. Does not submitting legal case/case related to labor and employee Zero
5. Does not disclose an overview of the operating segment Zero
6. Annual Report file discrepancy Zero
ANNUAL REPORT 2025 365
Page 368
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Anti-Corruption
Policy
Telkom is committed to preventing and eradicating 2. Company Regulation PD.201.01/r.00/PS150/
corruption through the implementation of various COP-B0400000/2014 regarding Business Ethics in
national and international standards through three main TelkomGroup.
stages, namely setting policies, integrating them into 3. Regulation of the Board of Directors of Limited
business operational activities, and implementing anti- Liability Company (Persero) PT Telekomunikasi
corruption programs. Indonesia Tbk Number PD 622.00/r.00/HK200/
COP-C0000000/2022 regarding Ratification of the
Telkom’s various anti-corruption policies and programs
Decision of the Board of Commissioners Number 01/
are designed to identify, prevent, and address corrupt
KEP/DK/2022 regarding Policies and Procedures for
practices, including potential corruption across all
Handling Complaints (Whistleblowing System) Within
aspects of the business based on a comprehensive
TelkomGroup Environment.
risk assessment. Some examples of policies related to
anti-corruption include Integrity Pact, Business Ethics, 4. Regulation of the Director of Human Capital
LHKPN, Employee Discipline, and Gratification Control. Management of Limited Liability Company
(Persero) PT Telekomunikasi Indonesia Tbk Number
Telkom has implemented the ISO 37001:2016 standard P R . 2 0 9.0 5 /r .0 2 / H K 2 5 0 / C O P- A0 9 0 0 0 0 0 / 2 0 24
regarding Anti-Bribery Management System (SMAP) regarding Employee Discipline.
since 2020, which is equipped with ISO 37001:2016 5. Regulation of the Director of Human Capital
Anti-Bribery Management System manual document Management of Limited Liability Company
and 17 Procedures. All manuals and procedures cover (Persero) PT Telekomunikasi Indonesia Tbk Number
operational steps and controls to prevent, detect, and P R . 2 0 9.0 3 /r .0 2 / H K 2 7 0 / C O P- A 0 9 0 0 0 0 0 / 2 0 24
handle bribery and corruption cases, as well as ensuring regarding Obligation to Submit LHKPN within
the company avoids corrupt practices, kickbacks, TelkomGroup Environment.
bribery, fraud, and illegal gratification. In addition to
6. Regulation of the Director of Human Capital
SMAP, Telkom has implemented Corruption Prevention
Management of the Limited Liability Company
Guidelines (PANCEK) from Corruption Eradication
(Persero) PT Telekomunikasi Indonesia Tbk Number
Commission (KPK), whistleblowing, GCG principles, and
P R . 2 0 9.0 4 /r .0 2 / H K 2 7 0 / C O P- A 0 9 0 0 0 0 0 / 2 0 24
various anti-corruption policies. Telkom also actively
regarding Gratification Control.
participated in HAKORDIA (World Anti-Corruption
Day) 2025 by conducting outreach to all TelkomGroup 7. Resolution of the President Director of Limited
employees. Liability Company (Persero) PT Telekomunikasi
Indonesia Tbk Number SK 31/PS 170/
COP-A0900000/2025 regarding Organizational
Anti-Corruption, Kickbacks, Anti-
Structure of Anti-Bribery Management System.
Gratification, and Anti-Fraud Policy
8. Amendment to PKB No. KTel 02/HK800/TEL-
The following are Telkom’s internal policies related to 00000000/2024 dated February 13, 2024 between
anti-corruption: Company (Persero) PT Telekomunikasi Indonesia
Tbk and Employees Union of the Company (Persero)
1. Resolution of the Board of Directors of Limited Liability
PT Telekomunikasi Indonesia Tbk
Company (Persero) PT Telekomunikasi Indonesia
Tbk Number: KD.36/HK290/COP-D0053000/2009
regarding Integrity Pact.
366 ANNUAL REPORT 2025
Page 369
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Implementation Program and Procedure of Anti-Corruption, Kickbacks, Anti-
Gratification, and Anti-Fraud
To support the management of anti-corruption programs, such as the implementation of reporting, integrity pact
obligations, and awareness for the implementation of anti-corruption, kickbacks, anti-gratification, and anti-fraud,
Telkom uses the following platforms:
State Official Wealth Report (LHKPN) functions to prevent corruption by monitoring the wealth of
1. public official, as well as allowing public supervision of the asset of Commissioners, Directors and
Positions I, II and Commissioners and Directors of subsidiaries.
Implementation of Business Ethics certification and signing of the Integrity Pact carried out by all
2.
Directors and all employees as a form of commitment to the code of ethics applicable in the company.
Telkom also using digital platform owned by Corruption Eradication Commission (KPK) to report
3. the receipt of gratification and is integrated with KPK in accordance with applicable regulations to
prevent corruption, increase transparency, accountability, and build a culture of integrity.
PANCEK is a guide that contains measure to prevent corrupt crime. PANCEK is designed to assist
4. business entities in building a business environment that is free from corruption and has integrity by
inputting data into JAGA application.
Based on Letter of the Ministry of SOE No. S-17/S.MBU/02/2020 regarding ISO 37001 Certification
5. of Anti-Bribery Management System in SOE, it is required that all SOE must carry out ISO 37001:2016
SMAP certification before August 17, 2020.
Gratification 3. Forwarding the gratification report to KPK.
4. Reporting the recapitulation of report on acceptance
and rejection of gratification and proposed
Gratification Management Unit
gratification control policy to the head of Telkom.
There is a unit that is responsible for performing the 5. Submitting the result of managing report on the
function of helpdesk, supervision, management, and acceptance and rejection of gratification and
control of gratification at Telkom, namely Gratification proposed gratification control policy to the head of
Management Unit (UPG). UPG is determined through a Telkom.
decision from the Director in charge of human capital
6. Socializing the provision of gratification to internal
function. UPG has the following duties and authorities:
and external party.
1. Receiving, analyzing, and administering gratification
7. Carrying out the maintenance of gratification goods
report from the reporting party.
until the status of the goods is determined.
2. Receiving and administering refusal of gratification
8. Monitoring and evaluating in the context of
report, in the event that the reporting party report a
gratification control.
refusal of gratification.
9. Monitoring and evaluating report for each period
reported to the KPK.
ANNUAL REPORT 2025 367
Page 370
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Gratification Reporting Flow
10 business days The report was
• Acceptance and rejection of from the date the Gratification Control Unit forwarded to Corruption Eradication Commission
gratification gratification was • Verify gratification report document the KPK • Receives reports of gratification
The Board of • Report Telkom UPG via https:// accepted or rejected • Analyze gratification report • Requests data and information
Directors and myintegrity.telkom.co.id by • Follow up on gratification report in from the UPG/reporting party
Employees of filling out the form and uploading accordance with UPG • Analysis and determination of
Telkom supporting documents • Forward gratification report to the status
Indonesia • Submit the employee report KPK via https://gol.kpk.go.id (if • Status on myintegrity: Forwarded
• Report under review (verification necessary) to the KPK
process)
If the amount The report was myintegrity report gol.kpk.go.id - 30
exceeds 10 followed up by status: being followed business days
business day, Telkom UPG up by UPG from the date of full
the reporter may verification
directly report the
gratification to Gratification Control Unit
https://gol.kpk. Informs the reporter of the status and
go.id disposition of the gratification via a
notification e-mail.
Status on myintegrity app:
Completed
Directors/Employees KPK Determination Letter
Receive the notification regarding the (submitted to UPG)
reporting of gratification via an e-mail • Proceeds are remitted to the State To be submitted
sent by the Chair of the Telkom UPG • Proceeds are utilized by the whistleblower within 7 business
days of the
issuance of the
KPK’s decision
Gratification Control Unit
Ministry of State
Finance of the Treasury
Republic of Account
Indonesia
Gratification Report for 2025
Gratification Background
Gratification handling is carried out by Gratification
Control Unit (UPG). Report can be submitted by organic • Regulation of the Corruption Eradication Commission
and non-organic employees through myintegrity.telkom. No. 2 of 2019 regarding the Reporting of Gratuities, dated
November 5, 2019.
co.id application on gratification report page. If needed,
• Regulation of the Director of Human Capital
the report received by UPG will be followed by KPK Management of the State-Owned Enterprise (Persero)
through gol.kpk.go.go.id. PT Telekomunikasi Indonesia Tbk No. PR.209.04/r.02/
HK270/COP-A4000000/2024 regarding the Control of
LHKPN Gratuities, dated December 31, 2024.
LHKPN Guidelines
Initial Report upon Appointment
1. Regulation of the Corruption Eradication Commission
Number 7 of 2016 regarding Procedures for
Registration, Announcement, and Inspection of Assets
of State Administrator has been amended through 12
100% reporting
100%
The report has
Regulation of the Corruption Eradication Commission to UPG been followed up
Number 2 of 2020 and subsequently a second
amendment was made through Regulation of the
Corruption Eradication Commission Number 3 of 2024.
UPG has followed up on KPK has followed up
5 reports via MyIntegrity app on 7 reports
368 ANNUAL REPORT 2025
Page 371
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
2. Circular Letter of the Minister of State-Owned Enterprises Number: SE-12/MBU/10/2021 dated October 5, 2021 regarding
Obligation to Submit State Official Wealth Report (LHKPN) for Official in State-Owned Enterprises, stipulates that the
Board of Directors of State-Owned Enterprises (SOE) must appoint official one level below the Board of Directors who
are required to submit LHKPN and enforce the obligation to submit LKHPN to the Board of Directors and Board of
Commissioners of subsidiaries/affiliated companies consolidated with SOE.
3. Regulation of the Director of Human Capital Management of the Company (Persero) PT Telekomunikasi Indonesia
Tbk Number: PR.209.05/r.02/HK250/COP-A0900000/2024 dated August 9, 2024 regarding Employee Discipline.
4. Regulation of the Director of Human Capital Management Number PR. 209.03/r.02/PS000/COP-A4000000/2024
dated December 31, 2024 regarding Obligation to Submit the State Official Wealth Report within TelkomGroup.
2025 LHKPN Background
• Law of the Republic of Indonesia No. 16 of 2025 on the Fourth Amendment to Law No. 19 of 2003 on State-Owned Enterprises, one
of the substantive changes of which is the repeal of Article 9G, which stipulates that members of the Board of Directors, Board of
Commissioners, and supervisory board of a State-Owned Enterprises are not considered government officials.
• KPK Regulation No. 03/2024 on the Second Amendment to Commission for the Eradication of Corruption Regulation No. 07 of
2016 regarding Procedures for the Registration, Disclosure, and Examination of Assets of Public Officials.
• Circular Letter of the Minister of State-Owned Enterprises of the Republic of Indonesia No. SE-12/MBU/10/2021 dated
October 5, 2021 regarding Obligation to Submit Asset Disclosure Reports (LHKPN) for Officials within State-Owned Enterprises.
• Circular Letter of the Chairman of KPK No. 17 of 2025 dated November 7, 2025 regarding Mandatory Reporting Requirements for
the LHKPN.
• Regulation of the Director of Human Capital Management of the State-Owned Enterprises (Persero) PT Telekomunikasi Indonesia
Tbk No. PR.209.03/r.02/HK270/COP-A0900000/2024 regarding Reporting Obligations of Public Officials Regarding Their Assets
within TelkomGroup.
2025 Report of the Board of Commissioners
2025 Annual Report
and Board of Directors of TelkomGroup
100% 902
Mandatory Reporting
100% 74
Mandatory Reporting
2025 LHKPN Targets Dates Subsidiaries
Implementation of the 2025 Periodic January 1 – April 11, 2025. • Telkomsat • Sigma • Telkom Akses
LHKPN involving 902 Mandatory • Telkom Metra • Telkomsel • Metranet
Reporting. • GSD • Dayamitra • PINS
Reporting Period
• Telin • Telkom Infra • Telkom Data Ekosistem
The following are Mandatory January 1 – December 31, 2024.
Reporting to LHKPN:
• Telkom’s Board of Commissioners.
• Telkom’s Board of Directors.
• BP I and II.
Initial Report upon Appointment of the Board
of Commissioners and the Board of Directors
8 6
Commissioners Directors
100% (8 of 8
Mandatory Reporting)
100% (4 of 9
Mandatory Reporting)
Initial LKHPN Report upon Appointment
• All 8 members of the Board of Commissioners of Telkom Indonesia (100%) have submitted their LHKPN reports.
• LHKPN reports from the Board of Directors of Telkom Indonesia:
- 6 members of the Board of Directors (67%) have submitted their LHKPN reports upon appointment.
- 3 members of the Board of Directors have not yet submitted their LKHPN report upon appointment.
ANNUAL REPORT 2025 369
Page 372
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
Mandatory Reporting and LKHPN Management Reporting
TelkomGroup officials and employees who are required to report LHKPN annually are:
1. Member of the Board of Commissioners of Telkom.
2. Member of the Board of Directors of Telkom.
3. Member of the Board of Commissioners of affiliated subsidiaries consolidated with Telkom (EDLT).
4. Member of the Board of Directors of affiliated subsidiaries consolidated with Telkom (EDLT).
5. Telkom employees Band Position I and II including talent mobility in employees and talent mobility out employees.
6. Contract employees who occupy positions are required to report.
To support the orderly implementation of LHKPN reporting, Telkom has a unit appointed by the Board of Directors to
manage Official Wealth Report within TelkomGroup. Manager of Official Wealth Report is responsible for:
1. Become a partner of KPK in managing LHKPN within TelkomGroup.
2. Coordinate with KPK regarding changes in regulation on the management of LHKPN in TelkomGroup.
3. Provide notification to LHKPN reporting obligation regarding the obligation to submit LHKPN.
4. Register new employees who are required to report using KPK application.
5. Provide assistance in filling out LHKPN.
6. Monitor compliance with mandatory reporting requirement in submitting LHPKN through KPK application.
7. Provide data and information regarding changes in position from mandatory reporting to KPK.
8. Perform update or adjustment to company data affiliated and consolidated with TelkomGroup.
Socialization of LHKPN
To ensure that LHKPN reporting at Telkom is carried out in an orderly manner and in accordance with applicable regulation,
Telkom provides periodic LHKPN filing notifications during LHKPN submission period. In addition to official memo to
mandatory reporting party, socialization regarding the 2025 LHKPN filing process is also being conducted:
370 ANNUAL REPORT 2025
Page 373
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Training and Socialization Program for Prevention of Corruption, Kickbacks,
Gratification, and Fraud in the Company Environment
Telkom has conducted training and outreach programs for all employees to support the prevention of corruption,
kickbacks, gratification, and fraud within the company. Outreach programs implemented by Telkom throughout 2025
include:
January February March April
• Socialization of Consequences of Gratification Implementation of the Anti- Speaking Up
Implementation of the LHKPN Gratification Policy During is Great
• Education on Gratification the Holy Month
May June July August
Untold Stories X Untold Stories X • Training on Compensation Gratification Education
“Facilities Don’t “Playing for Two Teams, Policies at Telkom “Recognize the Signs,
Mean Unlimited” Facing Penalties” • Implementation of SMAP Avoid the Risks”
September October November December
Guide to Preventing Corruption Anti-Bribery and Application of Socialization of
from KPK Anti-Corruption Movement the 4 NO’s Principles HAKORDIA
ANNUAL REPORT 2025 371
Page 374
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
The training programs carried out by Telkom during 2025 Insider Trading Policy
include:
1. Conducting training and understanding of Business Regarding insider trading, TelkomGroup has regulated
Ethics as well as signing the annual Integrity Pact this in several policies, including the following:
which is required for all employees. 1. Resolution of the Board of Directors of the Limited
2. Holding awareness training of ISO 37001:2016 Anti- Liability Company (Persero) PT Telekomunikasi
Bribery Management System (SMAP) by expert to the Indonesia Tbk Number: KD.36/HK290/
scope team and FKAP Committee. COP-D0053000/2009 regarding Integrity Pact.
3. Extending Lead Auditor certificate of ISO 37001:2016 2. Company Regulation PD.201.01/r.00/PS150/
Anti-Bribery Management System (SMAP) through COP-B0400000/2014 regarding Business Ethics in
an external institution Professional Evaluation and TelkomGroup Environment.
Certification Board to the certificate owner. 3. Regulation of the Director of Human Capital
4. Completing e-learning training of SNI ISO 37001:2016 Management of Limited Liability Company
Anti-Bribery Management System (SMAP). (Persero) PT Telekomunikasi Indonesia Tbk Number
P R . 2 0 9.0 5 /r .0 2 / H K 2 5 0 / C O P- A0 9 0 0 0 0 0 / 2 0 24
5. Conducting Internal Auditor training of ISO 19011:2018
regarding Employee Discipline.
for new personnel within the certification scope
of Anti-Bribery Management System and FKAP 4. Regulation of the Director of Finance and Risk
Committee. Management Number PR.705.02/r.00/HK270/COP-
KOF00000/2024 regarding Insider Trading (Insider
6. Conducting internal audit of ISO 37001:2016 Anti-
Trading policy).
Bribery Management System.
7. Conducting e-learning on Strengthening Integrity In Insider Trading policy, the company defines insider
for all Telkom employees which contains various trading as securities transactions of issuers or public
materials including Business Ethics, Corporate companies conducted by insiders. The criteria for
Culture, Respectful Workplace, LHKPN, Gratification, insiders as stipulated in Insider Trading policy are:
SMAP, and Employee Discipline. 1. Commissioner, Director, or employee of issuer or
8. Conducting external surveillance audit II for ISO public company.
37001:2016 Anti-Bribery Management System. 2. Major shareholder of issuer or public company.
9. Holding a program to commemorate World Anti- 3. A party who, due to their position, profession, and/
Corruption Day (HAKORDIA) in TelkomGroup or business relationship with the issuer or public
environment. company, is in a position to obtain insider information.
Through this socialization and training program, it is 4. A party that within the last 6 (six) months is no longer
hope that it will create a conducive working environment a party as referred to in point 1, 2, and 3.
in TelkomGroup and free from corruption practice.
Furthermore, Insider Trading policy prohibits insiders
from tipping or providing information about issuers
or public companies or other companies that conduct
transactions with Telkom to other parties.
372 ANNUAL REPORT 2025
Page 375
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
In addition, the company also enforces a Blackout Period, 2. PD.302.00/r.00/HK240/COP-K0E00000/2024 dated
during which insiders are prohibited from: October 29, 2024 regarding Logistics Management.
1. Conducting corporate securities transactions to obtain 3. PR.301.08/r.07/HK240/COP-K0700000/2023 dated
personal gain. November 24, 2023 regarding Guidelines for Procurement
2. Conducting securities transactions of issuers or public Implementation.
companies or other companies that are conducting 4. PR.301.09/r.01/HK240/COP-K0700000/2023 dated
transactions with Telkom. December 8, 2023 regarding Guidelines for Implementing
3. Using insider information to request another party Procurement Synergy and Strategic Sourcing of
to conduct a transaction involving the company’s TelkomGroup.
securities.
The scope of the goods and/or services procurement
The implementation of Insider Trading policy by Telkom is policy at Telkom regulates the goods and/or services
a preventive measure to avoid Insider Trading practices procurement mechanism, including planning,
within TelkomGroup, as well as to ensure that all activities implementation, document, acceptance, and reporting.
of TelkomGroup employees are in accordance with the
principles of good corporate governance, particularly in General Provisions for Procurement
relation to integrity and transparency. of Goods and/or Services in Telkom
Goods and/or Services Procurement The implementation of goods and/or services
procurement in Telkom is guided by the principles of
Policy Good Corporate Governance as follows:
Telkom has established several policies that serve as 1. Efficient, means that the procurement of goods and/
guidelines in the implementation of procurement of or services must endeavor to obtain the optimal and
goods and/or services. The policy set by the company best result in a short time by using the maximum
refers to Regulation of the Minister of State-Owned possible funds and capabilities reasonably and not
Enterprises No. PER-2/MBU/03/2023 regarding only based on the lowest price, except strategic
Guidelines for Governance and Significant Corporate procurement of goods and/or services that have
Activities of State-Owned Enterprises. significant value, but a total cost of ownership
approach can also be taken.
Telkom’s Goods and/or Services Procurement policy
includes:
1. PD.301.00/r.02/HK240/COP-K0700000/2022 dated April
6, 2022 regarding Procurement Synergy and Strategic
Sourcing of TelkomGroup.
ANNUAL REPORT 2025 373
Page 376
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
2. Effective, means that the procurement of goods 7. Accountable, means that the procurement of
and/or services must be in accordance with the goods and/or services must achieve target and be
predetermined needs and provide benefit in accountable, thus avoiding potential abuse and
accordance with the specified object. irregularities.
3. Competitive, means that the procurement of goods
TelkomGroup’s procurement of goods and services
and/or services must be open to providers who
can be conducted through auction, direct selection,
meet the requirement and carried out through
or direct appointment, for both construction and non-
fair competition among equal providers and meet
construction work, conducted using e-Auction or Manual
specific requirement/criteria based on provision and
Auction application. The company prioritizes the use
transparent procedure.
of domestic product and the empowerment of micro
4. Transparent, means that all provisions and and small businesses, provided the quality, price, and
information regarding the procurement of goods and/ objectives are accountable.
or services, including the technical requirement of
procurement administration, evaluation procedure, Telkom is committed to implementing ISO 37001:2016
evaluation result, and determination of prospective standard regarding Anti-Bribery Management System
provider, must be open to provider participant that (SMAP), so in the implementation of procurement of
interested. goods and services within TelkomGroup environment
there is an obligation to sign an Integrity Pact.
5. Fair and reasonable, means that in the implementation
of goods and/or services procurement, Telkom
provides equal treatment for all qualified prospective
provider.
6. Open, means that the procurement of goods and/or
services can be participated by all qualified provider.
Information Regarding
Administrative Sanctions
Throughout 2025, no administrative sanctions were imposed on Telkom, members of the Board of Commissioners,
and/or the Board of Directors, by OJK and other authorities.
374 ANNUAL REPORT 2025
Page 377
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Information Access and
Company’s Data to Public
Telkom provides easy access to information for career development opportunities, and products.
stakeholders to establish good relationships with all Telkom’s reports, including the Annual Report,
stakeholders and fulfill the provision of Regulation of Financial Statements, Sustainability Report, and
the Financial Service Authority No. 31/POJK.04/2015 other reports, are also accessible on the website.
regarding Disclosure of Material Information and Facts 4. Information and Documentation Management
by Issuers or Public Companies. Telkom provides several Officer (PPID)
approaches and media as communication channels,
PPID manages Telkom’s public information disclosure
namely:
and is responsible for storing, documenting,
1. General Meeting of Shareholders (GMS) providing, and/or servicing public information.
GMS is a media for Telkom to convey information PPID provides accurate and accountable public
related to the company’s performance to information through fast, timely, and simple public
shareholders. Shareholders can participate in information services to fulfill the right of public
strategic decision making, for the betterment of the information applicants in accordance with statutory
company. provisions.
2. Media Telkom has an E-PPID channel which is an online
Throughout 2025, Telkom made news release and service for public information requests and as a
sent them to the mass media to disseminate company form of implementation of information disclosure
information to stakeholders. in TelkomGroup. E-PPID utilizes information and
communication technology to support public
3. Website
information management, which can be accessed on
Telkom’s website, www.telkom.co.id, is available the Telkom website through PPID menu or through
in both Indonesian and English. Stakeholders can the page https://eppid.telkom.co.id.
access the latest information on Telkom’s profile,
GCG practices, CSR program implementation, job and
ANNUAL REPORT 2025 375
Page 378
Telkom Highlights Management Reports About Telkom
Management Discussion
and Analysis
05 Corporate
Governance
5. Meeting with Analyst and Investor
Telkom regularly holds meetings with analyst and investor as a means of providing information on the company’s
performance and prospects, as well as providing the latest information on the telecommunication industry in general.
6. Contact via E-mail
Stakeholders can also communicate via e-mail. Customers can use the e-mail address customercare@telkom.co.id,
while investors can use the e-mail address investor@telkom.co.id.
7. Internal Media
Telkom has various internal media, namely TelkomGroup Portal as a medium for information, education, and
socialization for all employees, and Diarium which is the social media for TelkomGroup employees in the internal
scope.
8. Social Media
As the digital era continues to develop, Telkom is using various social and digital media that can reach stakeholders
and the wider community, as well as making it easier for the company to communicate with the millennial generation.
@TelkomIndonesia Telkom Indonesia @telkomindonesia Telkom Indonesia Official @telkomindonesia
146,500 530,000 705,758 658,000 122,200
followers followers followers subscribers followers
Remark:
Data as of December 31, 2025.
376 ANNUAL REPORT 2025
Page 379
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Special Assignments
As a state-owned enterprise playing a strategic role in Telkom not only contributes to building an integrated,
national development, PT Telkom Indonesia (Persero) reliable, and secure digital procurement platform, but also
Tbk has been tasked by the government with supporting ensures the effective delivery of information to support
the acceleration of digital transformation in the public a more transparent, adaptive, and efficient government
sector. This mandate is being carried out as part of the procurement process.
Company’s contribution to strengthening government
This digital transformation of national procurement is
governance to make it more efficient, transparent, and
being realized through the development of INAPROC, a
accountable through the use of digital technology.
digital ecosystem that integrates various government
One of the Company’s assignments is to support the procurement systems into a single, unified service. This
digital transformation of the government goods and ecosystem encompasses key applications such as Sistem
services procurement system through the development Pengadaan Secara Elektronik (SPSE), Sistem Informasi
of the GovTech Procurement ecosystem in collaboration Rencana Umum Pengadaan (SIRUP), Katalog Elektronik
with the Government Goods and Services Procurement (e-Catalog), e-Purchasing platform, Sistem Informasi
Policy Agency (LKPP). This initiative plays a vital role in Kinerja Penyedia (SIKAP), and various other supporting
supporting the national development agenda, which applications that facilitate supplier data management,
emphasizes efficient management of the state budget, document security, and user support services. Through
increased transparency, and the promotion of domestic the integration and optimization of systems within
products and the involvement of SMEs in government INAPROC ecosystem, particularly through the enhanced
procurement. use of the SPSE system, supported by the centralization
policy of the Electronic Procurement Service (LPSE),
This mandate is grounded in various government
government procurement processes are being driven
policies, including Presidential Instruction No. 2 of 2022
toward greater standardization, transparency, and proper
regarding the acceleration of increased use of domestic
documentation, while simultaneously improving the
products and the empowerment of SMEs in government
efficiency and quality of national spending. Initiatives
procurement, as well as Presidential Regulation No. 17
within this ecosystem also have a direct impact on the
of 2023, which regulates the reform of the electronic
optimization of the government budget, with projected
procurement system. In addition, Regulation of Minister of
savings of up to Rp315 billion by 2026.
Finance No. 117 of 2023 establishes the tariff mechanism
and types of non-tax state revenue (PNBP) related to the The use of digital technology within INAPROC ecosystem
implementation of the procurement system. provides various strategic benefits for the government,
including improving the efficiency of procurement
In carrying out this assignment, Telkom plays a role in
process, enhancing the transparency of transaction data,
providing infrastructure and developing a comprehensive
and strengthening the security of digital system. The
digital government procurement system. The scope of the
entire procurement process is conducted electronically
Company’s role includes funding, planning, construction,
with high system availability and adequate digital
development, integration, operation, and maintenance
security protection, including measures to address
of the electronic procurement system and its various
various potential cyber threats. Additionally, the platform
supporting systems, as well as implementing socialization,
is beginning to adopt artificial intelligence technology
communication, and publication of information related to
to support more effective monitoring, transaction
various system or service updates to stakeholders. Thus,
verification, and procurement oversight.
ANNUAL REPORT 2025 377
Page 380
378
06. ANNUAL REPORT 2025
Page 381
PT TELKOM INDONESIA (PERSERO) Tbk Corporate Social Responsibility and Environment ANNUAL REPORT 2025 379
Page 382
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
Brief Summary of Corporate Social
Responsibility and Environment
Telkom Indonesia implements its Social and Access to the 2025 Sustainability Report:
Environmental Responsibility (SER) or Corporate
Social Responsibility (CSR) as an integral part of its
good corporate governance practices, balancing
business value creation with sustainable contributions
to society and the environment. This commitment is
realized through SER management that is oriented
towards stakeholders, environmental protection,
and sustainable social welfare improvement. The As a SOE, Telkom also implements CSR based on
implementation and reporting of Telkom’s CSR refer to the Regulation of the Minister of State-Owned
internationally recognized standards and frameworks, Enterprises Number PER-1/MBU/03/2023 concerning
including the Global Reporting Initiative (GRI), ISO 26000 Special Assignments and Social and Environmental
Guidance on Social Responsibility, and the Sustainable Responsibility Programs of State-Owned Enterprises,
Development Goals (SDGs). This approach ensures which revokes and replaces the Regulation of the
that every CSR initiative is carried out in a measurable, Minister of State-Owned Enterprises Number PER-05/
accountable manner and is in line with national and MBU/04/ 2021 concerning Social and Environmental
global development agendas. Responsibility Programs of State-Owned Enterprises as
amended by Regulation of the Minister of State-Owned
Telkom discloses information on the implementation of
Enterprises Number PER-6/MBU/09/2022 concerning
CSR in a separate Sustainability Report, in accordance
Amendments to Regulation of the Minister of State-
with SEOJK No. 16/POJK.04/2021 concerning the Form
Owned Enterprises Number PER-05/MBU/04/2021
and Content of Annual Reports of Issuers or Public
concerning Social and Environmental Responsibility
Companies, with the basis for preparation based on
Programs of State-Owned Enterprises. Article 33 of
OJK Regulation No. 51/POJK.03/2017 concerning the
PM BUMN PER-1/2023 stipulates that financial reports
Implementation of Sustainable Finance for Financial
and the implementation of the CSR SOE Program must
Services Institutions, Issuers, and Public Companies.
be reported in Periodic Reports and Annual Reports.
Telkom presents the implementation report of the CSR
Program in the Annual Report under the sub-chapter
“Report on the Implementation of the Company’s Social
and Environmental Responsibility Program,” while the
CSR Financial Report is presented in the appendix to this
Annual Report, namely the Financial Report on the MSME
Funding Program.
380 ANNUAL REPORT 2025
Page 383
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Corporate Social Responsibility and Environment
Program Implementation Report
Social and Environmental 4. Regulation of the Director of Human Capital
Management of State-Owned Enterprise (Persero)
Responsibility Commitments PT Telekomunikasi Indonesia Tbk Number:
and Policies PR.703.01/r.01/HK200/SRC-A1000000/ 2024 regarding
Guidelines for the Operational Implementation of the
Telkom’s Board of Directors ensures the implementation
Social and Environmental Responsibility Program;
and supervision of sustainable practices in the CSR
5. Regulation of the Director of Human Capital
program with the aim of providing benefits for economic
Management of PT Telekomunikasi Indonesia
development, social development, environmental
Tbk (Persero) Number: PR.202.60/r.03/HK200/
development, and legal and governance development for
COP-A2000000/2021 dated February 29, 2024
the Company; Contributing to the creation of added value
regarding the Social Responsibility Center
for the Company with integrated, targeted, and measurable
Organization;
principles that are accountable; Fostering micro and
small businesses to be more resilient and independent, 6. Regulation of the Director of Human Capital
as well as the communities surrounding the Company; Management of PT Telekomunikasi Indonesia Tbk
and Aligning the TelkomGroup’s ESG strategic directions Number: PR.301.01/r.00/HK200/CDC-A1000000/2022
with the integration of the CSR & SDG Program in order to dated March 30, 2022 regarding Social and
increase value co-creation efforts. Environmental Responsibility.
The legal basis for the implementation of the CSR Program
CSR Program Sustainability
activities are:
Strategy Framework
1. Regulation of the Minister of State-Owned Enterprises
Number: PER-1/MBU/03/2023 regarding Special Telkom’s Corporate Social and Environmental
Assignments and State-Owned Enterprises’ Social and Responsibility (CSER) program sustainability strategy is
Environmental Responsibility Programs dated March designed through the SUSTAIN framework, which serves
26, 2023; as the foundation for ensuring that every corporate social
2. Decision of the Board of Commissioners of program not only provides short-term benefits but also
PT Telekomunikasi Indonesia Tbk (Persero) Number: creates a sustainable impact on society, the environment,
17/KEP/DK/2024/RHS dated December 5, 2024 and economic growth. This framework was developed
regarding Approval of the 2025 Work Plan and Budget by integrating Environmental, Social, and Governance
(RKAP) of PT Telekomunikasi Indonesia Tbk (Persero); (ESG) principles and contributions toward achieving the
3. Regulation of the Board of Directors of Sustainable Development Goals (SDGs), while adhering
PT Telekomunikasi Indonesia Tbk Number: to the principles of Good Corporate Governance (GCG) in
PD.703.00/r.01/HK200/CDC-A1000000/2023 dated accordance with ISO 26000 (on Social and Environmental
November 24, 2023 regarding the Social and Responsibility) as part of Telkom’s commitment to
Environmental Responsibility Program; supporting sustainable development.
ANNUAL REPORT 2025 381
Page 384
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
CSR Program Planning 2025
ENVIRONMENT PILLAR SOCIAL & ECONOMIC PILLAR GOVERNANCE PILLAR
GHG Emission | Reduction Waste Inclusive Opportunity | Economic Growth Accountability & Reporting
Addressing Climate Change
Setup Sustainable Uplift Impactful Strengthen MSME Transform Effective
Key Driver
Net Zero Initiatives Social Empowerment Digital Capacity TJSL Governance
Impactful TJSL and CARBON OFFSET INCLUSIVE DIGITAL LITERATION DRIVING DIGITAL MSME GROWTH Uplift TJSL Cycle Management
Creating Shared Value
Carbon Stocks creation through Creating Inclusive digital society Accelerating MSME Digital GOVERNANCE & COMPLIANCE
(PER-1/MBU/03/2023,
• Mangrove planting, by initiating: Capacity development, aligning
POJK No. 51/ • Leadership and Communication
reforestation, & coral • Digital Skill for Woman with corporate’s business strategy
POJK.03/2017, ISO 26000) • Risks-based TJSL Strategy
conservation • Digital Skill for Disabilities based on MSE journey
• Renewable Energy initiatives and enhancing Quality Digital • Internal Process Assessment
• Electronical and Community Education initiattives: Stage Program • Audit Supervision
Waste Management • Digital Learning School • Alignment of CSV Strategy and
ESG
Initial Set Up Basic entrepreneurial &
• Water Provision Action • Digital Skill for Vocational standardization Execution*
• Sociodigipreneurship
CLIMATE CHANGE ACTION REPORTING MGT
• Teacher Certification Capacity Develop MSE capability with
ESG Standard (SASB Tech Action on mitigating climate Building digitalization
• Digiheroes: Digital Awareness • Monitoring and Review
& Comm), IFRS S-1, S-2 change through
REDUCE INEQUALITIES Scaling Leverage access to online • MSOE TJSL Report Data Filling
• Climate Change Adaptation market
using Green Apps • Integrated Food Security • Annual Report TJSL Submission
• Biodiversity Empowerment • Stunting Prevention & Intervention Mature Open up access to • SR/ESG Report Disclosure
international market
• Community Climate Action • Desa Binaan
Contributing to
2030 SDGs
MANAGING BENEFICIARY COMMUNITIES
Corporate Strategy
Amplify TJSL Branding & Communication Intensify TJSL Operational Excellence Nurture Collaborative Innovation Culture
& Direction
(CSS, Master Plan
Promoting the effective communication of Telkom’s Strengthening TJSL program management Fostering a culture of collaborative innovation in
Sustainability ,
TJSL program to strengthen shared value to encompassing excellent people, process and platform TJSL program management to continuously create
FU HCM)
stakeholders development sustainable value, e.g: Telkom Employee Social Activity
The details of the main program are as follows:
1. Sustainable Net Zero Initiatives, which are initiatives to implement climate action-based environmental programs
through the creation of carbon sinks to encourage the reduction and compensation of carbon emissions resulting
from company operations through carbon offset schemes.
The carbon stock enhancement initiative comprises five programs: green and blue carbon actions, renewable
energy, green communities, waste management, and water provision and conservation, as illustrated in the following
framework:
CARBON OFFSETTING & BIODIVERSITY INITIATIVES
Green & Blue Carbon Water Provision
Renewable Energy Green Communities Waste Management
Action And Conservation
Reforestation (reforestation) The use of renewable energy to Mobilizing the community to Reducing potential carbon Reducing potential carbon emissions
programs and environmental reduce the use of fossil fuels reduce potential carbon emissions emissions through more efficient through efficient and environmentally
conservation programs to in society and environmentally friendly friendly management of clean water
absorb carbon waste management infrastructure
Green Carbon Action Installation of Community engagement Integrated, • Providing
Forest Reforestation on Renewable Energy to support environmental Environmentally Environmentally
Critical Lands Power Plants conservation through Friendly Domestic Friendly Clean Water
for lighting and education and concrete actions Waste Management and Sanitation
Mission Statement
productive activities in aimed at achieving the SDGs. Facilities
Increasing Carbon Sequestration Mission Statement
the community Mission Statement • Conservation of Raw
in Forest Conservation Areas Reducing the amount of Water Sources
Mission Statement Increasing the Proportion of unmanaged waste
the Population Educated About Mission Statement
Reducing the Ratio of Fossil Climate Change Enhancing Community
Blue Carbon Action Reducing the use of fossil fuels in
Fuel Use Self-Reliance Through
Marine Ecosystem water supply
Initiatives to support the Development of a
Restoration in Coastal Increasing the Income of
employee social activities Circular Economy Increasing the percentage of
Areas Communities Using PLTEBT
Facilities through the Employee households with access to
1) Planting Mangroves,
clean water
Seagrass, and Seaweed Enhancing a Company’s
Volunteering Program
2) Coral Reef Potential for Carbon Offsetting
Transplantation Mission Statement
Mission Statement Increasing Employee
Participation in Social Activities
Enhancing Carbon Sequestration Utilization of Biogas
in Marine and Coastal from Community
Conservation Areas Waste Treatment Climate Change Actions
trough Green Apps
Mission Statement Development
Biodiversity
Conservation Reducing the Potential for Mission Statement
Wildlife Conservation/ Livestock and Domestic Waste
Leveraging Corporate Expertise
Rewilding Increasing Community Income to Drive Climate Action
Through the Circular Economy
Mission Statement
Enhancing a Company’s An initiative to manage electronic waste by refurbishing devices for
Improving the Biodiversity Index
Potential for Carbon Offsetting educational purposes and processing waste in collaboration with
in the Intervention Area
accredited partners.
382 ANNUAL REPORT 2025
Page 385
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
2. Uplift Impactful Social Empowerment, which encourages the realization of inclusive education and a good quality
of healthy life to support a prosperous and competitive nation, through digital infrastructure support and inclusive
digital talent education to support the improvement of national digital literacy.
Education programs are a priority under social initiatives. The framework for education programs includes digital
competency, digital literacy, and digital education, as shown in the figure below.
DIGITAL COMPETENCY DIGITAL LITERATION DIGITAL EDUCATION
Enhancing students’ and teachers’ digital skills and Improving digital literacy among the public, particularly Improving the quality of teaching and learning in
competencies1 through training and digital competency students and people with disabilities, and reducing the schools through the provision of digital educational
certification potential for internet misuse2 infrastructure3
TEACHER CERTIFICATION CYBERHEROES DIGITAL LEARNING SCHOOL
• Teacher Competency Training/ • Training on safe internet use • Improving the quality of learning
Certification for students and parents, in formal education institutions
• Web-based learning (materials supported by Pijar through the utilization and increased
and practice tests) for teacher • Cybersecurity awareness use of the Learning Management
competency exams training/seminar System (PIJAR), along with the
• Manage communities, e.g., provision of devices and network
Competitions, e.g., Online infrastructure
Practice Tests • Digital Data Donation for School
Mission Statement Mission Statement Mission Statement
Reducing the Number of Cases of Negative Internet
Improving Teachers’ Well-being and Skills Improvement in the Classroom Learning Quality Index
Use Among School Students and the General Public
Increase in the Number of Schools in 3T Areas with Access
Increasing the Ratio of UKG-Certified Teachers
to the Internet and Digital Learning
DIGITAL SKILL FOR VOCATIONAL DIGITAL INCLUSION
• Vocational Training and Certification • Digital skills for people with
Program for Students disabilities (e.g., the deaf, the
• Manage Communities: DigiUp physically disabled)
Competition • Digital skills for Women
• Socio-Digipreneurship Incubation • Manage communities,
• Synergy between the Magenta/ e.g., teacher and student
Digistar Programs competitions via i-Chat
Mission Statement Mission Statement
Improving Students’ Digital Proficiency Index Promoting the Independence of People with Disabilities
and Vulnerable Groups
Enhancing Industry Skills for Students
Improving the Digital Literacy Index for People with
Disabilities and Vulnerable Groups
3. Strengthen Excellent MSME Digital Capacity, yaitu namely increasing the capacity of Micro and Small Enterprises
(MSEs) through the provision of access to financial services, increasing capabilities and access to national and
international markets to expand employment, increase labor productivity, and encourage economic growth.
The SME development framework is designed as an ecosystem-based approach focused on the sustainable
transformation of SME capabilities. Through the stages of Go Modern, Go Digital, Go Online, and Go Global, SMEs are
nurtured progressively according to their business maturity level, ranging from strengthening business foundations,
adopting digital technology, expanding market access, to achieving export readiness. This approach ensures
relevant, measurable, and impactful capacity-building interventions supported by competent mentors, a structured
curriculum, and the network of Rumah BUMN and Telkom infrastructure across various regions. The UMK Hub platform
strengthens implementation and data-driven monitoring and evaluation systems.
ANNUAL REPORT 2025 383
Page 386
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
The implementation of this framework drives the advancement of SMEs, contributes to SDG 8, and represents a
Creating Shared Value initiative through the strengthening of the local economy in alignment with the development of
Telkom’s digital business ecosystem.
SME DEVELOPMENT PAIN POINTS MSE HUB: INTEGRATION OF MSE DEVELOPMENT ECOSYSTEM ELEMENTS OUTCOME/IMPACT
“MSE Hub bridges the MSE development ecosystem and MSE developers accelerate MSE MSE UPGRADED LEVEL
The majority of Pain Points in SME growth towards resilient and independent MSE”
development in Indonesia can be MSE experienced growth in terms
summarized as follows of turnover, production volume, and
PROCESS number of employees.
1. How to ensure that MSE
development can be SDG/TPB8
monitored properly and GO MODERN GO DIGITAL GO ONLINE GO GLOBAL
accurately? • Percentage of MSMEs accessing
• Business • Business Social • Digital Marketing • Advanced Export financial services
Management Media Training Training Training • Proportion of informal
Training • Digital Marketing • Marketplace • Business Matching employment, by sector and gender
2. How to ensure that there is • Branding Training (Intermediate), Optimization and with Global Partners • Average wage/hour worked
no duplication of coaching • Packaging Training Apps, and Management • Export Legality
for the same MSE? • Product Connectivity Training, and Registration
Standardization Training: KasirAja, B2B Marketplace (HACCP,dll)
(PIRT, Halal, BPOM) Indibiz Training • Global Marketplace CREATING SHARED VALUE
3. How to Evaluate the • Introduction to • Marketplace & • Export Training for Optimization &
Performance of HR Social Commerce e-Commerce Beginners Management Training • Increase in Digital Service Spending
Resources/MSE Supervisors • Introduction to Introduction • Business Incubation & in the MSE segment
Accurately and Accountably? Basic Digitalization Training for MSMEs: Partnership Training • Increased consumption of Digital
PaDi UMKM Connectivity
4. How to Evaluate the SME
Mentoring that has been
carried out?
PEOPLE RESOURCES INFRASTRUCTURES EVALUATION & MONITORING SYSTEM
5. How to Integrate MSE
Development with Company
Business to Get Added Value? Total Administrators Budget for Assistants/ 43 Locations
Facilitators SOE Houses Use of tools KPIs (Key Performance Indicators)
82 Facilitator for evaluating and monitoring the performance
Maintenance of facilities
(touchpoints) of Facilitators and SME Rangers
31 Offices
104 SME Rangers Periodic Achievement Report
Training curriculum Witel
4. Transform Effective CSR Governance, maintaining the accountability aspects of CSR Program management and the
aspects of risk management implementation and compliance, by applying integrated, targeted, measurable impact,
and accountable principles;
5. Amplify CSR Branding & Communication, namely activating communication on the implementation of the CSR
Program to stakeholders by prioritizing the impact aspects of Telkom’s CSR Program through multi-party partnerships/
collaborations;
6. Intensify CSR Digitization & Data Analytics, namely strengthens the management of CSR programs focused on
impact, encompassing excellent people, excellent processes, and an excellent platform.
• Excellent People
Through continuous human resource capacity building and competency development, Telkom ensures that
the implementation of its CSR strategy is supported not only by a robust policy framework but also by human
resources capable of managing programs in a professional and adaptive manner, with a focus on creating shared
value for both the community and the company. The following are the various competency development programs
participated in by Telkom CSR employees in 2025:
No Certifications Total
Sustainability-related skills
1 Certified Sustainability Reporting Specialist (CSRS) 3 Employees
2 Fundamental Sustainability Accounting (FSA) Level 1 1 Employee
3 Sustainability Excellence 2 Employees
4 Certified Sustainable Development Specialist (CSDS) 2 Employees
384 ANNUAL REPORT 2025
Page 387
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
No Certifications Total
Skills related to sustainability enablers
1 MSE Mentoring Certification 3 Employees
2 Certified Scrum Master 1 Employee
3 Certified Scrum Product 1 Employee
4 Certified KPI Professional 2 Employees
5 Certified Risk Professional 2 Employees
6 Sertifikasi Pengadaan BNSP 2 Employees
7 Certified Digital Marketing Specialist 1 Employee
• Excellent Process
As part of our continuous improvement efforts, we follow several steps toward achieving an excellent process,
including:
a. Process mapping
Process mapping is conducted based on the results of evaluations of process implementation effectiveness,
follow-up on audit findings, and ensuring that processes are updated to remain relevant and compliant with
applicable regulations or new policies.
b. Process redesign or improvement
The need for process adjustments identified during the process mapping phase is addressed by redesigning
the processes to make them more effective, supported by digitization and digital transformation within
the integrated SIMTJSL platform.
c. Process implementation
Outreach and training are conducted to ensure the effective implementation of the redesigned processes and
continuous improvement initiatives.
d. Process Monitoring and Control
Monitoring and control of process implementation are carried out through, among other things, the
implementation of TJSL OKRs (Objectives and Key Results), the development of process and program
performance dashboards within the SIMTJSL information system, and the conduct of periodic
self- assessments.
ANNUAL REPORT 2025 385
Page 388
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
• Excellent Platform
Telkom is also strengthening its governance by developing an integrated digital platform that supports
the management, collaboration, monitoring, and reporting of Telkom’s CSR programs in a more effective,
transparent, and data-driven manner. This involves the digital transformation and digitization of CSR program
management through the enhancement and maintenance of information systems, as well as the use of data
analytics in strategic decision-making.
7. Nurture Innovation Culture, namely maintaining a culture of innovation in CSR Program management as an identity
of sustainable value creation.
Program Implementation of Corporate Social and Responsibility (CSR) 2025
In 2025, the amount of funds realized for the CSR Program activities was Rp169.3 billion.
Realization of the CSR Program in 2025
No. CSR Pillars Realizations (Rp)
1. Social Pillar 43,876,496,715
2. Economic Pillar 75,003,431,207
3. Environmental Pillar 47,293,146,390
4. Pillar of Law and Governance 3,139,258,468
Total 169,312,332,780
386 ANNUAL REPORT 2025
Page 389
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Implementation of CSR Based on per Priority Fields
A. Environmental Priorities
As part of the company’s commitment to supporting sustainability and climate change mitigation efforts, Telkom has
developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is
designed to strengthen the company’s contributions to reducing carbon emissions, conserving biodiversity, and enhancing
environmental resilience through an integrated and collaborative approach with various stakeholders.
No Featured Program Descriptions ‘25 Realizations Impact
1. Integrated waste Pollution is one of the leading environmental problems in • 9 location points SROI 1.81
management solutions Indonesia and the world today. Proper waste management • 25,871 kg of
and circular economy can reduce pollution. Telkom developed an integrated waste managed
development waste management development initiative with a • 6,849 beneficiary
recycling and circular economy approach, strengthened households
by the integration of digital platforms to facilitate access
to TPS service information. The expected positive
impacts include social, environmental, and economic
benefits for the community.
2. E-waste reduction As a digital and telecommunications service provider, • 187 electronic SROI 1.81
through digital device Telkom seeks to manage electronic waste that potentially devices
recycling (EDUVICE) contains hazardous waste. This effort involves company managed
employees and uses the 3R approach (Reduce, Reuse, • 90 electronic
Recycle). Some results of electronic waste collection and devices were
management (recycling) are distributed to beneficiaries, distributed
especially in the education community.
ANNUAL REPORT 2025 387
Page 390
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
No Featured Program Descriptions ‘25 Realizations Impact
3. Greenhouse Gas In addition to restoring and conserving terrestrial • 95,911 mangrove SROI 6.29
reduction through ecosystems, Telkom also runs ecosystem restoration trees and
mangrove planting and conservation programs in coastal and marine areas seagrass
and coral reef through mangrove planting and coral reef rehabilitation. • 760 coral reefs
rehabilitation This program supports the realization of the Net Zero
2060 commitment by contributing to the increase in
blue carbon (carbon absorbed and stored by coastal and
marine ecosystems).
4. Addressing climate Telkom’s initiatives to improve environmental ecosystems • 80,800 tree SROI 6.29
change through are to restore and protect forests damaged or lost in seedlings
restoration and synergy with institutions/communities that care and have • 8 location points
conservation of an ecological culture. This program supports realizing the
assisted forests Net Zero 2060 commitment by increasing green carbon
(carbon stored in the land ecosystem).
388 ANNUAL REPORT 2025
Page 391
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
B. Education Priorities
Telkom’s education priority program is designed using an integrated approach that encompasses the enhancement of digital
competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the
digital learning ecosystem in Indonesia.
No Featured Program Descriptions ‘25 Realizations Impact
1. Digital Learning First, the CSR education program is aimed at schools • 495 location SROI 1.57
School & Cybersecurity because they are essential in improving digital literacy in points
Awareness Indonesia. Telkom helps schools provide students access • 35,380 benefit
to learning applications, internet connections, and recipients
computer devices. As a digital and telecommunications
service provider, Telkom strengthens its role in improving
ICT (Information and Communication Technology) skills
and cybersecurity awareness to support the learning
process, healthy internet usage, and continuous
improvement of digital literacy in Indonesia.
2. Digital certification Second, the CSR program in education is aimed at • 5,123 applicants SROI 1.2
program for vocational students to develop digital talent in Indonesia. Telkom • 1,598 training
(DIGI-UP) collaborates with the National Education Office at the participants
district/city, province, universities, and certification • 1,471 participants
institutions to provide guidance and training in digital passed
skills targeting high school students and the equivalent. certification
This program consists of training programs, case-based
experience, and certification, which are expected to
encourage digital talents in Indonesia who are ready
to work.
ANNUAL REPORT 2025 389
Page 392
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
No Featured Program Descriptions ‘25 Realizations Impact
3. Indonesia Digital Third, the CSR program in the education sector is aimed at 1,371 teachers SROI 2.96
Learning Program teachers. Teacher competence is essential in improving passed digital
the quality of education in Indonesia. Telkom collaborates certification
with the Ministry of National Education at the district/
city, province, PGRI, and universities to provide training
assistance to improve teacher competence. This program
includes digitization-based training and certification
to enhance competence and prepare teachers for the
Teacher Competency Test (UKG).
4. Empowerment of Telkom’s commitment to inclusive education is realized • 778 applicants SROI 4.24
disabled groups through infrastructure assistance and improving digital • 703 participants
to increase the literacy for people with disabilities to access education, passed
independence training, and digital certification. The initiative’s purpose
of vulnerable is to increase the capabilities and competencies of
communities people with disabilities to open opportunities for decent
work. The program is realized through collaboration with
Yayasan Pendidikan Telkom (YPT).
390 ANNUAL REPORT 2025
Page 393
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
C. Priorities for MSE Development
No Featured Program Descriptions ‘25 Realizations Impact
1. Increasing MSEs’ In 2025, Telkom implemented the MSE Funding Rp50 billion 12.6% MSE
access to Financial program through a cooperation mechanism with BRI, as distribution of Upgraded Level
Services (Access to recommended in letter S-721/MBU/11/2022. The business PUMK funds
Capital) sectors covered by the MSE Mentoring Program include through BRI
various sectors such as trade, livestock, plantations, collaboration
fisheries, agriculture, services, and others.
2. Strengthening the Strengthening the capacity of MSEs is very important so • GM 24,646 MSEs 12.6% MSE
Business Capacity that MSEs can continue to grow sustainably. The program • Halal 2,512 MSEs Upgraded Level
of MSEs through Go scope at this stage is: • NIB 10,257 MSEs
Modern and Go Digital • Through the Go Modern approach, Telkom assists MSEs • PIRT 2,032 MSEs
Coaching (Access to in product standardization, business licensing and • NF 1,773 MSEs
Competence) legal compliance, enhancing entrepreneurial capacity, • 451,000
and strengthening business identity through improved PackFest
branding and product packaging design. These efforts Packaging
aim to improve the quality and competitiveness of MSE Grants
products so they can meet broader market standards. • GD 24,263 MSEs
• Through the Go Digital program, Telkom encourages the • Registered POS
use of digital technology in MSE business management. 5,596
This support includes improving digital literacy, • HSI 1,895 SSL
utilizing digital platforms for business operations and • Antares 732
marketing, and using various digital solutions that • 9,822 MSEs
support efficiency and expanded market access. participated in
training
3. Penetration of digital The next critical stage in the development of MSEs • Go Online 14,488 12.6% MSE
and global market is to increase access to markets at the national and • PaDi Upgraded Level
access: online international scope, including: Registeration
marketplace and • Through the Go Online initiative, Telkom helps MSEs 4,752
virtual expo (Access to optimize their use of digital platforms for marketing and • PaDi Onboarding
Commerce) sales activities. The support provided includes digital 1,416
marketing training, management of online marketplace • Exhibition 2,220
stores, and assistance with participation in trade shows • Go Global 146
and promotional events at both the local and national • Go Global Sales
levels. These efforts are expected to increase the 380
visibility of MSE products while expanding access to a
broader consumer base through digital channels.
• Through the Go Global program, Telkom encourages
MSEs to introduce their products to international
markets. Support provided includes facilitating product
promotions, participation in international and virtual
expos, and strengthening MSEs’ readiness to meet
global market standards.
ANNUAL REPORT 2025 391
Page 394
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
Financial Statements of the MSME Funding Program
Audited Figures (In Millions Rupiah)
Statement of Financial Position (Rp)
Assets
Cash in Banks 241,180
Loan to Foster Partners after deducting allowance for impairment losses of Rp36,437 6,317
PUMK cooperation receivables from Foster Partners after deducting impairment losses
of Rp176 22,171
PUMK Cooperation Receivables to PT Bank Rakyat Indonesia Tbk. (“BRI”) 58,561
Non-performing loans after deducting impairment allowances of Rp334,548 -
Total Assets 328,229
Liabilities and Net Assets
Liabilities
Payables and other current liabilities 417
Overpayment of Installments 259
Total Liabilities 676
Net Assets
Without restrictions from resource provider 327,553
Total Net Assets 327,553
Total Liabilities Dan Net Assets 328,229
Audited Figures (In Millions Rupiah)
Statement of Profit or Loss and Net Assets (Rp)
Without Restrictions from Resource Provider
Revenues
Loan Administration Service Income 500
BRI Cooperation Loan Administration Service Income 789
Interest Income from Current Accounts 3,722
Other Income 2
Total Revenues 5,013
392 ANNUAL REPORT 2025
Page 395
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Audited Figures (In Millions Rupiah)
Statement of Profit or Loss and Net Assets (Rp)
Income (Expenses)
Provision for Impairment Losses on Loans to PUMK Partners – net (3,091)
Recovery of Allowance for Impairment Losses on Non-performing Loans 5,671
Provision for Impairment Losses on PUMK Cooperation Receivables to BRI (176)
Other Expenses (245)
Total Income/(Expenses) 2,159
Increase in Net Assets Without Donor Restrictions 7,172
Total Comprehensive Income 7,172
Net Assets Without Donor Restrictions at the Beginning of the Year 320,381
Net Assets Without Donor Restrictions at the End of the Year 327,553
Audited Figures (In Millions Rupiah)
Statement of Cash Flows (Rp)
Operating Activities
Loan Repayments from Fostered Partners 26,356
Recovery of Non-performing Loans 5,671
Payment of Payables (5)
Receipt of Loan Administration Service Fees 569
Interest Income from Current Accounts 3,722
Disbursement of PUMK Funds to BRI (50,000)
Refunds of Excess Installments to Fostered Partners (48)
Net Cash Received from/(Used in) Operating Activities (13,735)
Increase/(Decrease) in Cash in Banks (13,735)
Cash in Banks at the Beginning of the Period 254,915
Cash in Banks at the End of the Period 241,180
ANNUAL REPORT 2025 393
Page 396
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
Implementation of the Company’s Creating Shared Value Program
CSV Program Framework
Risk Opportunity & Mapping Corporate Expertise Expected Value
BIZ. THREAT DIGITAL TALENT CAPABILITY INDIRECT VALUE DIRECT VALUE
Enhancing
Financial
the Company’s
Benefits
Reputation
Telkom has a skilled
workforce in the
digital sector, including Better Operational
women and people with relationships Efficiency &
disabilities with stakeholders Supply Chain
Market
Access
Sustainability
to High-Quality
& Business
Talent
DIGITAL CONNECTIVITY, Ecosystem
SERVICES & PLATFORM
Shifting biz. Operation
becoming a digital
telecommunications
Risk Profile company is driving
• Risk S8, related to ESG implementation, is at the Telkom to acquire Program Approach
HIGH-TO-MODERATE digital infrastructure
and enhance its digital
• Risk S6, related to unmet value creation targets, is • CSV 1 - Reconceiving
products, which can
at the HIGH level help boost digital literacy Products and Markets
BIZ. CHALLENGEs adoption in Indonesia • CSV 2 - Redefining
Productivity in Value Chains
5 Bold Moves Corporate Transformation:
• CSV 3 - Enabling Local Cluster
• Post 5 Bold Moves transformation, Telkom
Development
parent will focus on monetize B2B market, include
Enterprise, Government and SME segments
• DigiCo, focus on strengthening internal
capabilities, including digital talent
SOCIAL CHALLENGEs & OBJECTIVEs Corporate Agenda Outcomes
Over the next 225 years, Indonesia has several targets CORPORATE PURPOSE
that will require contributions from stakeholders at Improving Digital Capacity Building
various levels, including: “To build a more prosperous and competitive nation and Literacy for MSEs
deliver the greatest value to our stakeholders.”
Reducing the Improving
• Achieving the SDGs by 2030 Negative Impacts of Sustainability
the Internet Performance
• Achieving the Indonesia Emas 2045
NZE
Vision Increased Digital
2060 Adoption Rates
• Achieving NZE Emissions by 2060
Telkom’s Creating Shared Value (CSV) Program is a strategic approach to CSR management designed to simultaneously
create business and social value by leveraging Telkom’s core capabilities in connectivity, digital services, platforms, and
digital talent to address national development challenges. Conceptually, Telkom’s CSV Program:
a. Bringing together business opportunities and social pain points, particularly in Indonesia’s digital transformation
(digital literacy, MSMEs, education, inclusion, and the digital ecosystem).
b. Leveraging Telkom’s core competencies, namely connectivity infrastructure, digital products and platforms, and
digital talent development.
394 ANNUAL REPORT 2025
Page 397
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Implementation of Telkom’s CSV program in 2025:
a. CSV Type 1
Reconceiving Products and Markets: developing digital products/services that address social needs.
Digitalization of MSE Development
Framework for the Digitalization of MSE Development Programs
MSE HUB: INTEGRATION OF MSE DEVELOPMENT ECOSYSTEM ELEMENTS DIGITAL SOLUTION FOR SME
Digitalization Process of MSE Development Digitalization of Fund
Distribution Collection
Access to Competence
• Monitoring MSE
Go Modern MSE SUPPORT ACTIVITIES BENEFITS FOR MSE Installments
• Virtual Account
Strengthening the • Skillset and toolset training MSE increased their
Information
business foundation • Business legality assistance and business capacity through
• MSE Installment
of MSEs towards product/service certification training in production skills
Payment Reminder
competitive MSEs • Mentoring and coaching improvement, branding,
• Access to networks and obtaining business legality
Go Digital communities assistance, and even the
• Support for the digitization digitalization process for Digitalization of Competency
Optimization of
application solutions of MSME business processes business effectiveness Improvement for MSE
supports SME (payment, point of sales, and efficiency
capabilities inventory)
Integrated MSE
Development Module
Access to Commerce Application (training and
certification)
Go Online MSE SUPPORT ACTIVITIES BENEFITS FOR MSE
MSE Financial
• Assistance with marketplace MSE has the opportunity
Expanding market Recording Application
registration and onboarding to increase transactions
access through
• Assistance with marketing and turnover through
online stores and
MSE products through social access to exhibitions and MSE Digital
exhibitions
media channels transactions via online Payment Solution
Go Global • Curation of exhibition stores, social media, and
Export marketing participation global markets
MSE Digital Internet
onboarding • Assistance with the export
Access Solution
assistance licensing process
Online permit/
Access to Capital legalization application
MSE SUPPORT ACTIVITIES BENEFITS FOR MSE
• Assistance with marketplace MSE can access
registration and onboarding information about Digitalization of MSE
• Assistance with marketing remaining installments Market Expansion
MSME products through social and monitor the number
media channels of installments that have
been paid Improved market access
for MSEs through product
listings on PaDi UMKM,
the national marketplace
(Tokopedia) & Delivery
(Gojek)
PEOPLE RESOURCES INFRASTRUCTURES
• Assistance with
digitizing the
Total Administrators Budget for Assistance/ marketing of MSE
43 SOE products through
Facilitators
82 Facilitator Houses social media
Maintenance of • Application for access
facilities (touchpoints) 31 Witel Offices
104 SME Rangers to create an online
Training curriculum store/export expo
As part of the company’s commitment to supporting community economic empowerment through the development
of Micro and Small Enterprises (MSEs), Telkom has developed a digital-based coaching approach through the UKM
Hub platform, which integrates various elements of the MSE development ecosystem. This approach is designed
to address several key challenges in MSE development in Indonesia, including limited accuracy of business data,
potential duplication of development programs, difficulties in monitoring facilitator performance, and the need for
more measurable and accountable program evaluation. Through the digitization of the coaching process, Telkom has
introduced a system capable of managing MSE profiles in an integrated manner through the Satu Data UKM platform,
enabling a more targeted coaching process. This platform allows for the comprehensive collection and management
of business data, which is then used as a basis for designing sustainable MSE capacity building programs. In addition,
the digitization of MSE development is also strengthened through the integration of various digital solutions from
TelkomGroup, such as online learning platforms, digital financial recording applications, electronic payment
services, and internet connectivity access to support business operations. This integration forms a comprehensive
digital ecosystem to accelerate the transformation of MSEs into more modern, adaptive, and competitive businesses.
ANNUAL REPORT 2025 395
Page 398
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
Implementation of Type 1 CSV Program
CSV TYPE Social Benefit Business Benefit Realizations
1 Promoting Digital
Literacy at MSEs
Increasing the number
of subscribers and
user engagement on
5,596 user
Register for Point of Sale
the MSE platform
Digital
Increasing user
Platform adoption of digital
Increasing the use of 1,416 user
digital connectivity PaDi UMKM Onboarding
services
Utilization
Program Helping MSEs
1,895 SSL
for MSMEs innovate and grow
Internet for MSEs
independently
Helping MSEs grow
through digitalization
Program Impacts
Higher
Improving MSE is More UMK Moves up
Technology
Digital Literacy Innovative a Level
Adoption
b. CSV Type 3
Enabling Local Cluster Development: strengthening the local ecosystem (education, MSMEs, communities) based on
digital technology.
Innovillage Program: A social project competition for students.
Innovillage Program Framework
Paint Points Innovillage – Sociodigipreneurship Incubation Program for College Students
Program Description Program Objectives
InnoVillage is a digital talent Expected Outcome
development initiative aimed at
An Increasingly Adoption
enhancing the nation’s digital
“The need for a Innovative of Student
capabilities and adaptability
collaborative platform Culture Innovations
through the incubation of
capable of connecting sociodigipreneurship—a Output Process
students’ technological collaborative effort between
innovations with the industry and higher education • Number of
real-world needs of institutions—to improve Students
rural communities to students’ digital skills, • Ideas Collected
create sustainable social thereby contributing to • Participating
solutions based on digital social improvement in rural Campuses
technology” communities. • Innovation
Target Beneficiaries: Implementation
College students
How to Program Objectives
Pre-Launching Incubaton Methodology Result
Research & Design Thinking Product Management Output
Workflow
Collaboration
with • Understand Digital Talent Certification
TelkomGroup • Observe and Competencies SDGs Indicator Proxy target
• Ideate
Empowering
Impacts • Empowerment of Students graduate from
Innovative SDGs Indicator Youth Aged 15–24 the program with their
Alumni
• Sustainable • ICT Skills social initiatives brought
• Empowerment of • Technology to life
Youth Aged 15–24 Innovation
Collaborating Development &
• ICT Skills • InnoVillage Alumni
and Empowering Innovation
• Technology Network
Development &
Innovation
396 ANNUAL REPORT 2025
Page 399
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
This initiative is a platform for developing digital talent aimed at enhancing the nation’s digital capabilities and
adoption rates through the incubation of sociodigipreneurship—a collaborative effort between industry and higher
education institutions to improve students’ digital skills. This initiative drives social improvement for the community
by engaging students and universities while cultivating digital talent to meet the needs of the digital industry.
Implementation of Type 3 CSV Program
CSV TYPE Social Benefit Business Benefit Realizations
3 The potential for
improving the social and
economic well-being of
Telkom has a portfolio
of practical digital
solutions that can be
4,555
applicants
the community in the area developed through
Student where the social project market validation
is being implemented 195
Social Funding for Social
Project Telkom maintains
Projects
a Digital Talent
Competition Pool profile 63
Implementation of
Social Projects
187
Villages
on prgress ilustrasi 26,397
Beneficiaries
Impacts
Collaboration Improving Social
Innovation Practical Digital
Universities & and Economic
Sustainability Solutions
Community Well-being
Collaboration CSR Program Implementation
The implementation of the CSR program is carried out effectively through collaboration with various parties (pentahelix),
including increasing the internal synergy of TelkomGroup, external cooperation with the government, SOEs, academics,
communities, media, and institutions/agencies related to the field of CSR. Collaboration programs with SOEs and other
parties implemented in 2025 include:
No. Programs Program Realization Participants
1. Environmental An initiative aimed at increasing blue carbon absorption and storage capacity Telkom collaborates
Collaboration while restoring coastal and marine ecosystems through the rehabilitation with the West
Program – of 10,000 mangroves in Rangko Hamlet, Tanjung Boleng Village, Boleng Manggarai Regency
Blue Carbon Subdistrict, West Manggarai Regency, East Nusa Tenggara, and the Government of NTT
Initiative through restoration of 200 coral reef substrates on Bone Tambu Island, Makassar. & BMM, Universitas
Mangrove and Coral Hasanuddin
Reef Planting
ANNUAL REPORT 2025 397
Page 400
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
No. Programs Program Realization Participants
2. Education An initiative aimed at improving the digital capacity and competence of 81 Telkom collaborates
Collaboration special needs school (SLB) educators from Sleman, Bantul, Gunungkidul, with the Univeritas
Program – Kulon Progo, and Yogyakarta City through strengthening digital literacy, Negeri Yogyakarta
Indonesia Digital utilizing learning technology, and developing inclusive and sustainable digital-
Learning Program based educational practices, with the hope of improving the overall quality of
education in Indonesia.
3. MSE Development An initiative aimed at improving compliance, competitiveness, and market Telkom and Surveyor
Collaboration access for MSEs through halal certification assistance for 1,512 MSEs. Indonesia
Program – Halal
Certification
Assistance
Achievement of Impact-Based CSR Program Success
To ensure the successful implementation of impact-based CSR programs, Telkom Indonesia consistently measures
the impact and success of its Social and Environmental Responsibility (CSR) programs. Impact measurement is carried
out through an integrated approach, namely the Social Return on Investment (SROI) method, CSR (TJSL) Index, Net
Promoter Score (NPS), and Community Satisfaction Index (IKM). These methods are used to ensure that the CSR programs
implemented provide real added value to the community, while also supporting the company’s reputation.
Social Return on Investment (SROI) measurements were conducted on four priority programs covering the areas of
environment, education, MSME development, and creating shared values. The measurement results showed an average
SROI value of 2.71, exceeding the target of 1.5. This achievement reflects the success of the program in creating social,
environmental, and economic benefits for stakeholders. The details of the SROI value per area are as follows:
• Environmental Priority Program through the Tarumaja Mentored Village program with a score of 1.92.
• Education Priority Program through the Digital Learning Lab program with a score of 2.44.
• PUMK Program through the Go Modern program with a score of 4.16.
• CSV Program through the Mentored MSE Digitalization program with a score of 2.31.
398 ANNUAL REPORT 2025
Page 401
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Environmental Priority Education Priority PUMK (MSE Development) CSV Program
Program Program Priority Program (Creating Shared Values)
Program Program Program Program
Tarumaja Fostered Village Digital Learning Lab Go Modern Digitalization of Supported MSEs
SROI SROI SROI SROI
1.92 2.44 4.16 2.31
In addition, Telkom successfully recorded a CSR (TJSL) Index and services. Thus, Telkom’s CSR program provides social
score of 87.87% in 2025. This achievement places Telkom’s CSR benefits and supports strengthening customer loyalty to the
activities in the good or strong category, which shows a positive company’s products and services.
impact on the company’s image. This improvement was driven
The company also recorded a Community Satisfaction Index (CSI)
by positive perceptions from beneficiaries, assisted MSMEs, and
score of 90.17, which reflects a high level of satisfaction from
the surrounding community towards Telkom’s CSR program,
respondents or beneficiaries with the CSR programs that have
especially in the aspects of Corporate Governance and Economic
been implemented. This result shows that most beneficiaries are
Responsibility.
satisfied with the various initiatives designed to have a positive
On the other hand, to measure the success of the CSR program impact.
in increasing community involvement, Telkom uses the Net
Telkom Indonesia continues to be committed to running relevant
Promoter Score (NPS). The NPS measurement results in
CSR programs that provide measurable positive impacts in line
2025 reached 74.36, which reflects the high level of trust and
with sustainable development goals and support the sustainability
satisfaction of the community in recommending Telkom products
of the company’s business.
ANNUAL REPORT 2025 399
Page 402
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
And Analysis Governance
1 Social Return On Investment (SROI)
This achievement demonstrates that every Rp1 invested in the CSR program
generates Rp2.71 in social, economic, and environmental benefits for stakeholders.
The measurement results show an average SROI of 2.71, exceeding the target of 1.5.
This achievement reflects the program’s success in generating social, environmental,
and economic benefits for stakeholders.
Breakdown of SROI Values by Priority Program Area
2.71
Program Area Program SROI Value
Environment Tarumaja Fostered Village 1.92
(Company Target 1.5)
Education Digital Learning Lab 2.44
PUMK Go Modern 4.16
Creating Shared Value Digitization of Supported MSEs 2.31
2 CSR Index
Corporate Governance
87.87% Economic Responsibility
Positive perceptions from the community and the MSMEs
Category: Strong/Good under our guidance
3 Net Promoter Score (NPS)
This score reflects the high level of trust and loyalty the public has in
Telkom’s CSR program.
74.36
This improvement is driven by the positive perceptions of beneficiaries,
supported MSMEs, and the surrounding community regarding Telkom’s
CSR program, particularly in the area of Corporate Governance.
4 Public Satisfaction Index
The majority of recipients have seen tangible benefits for
the community:
90.17 Improving the quality of social and economic life
Category: Very Satisfied Relevant to the community’s needs
400 ANNUAL REPORT 2025
Page 403
06
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
International Award National Award
A.1
B.1 B.2
B.3 B.4
A.2
B.4 B.6
Awards of CSR Program 2025
No. Events Awards Providing Agencies/Intitutions
A. International Award/Recognition
1. United Nations High Level Political Best Practices in National Voluntary • United Nations
Forum Review, for SDGs #14 – Telkom Sustainable • Indonesia SDGs National Secretary,
Undersea Cable Operation Ministry of Bappenas
2. ESG Asia Positive Impact Awards Silver in Community Involvement in Asia Positive Impact
Development Category
B. National Award
1. Indonesia’s SDGs Action Awards 2025 Bronze – Large Company Ministry of Bappenas
2. Indonesia Corporate Communication & • Gold – Education Pilar BP BUMN
Sustainability Awards (ICCS) • Best CSR Agent of the Year
3. IDX Channel Awards Gold – Health Empowerment IDX (Pasar Modal Indonesia)
4. Indonesia Corporate Sustainability Gold – CSR Strategy Olahkarsa & IBCSD
Awards
5. Lestari Awards #Gold in Community Involvement & EY & KG Media
Development
6. Republika Awards Gold in Health Empowerment Republika Media
ANNUAL REPORT 2025 401
Page 404
07. 402 ANNUAL REPORT 2025
Page 405
PT TELKOM INDONESIA (PERSERO) Tbk Appendices ANNUAL REPORT 2025 403
Page 406
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Appendix 1: Glossary
Glossary Description
2G The abbreviation for second-generation: relating to or using a technology that gave mobile phone
users improved features and allowed people to send text messages (SMS).
3G The generic term for third generation mobile telecommunications technology. 3G offers high speed
connections to cellular phones and other mobile devices, enabling video conference and other
applications requiring broadband connectivity to the internet.
4G/LTE A fourth-generation super-fast internet network technology based on IP that makes the process of
data transfer much faster and more stable.
5G A fifth generation of cellular mobile communications which targets high data rate, reduced latency,
energy saving, cost reduction, higher system capacity and massive device connectivity.
ADS American Depositary Share (also known as an American Depositary Receipt, or an “ADR”), a certificate
traded on a U.S. securities market (such as the New York Stock Exchange) representing several foreign
shares. Each of our ADS represents 100 shares of common stock.
AKHLAK Defined as Amanah (trustworthy), Kompeten (competent), Harmonis (harmonious), Loyal (loyal),
Adaptif (adaptive), and Kolaboratif (collaborative) values that underline the behavior of SOE personnel.
ARPU Average Revenue per Unit, a measure used primarily by telecommunications and networking
companies which states how much revenue is generated by the user on average. It is defined as the
total revenue from specified services divided by the number of users of such services.
Artificial Intelligent Defined as computer program developed by humans on a system so that they can think like humans
and can complete certain tasks by processing and recognizing data patterns.
B2B (Business-to- The sale of products or services provided by one business and intended for another business, not to
Business) consumers.
B2C (Business-to- A business that provides services or sales of goods or services to individuals or group of consumers
Customer) directly.
Backbone The main telecommunications network consists of transmission and switching facilities connecting
several network access nodes. The transmission links between nodes and switching facilities include
microwave, submarine cable, satellite, fiber optic and other transmission technology.
Balanced Scorecard One of the tools used by managers to measure the performance of a business is seen from four
perspectives. The four perspectives consist of a financial perspective, a customer perspective, an
internal business process perspective, and a growth and learning perspective.
Bandwidth The capacity of a communication link.
Bapepam-LK Badan Pengawas Pasar Modal dan Lembaga Keuangan, or the Indonesian Capital Market and Financial
Institution Supervisory Agency, the predecessor to the OJK.
Big Data Platform Defined as a large, varied, and dynamic data processing platform.
Broadband A signaling method that includes or handles a relatively wide range (or band) of frequencies.
BTS Base Transceiver Station, equipment that transmits and receives radio telephony signals to and from
other telecommunication systems.
404 ANNUAL REPORT 2025
Page 407
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Glossary Description
CFU Customer Facing Unit, like a strategic business unit, is an organizational unit that interacts with
certain customer segments, with responsibility for profit and loss respectively, and is responsible for
restructuring subsidiaries and business portfolios that are relevant to certain business segments that
being its responsibility.
Cloud Computing The practice of using a network of remote servers hosted on the internet to store, manage, and
process data, rather than a local server or a personal computer.
Colocation Telecommunication infrastructure leasing service that owned existing sites after the first customer
or Anchor Tenant, which offers space in telecommunication infrastructure to install their equipment.
Common Stock Our Series B shares have a par value of Rp50 per share.
CPE Customer Premises Equipment, any handset, receiver, set-top box or other equipment used by the
consumer of wireless, fixed line or broadband services, which is the property of the network operator
located on the customer’s premises.
Cyber Attack A cyber-attack is deliberate of the exploitation of computer systems, technology-dependent
enterprises, and networks. Cyber-attacks use malicious code to alter computer code, logic or data,
resulting in disruptive consequences that can compromise data and lead to cybercrimes, such as
information and identity theft.
Cyber Security An effort to protect information from cyber-attacks. Cyber-attacks in information operations are any
kind of deliberate action to disrupt the confidentiality, integrity, and availability of information.
Data Center The facility is composed of networked computers, storage systems and computing infrastructure that
organizations use to assemble, process, store and disseminate large amounts of data.
Diarium A tool or medium used by PT Telkom Indonesia (Persero) Tbk to disseminate information related to the
company internally.
Digitization Process of converting non-digital information to digital. If a company uses this digital information to
increase business, generate revenue, or simplify some business processes, it is called digitization.
The result of the digitization and digitization process is called digital transformation.
Dwiwarna Share The Series A Dwiwarna Share have a par value of Rp50 per share. The Dwiwarna Share is held by the
Government and provides special voting rights and veto rights over certain matters related to our
corporate governance.
e-Commerce Electronic commerce, the buying and selling of products or services over electronic systems such as
the internet and other computer networks.
e-Procurement Electronic procurement, the process of procuring goods and services carried out online.
Earth Station Antennas and related equipment are used to receive or transmit telecommunication signals via
satellites.
EBITDA Earnings before interest, taxes, depreciation, and amortization. Adjusted EBITDA and other related
ratios contained in this Annual Report are additional indicators of the company’s performance and
liquidity that are financial measures not regulated in Financial Accounting Standards (SAK).
Edutainment Education and entertainment.
ANNUAL REPORT 2025 405
Page 408
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Glossary Description
Fiber Optic Cables using optical fiber and laser technology through which modulate light beams representing data
are transmitted through thin filaments of glass.
Fixed Lines Fixed wireline and fixed wireless.
Fixed Wireline A fixed wire or cable path linking a subscriber at a fixed location to a local exchange, usually with an
individual phone number.
Gateway A peripheral that bridges a packet-based network (IP) and a circuit-based network (PSTN).
Gbps Gigabit per second, the average number of bits, characters, or blocks per unit time passing between
equipment in a data transmission system. This is typically measured in multiples of the unit bit
per second.
GHz Gigahertz, the hertz (symbol Hz), is the international standard unit of frequency defined as the number
of cycles per second of a periodic phenomenon.
GMS General Meeting of Shareholders, which may be an Annual General Meeting of Shareholders (“AGMS”) or
an Extraordinary General Meeting of Shareholders (“EGMS”).
GraPARI Telkomsel service network.
GSM Global System for Mobile Telecommunication which is the European standard for digital cellular
telephones.
High Throughput Satellite Communication satellite that provides more throughput than conventional communication satellites
(HTS) (Fixed Satellite Service or FSS), which refers to a significant increase in capacity when using the same
amount of orbital spectrum from 2 to more than 100 times as much capacity as the classic FSS.
Homes Passed A connection with access to fixed-line voice, IPTV and broadband services.
Hyperscale Data Center Data center that can accommodate 5,000 or more servers and has an area of more than 10,000 square
feet (over 900 square meters).
Insider Trading Trading of a public company’s stock or other securities (such as bonds or stock options) by individuals
with access to nonpublic information about the company. In various countries, some kinds of trading
based on insider information is illegal.
Interconnection The physical linking of a carrier’s network with equipment or facilities not belonging to that network.
Internet of Things (IoT) Computing concept that describes the idea of everyday physical objects being connected to the
internet and being able to identify with other devices and send and receive data.
IP Internet Protocol, the method or protocol by which data is sent from one computer to another on the
internet.
IP Transit The large-scale interconnection service to the global internet with reliable performance, bundled with
extensive features, Block IP with BGP routing, and Autonomous System (AS) owned by clients.
IPO Initial Public Offering, the first sale of stock by a company to the public.
IPTV Internet Protocol Television, a system through which television services are delivered using the
Internet Protocol suite over a packet-switched network such as the internet, instead of being delivered
through traditional terrestrial, satellite signal, and cable television formats.
ISP Internet Service Provider, an organization that provides access to the internet.
Latency Delay in network communications indicates the time it takes for data to transfer across the network.
406 ANNUAL REPORT 2025
Page 409
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Glossary Description
Leased Line A dedicated telecommunications transmissions line linking one fixed point to another, rented from an
operator for exclusive use.
Mbps Megabit per second, a measure of speed for digital signal transmission expressed in millions of bits
per second.
Metro Ethernet Bridge or relationship between locations that are apart geographically. This network connects LAN
customers at several different locations.
MHz Megahertz, a unit of measure of frequency equal to one million cycles per second.
Mobile Broadband The marketing term for wireless internet access through a portable modem, mobile phone, USB
Wireless Modem or other mobile devices.
Network Access Point A public network exchange facility where ISPs connected in peering arrangements.
OJK Otoritas Jasa Keuangan, or the Financial Services Authority, the successor of Bapepam-LK, is an
independent institution with the authority to regulate and supervise financial services activities in
the banking sector, capital market sector as well as a non-bank financial industry sector.
OTT Over The Top, a generic term commonly used to refer to the delivery of audio, video, and other media
over the internet without the involvement of a multiple-system operator in the control or distribution
of the content.
PoP Point of Presence. An access point, location or facility that connects to and helps other devices
establish a connection with the Internet, which may consist of routers, switches, servers and other
data communication devices. We operate two points of presence, namely main and primary points
of presence. The “main point of presence” is the main transportation network that contains traffic
aggregates within a country. The “primary point of presence” is a collection of major regional
transportation networks that can create a service.
Postpaid A type of communication service where customers can use telecommunications services first and
then pay for them.
Prepaid A type of communication service where the customer makes advance payments to use
telecommunications services.
Prepaid credit Units used in calculating telephone charges.
PSA 62 Audit Standard Statement No. 62 (PSA 62) is a statement issued by the Indonesian Accounting
Association which states that in conducting audits of financial statements of government entities or
other recipients of government financial assistance which conducts stock offers through the capital
market, auditors must comply with the provisions of the Capital Market Law.
Reverse Stock The compression of shares to become a smaller amount of shares using higher value per share.
Satellite Transponder Radio relay equipment embedded in a satellite that receives signals from earth and amplifies and
transmits the signal back to the earth.
Self-Assessment Guidelines are used as a form of accountability for assessing the performance of the Board of
Commissioners.
SIM cards Subscriber Identity Module card is a stamp-sized smart card placed on a mobile phone that holds the
key to the telecommunication service.
SKKL Sistem Komunikasi Kabel Laut/Submarine Communications Cable System, a cable laid on the seabed
between land-based stations to carry telecommunication signals across stretches of ocean.
ANNUAL REPORT 2025 407
Page 410
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Glossary Description
SMS Short Messaging Service, a technology allowing the exchange of text messages between mobile
phones and between fixed wireless phones.
SOA Sarbanes-Oxley Act, effective from July 30, 2002, also known as the Public Company Accounting
Reform and Investor Protection Act and Corporate and Auditing Accountability and Responsibility Act.
SOE/BUMN State-Owned Enterprise/Badan Usaha Milik Negara is a government-owned company, state-owned
company, state-owned entity, state-owned company, public-owned company, or parastatal which is a
legal entity formed by the Government to conduct commercial activities on behalf of the Government
as the owner.
SOX Section 404 SOX Section 404 (Sarbanes-Oxley Act Section 404) mandates that all publicly traded companies
must establish internal controls and procedures for financial reporting and must document, test, and
maintain those controls and procedures to ensure their effectiveness.
Stock Split Splitting the number of shares to increase the shares volume using a lower value per share.
Switching A mechanical, electrical or electronic device that opens or closes circuits, completes or breaks an
electrical path, or selects paths or circuits, used to route traffic in a telecommunications network.
TPE A normalized way to refer to transponder bandwidth which simply means how many transponders
would be used if the same total bandwidths used only 36 Mt transponder (1 TPE = 36 MHz).
Treasury Stock Stock/share which bought back/repurchased by the issuing company.
VoIP Voice over Internet Protocol, a means of sending voice information using the IP.
VPN Virtual Private Network, a secure private network connection, built on top of publicly accessible
infrastructure, such as the internet or the public telephone network. VPN typically employs some
combination of encryption, digital certificates, strong user authentication and access control
to secure the traffic they carry. VPN provides connectivity to many machines behind a gateway or
firewall.
VSAT Very Small Aperture Terminal, a relatively small antenna, typically 1.5 to 3.0 meters in diameter, placed
in the user’s premises and used for two-way communications by satellite.
Whistleblower The terms are for employees, former employees or workers, members of institutions or organizations
who report actions that are considered to violate the regulation to the authorities.
408 ANNUAL REPORT 2025
Page 411
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Appendix 2: List of Abbreviations
Keyword Descriptions Keyword Descriptions
ACGS ASEAN Corporate Governance Scorecard CEO Chief Executive Officer
ACMF ASEAN Capital Market Forum CFO Chief Financial Officer
ADS American Depositary Shares CFRO Chief Financial & Risk Officer
AGMS Annual General Meeting of Shareholders CHCO Chief Human Capital Officer
AI Artificial Intelligence CNOP Collaborative Network Optimization Project
AKHLAK Amanah Kompeten Harmonis Loyal Adaptif COSO Committee of Sponsoring Organizations of
Kolaboratif the Treadway Commission
AO Application Owner CPE Customer Premises Equipment
AR Augmented Reality CRM Customer Relationship Management
ARPU Average Revenue per User CSA Control Self-Assessment
ASEAN Association of Southeast Asian Nation CSI Customer Satisfaction Index
ASKALSI Asosiasi Kabel Laut Seluruh Indonesia or CSR Corporate Social Responsibility
Indonesian Submarine Cable Association
CSS Corporate Strategic Scenario
ATM Automated Teller Machine
CSV Creating Shared Value
AUP Agreed Upon Procedure
CVM Customer Value Management
B2B Business-to-Business
DCP Disclosure Control & Procedure
B2C Business-to-Consumer
DRP Disaster Recovery Plan
BAKAMLA Badan Keamanan Laut or Maritime Security
EBIS Enterprise & Business Service
Agency
Edutainment Education and Entertainment
Bapepam-LK Badan Pengawas Pasar Modal dan
Lembaga Keuangan or Financial Institution EGMS Extraordinary General Meeting of
Supervisory Agency Shareholders
BCM Business Continuity Management ELC Entity Level Control
BCP Business Continuity Plan ERM Enterprise Risk Management
BISA Bravery, Integrity, Service Excellence, Agility ESG Environmental, Social, and Governance
BMD Barang Milik Daerah or Regional ESOP Employee Stock Ownership Program
Government Assets EWR Early Warning Report
BOC Board of Commissioners FHCI Forum Human Capital Indonesia
BOD Board of Directors FMC Fixed Mobile Convergence
BPK Badan Pemeriksa Keuangan or Audit Board FRAMES Fraud Management System
of Indonesia
GBO Group Business Operation
BPO Business Process Outsourcing
Gbps Gigabit per second
BTS Base Transceiver Station
GCG Good Corporate Governance
CAGR Compound Annual Growth Rate
GDP Gross Domestic Product
CAOB Culture Agent on Boarding
GEO Geostationary Earth Orbit
CAPEX Capital Expenditure
GHz Gigahertz
CD Control Deficiency
GMS General Meeting of Shareholders
CDIO Chief Digital & Innovation Officer
GRI Global Reporting Initiative
CDN Content Delivery Networks
GRO Government Relationship Officer
ANNUAL REPORT 2025 409
Page 412
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Keyword Descriptions Keyword Descriptions
GSMA Global System for Mobile Communication KA Komite Audit or Audit Committee
Association
KAP Kantor Akuntan Publik or Public Accounting
HAKORDIA Hari Anti Korupsi Dunia or World Anti- Firm
Corruption Day
KEMPR Komite Evaluasi dan Monitoring
HCM Human Capital Management Perencanaan dan Risiko or Committee
for Planning and Risk Evaluation and
HR Human Resource
Monitoring
HSDC HyperScale Data Center
Kipas Budaya Komunitas Provokasi Aktivasi Budaya or
HSI High Speed Internet Community Cultural Activation Provocation
HTS High Throughput Satellite KMR Keuangan dan Manajemen Risiko or
IA Internal Audit Finance and Risk Management
IAI Ikatan Akuntan Indonesia or Institute of KNKG Komite Nasional Kebijakan Governance or
Indonesia Chartered Accountants Governance Policy National Committee
IAS International Accounting Standards KNR Komite Nominasi dan Remunerasi
or Committee for Nomination and
ICoFR Internal Control over Financial Reporting Remuneration
ICT Information and Communications KPI Key Performance Indicator
Technology
KPK Komisi Pemberantasan Korupsi or
IDX Indonesia Stock Exchange Corruption Eradication Commission
IFA Integrated & Financial Audit KSEI PT Kustodian Sentral Efek Indonesia
IFAS Indonesian Financial Accounting Standard KTKT Komite Tata Kelola Terintegrasi or
IFRS International Financial Reporting Standard Integrated Governance Committee
IGG Indonesia Global Gateway L&C Legal & Compliance
IICD Indonesia Institute for Corporate LED Loss Event Database
Directorship LEO Low Earth Orbit
IKM Indeks Kepuasan Masyarakat or Community LHKPN Laporan Harta Kekayaan Penyelenggara
Satisfaction Index Negara or State Official Wealth Reports
IMF International Monetary Fund LSA Long Service Awards
IMS Integrated Management System LSE London Stock Exchange
IOA Infrastructure & Operation Audit LSL Long Service Leaves
IOH Indosat Ooredoo Hutchsion LTE Long-Term Evolution
IoT Internet of Things LTI Long-Term Incentive
IPLC International Private Leased Circuit MSA Managed Service Agreement
IPO Initial Public Offering MSE Micro and Small Enterprise
ISAK Interpretasi Standar Akuntansi Keuangan MSOP Managed Service Agreement Management
or Interpretation of Statements of Financial Stock Ownership Program
Accounting Standards
MTN Medium Term Notes
ISO International Organization for
Standardization MVNO Mobile Virtual Network Operator
IT Information Technology NAP Network Access Point
ITA Information & Technology Audit NIB Nomor Induk Berusaha or Business
Identification Number
ITDRI Indonesia Telecommunication and Digital
Research Institute NPS Net Promoter Score
JaKaLaDeMa Jawa Kalimantan Sulawesi Denpasar NPWP Nomor Pokok Wajib Pajak or Tax
Mataram Identification Number
Jo. Juncto NYSE New York Stock Exchange
410 ANNUAL REPORT 2025
Page 413
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Keyword Descriptions Keyword Descriptions
OECD Organization for Economic Cooperation and SEOJK Surat Edaran Otoritas Jasa Keuangan
Development or Circular Letter of Indonesia Financial
Service Authority
OJK Otoritas Jasa Keuangan or Financial
Services Authority SIUP Surat Izin Usaha Perdagangan or Business
License
OLO Other Licensed Operator
SLI Sambungan Langsung Internasional or
OTT Over the Top
International Direct Dialing
PaDi Pasar Digital
SMAP Sistem Manajemen Anti Penyuapan or Anti-
PANCEK Panduan Cegah Korupsi or Corruption Bribery Management System
Prevention Guide
SME Small and Medium Enterprises
PDNS Pusat Data Nasional Sementara or
SOE State-Owned Enterprises
Temporary National Data Center
SOX Sarbanes-Oxley Act
Pefindo PT Pemeringkat Efek Indonesia
SPI Sistem Pengendalian Internal or Internal
PKAT Program Kerja Audit Tahunan or Annual
Control System
Audit Work Program
SR Social Responsibility
PKNAT Program Kerja Non-Audit Tahunan or
Annual Non-Audit Work Program SROI Social Return on Investment
PN Perusahaan Negara or State Company THR Tunjangan Hari Raya or Religious Holiday
Allowance
POJK Peraturan Otoritas Jasa Keuangan or
Regulation of Indonesia Financial Services TIOC TelkomGroup Integrated Operation Center
Authority
TJSL Tanggung Jawab Sosial dan Lingkungan or
PoP Point of Presence Social and Environmental Responsibility
PPID Pejabat Pengelola Informasi dan TJSL - PUMK Tanggung Jawab Sosial dan Lingkungan
Dokumentasi or Information Management - Program Usaha Mikro dan Kecil or Social
and Documentation Officer and Environmental Responsibility - Micro
and Small Business
PSAK Pernyataan Standar Akuntansi Keuangan
or Statements of Financial Accounting TLC Transaction Level Control
Standards
TLK Telkom Ticker in New York Stock Exchange
RJPP Rencana Jangka Panjang Perseroan or
TLKM Telkom Ticker in Indonesia Stock Exchange
Company’s Long-Term Plan
TPK Terintegrasi Telkom dan KPK or Integrated
RKAP Rencana Kerja Anggaran dan Pendapatan
Telkom and KPK
or Budgeting and Revenue Work Plan
UPG Unit Pengendalian Gratifikasi or
RMI Risk Maturity Index
Gratification Management Unit
ROA Return on Asset
VOD Video on Demand
ROE Return on Equity
VOD Voice Over Data
SaaS Software as a Service
VoIP Voice over Internet Protocol
SAK Standar Akuntansi Keuangan or Financial
VPN Virtual Private Network
Accounting Standards
VR Virtual Reality
SDG Sustainable Development Goals
VSAT Very Small Aperture Terminal
SD-WAN Software Defined-Wide Area Network
WBS Whistleblowing System
SEA-ME-WE 5 Southeast Asia-Middle East-Western
Europe 5 WINS Wholesale and International Service
SEA-US Southeast Asia-United States WSA Wholesale Agreement
SEC Securities and Exchange Commission
ANNUAL REPORT 2025 411
Page 414
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Appendix 3: Cross Reference to the Circular
Letter by the Financial Services Authority No. 16/
SEOJK.04/2021
Criteria Explanation Pages
I FORM OF ANNUAL REPORT
1. Annual Report is presented in the form of printed documents and electronic copies of documents.
2. Annual Report presented as printed document should be printed on light-colored, good quality, A4 sized
paper, bound and possible to be reproduced in good quality.
3. Annual Report can present information in the form of pictures, graphs, tables, and/or diagrams by
including clear titles and/or descriptions, thus they are easy to read and understand.
4. Annual Report presented in the form of a copy of an electronic document is the Annual Report converted
in PDF format.
II CONTENT OF ANNUAL REPORT
1. Annual Report should at least 1) key financial data highlight; 20-23
contain information about:
2) stock information (if any); 26-28
3) Board of Commissioners’ report; 34-41
4) Directors’ report; 42-51
5) Issuer or Public Company’s profile; 10-17
6) management discussion and analysis; 114-173
7) Issuer or Public Company’s governance; 174-377
8) Issuer or Public Company social and environmental
378-401
responsibility;
9) audited annual financial report; and 450-605
10) statement of Directors and Board of Commissioners on the
52-53
responsibility for the Annual Report.
2. Description of the Contents of
Annual Report
a. Key Financial Data Highlight Highlights of Key Financial Data presents information in comparative
form over a period of 3 (three) financial years or since the
20-23
commencement of business if the Issuer or Public Company has been
running for less than 3 (three) years, and should at least contain:
1) revenue;
2) gross profit;
3) profit (loss);
4) profit (loss) attributable to parent and non-controlling interests;
5) comprehensive profit (loss);
412 ANNUAL REPORT 2025
Page 415
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
6) comprehensive profit (loss) attributable to parent and non-
controlling interests;
7) net profit (loss) per share;
8) total assets;
9) total liabilities;
10) total equity;
11) profit (loss) to total asset ratio;
12) profit (loss) to equity ratio;
13) profit (loss) to revenue ratio;
14) current ratio;
15) liabilities to equity ratio;
16) liabilities to total asset ratio; and
17) other financial information and ratios relevant to Issuer or
Public Company and their industry type;
b. Stock Information Information of stock for Public Company shall at least contains: 26-28
1) stock issued for three months period (if any) presented in
comparative form in the last 2 (two) financial years at least
contain:
a) outstanding stock;
b) market capitalization by the price in the Stock Exchange
where the stock is listed;
c) highest, lowest, and closing stock price by the price in the
Stock Exchange where the stock is listed;
d) traded volume in the Stock Exchange where the stock is
listed; and
The information in letters b), c) and d) shall only be disclosed if
the shares are listed on a stock exchange;
ANNUAL REPORT 2025 413
Page 416
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
2) in the event of corporate actions that result in changes to
shares, such as stock split, reverse stock split, stock dividend,
bonus shares, changes in the nominal value of shares, issuance
of convertible securities, and capital increase and reduction,
the share information referred to in point 1) shall include at least
an explanation of:
a) date of corporate actions;
b) ratio of stock split, reverse stock, stock dividend, stock
bonus, and the changes of par value;
c) amount of outstanding stock before and after corporate
actions;
d) number of conversion effects executed (if any); and
e) stock price before and after corporate actions;
3) in the event of a temporary suspension of stock trading and/
No
or delisting of shares during the financial year, the reason for
suspension/
the temporary suspension of stock trading and/or delisting of
delisting
shares shall be explained; and
4) in the event that the temporary suspension of stock trading
(suspension) as referred to in point 3) and/or the process
No
of delisting shares is still ongoing until the end of the Annual
suspension/
Report period, explain the actions taken to resolve the
delisting
temporary suspension of stock trading (suspension) and/or
delisting of shares;
c. Board of Directors’ Report Board of Directors’ Report shall at least contain: 42-51
1) brief description about the performance of Issuer or Public
Company, that at least include:
a) strategies and strategic policies of Issuer or Public
Company;
b) Board of Directors' role in strategy formulation and the
strategic policy of the Issuer or Public Company;
c) the process carried out by the Board of Directors to
ensure the implementation of the Issuer's or Company's
strategy Public;
d) comparison between the results achieved with those
targeted by the Issuer or Public Company; and
e) constraints experienced by Issuers or Public Company;
2) description of the Issuer or Public Company's business
prospects; and
3) implementation of Issuer or Public Company’s governance;
414 ANNUAL REPORT 2025
Page 417
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
d. Board of Commissioners’ Report Board of Commissioners’ Report shall at least contain: 34-41
1) assessment of the performance of the Directors in managing the
Issuer or Public Company, including supervision of the Board of
Commissioners in the formulation and implementation of the
Issuer's or Public Company's strategy by the Board of Directors;
2) overview of the business prospects of Issuer or Public Company
established by the Board of Directors; and
3) overview of the implementation of Issuer or Public Company’s
governance;
e. Profile of Issuer or Public Company The Issuer or Public Company’s Profile at least contains:
1) name of Issuer or Public Company, including, if any, changes
in names, reasons for such changes, and the effective date of 10
name;
2) access to Issuer or Public Company, including branch or
representative offices that enable people to obtain the 10
information of:
a) address;
b) telephone number;
c) e-mail address; and
d) website address;
3) brief history of the Issuer or Public Company; 60-61
4) vision and mission of Issuer or Public Company and corporate
56-59
culture or company values;
5) business activities according to the latest articles of
association, business activities conducted during the financial 62-63
year, and as well as types of goods and/or services produced;
6) operational area of Issuer or Public Company; is an area for
the implementation of operational activities or the range of the 18-19
company’s operational activities;
7) organizational structure of Issuer or Public Company in a form
of chart, of at least to 1 (one) structural level under Board of
Directors including the committees under Board of Directors 64-65
(if any) and committees under the Board of Commissioners,
accompanied by name and position;
8) list of industry association memberships both on a national and
international scale related to the implementation of sustainable 66-67
finance;
ANNUAL REPORT 2025 415
Page 418
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
9) profile of the Directors, consisting of at least: 78-88
a) name and position that corresponds to the duties and
responsibilities;
b) latest photograph;
c) age;
d) nationality;
e) educational background;
f) employment record, consisting of:
(1) legal basis of Board of Directors members
appointment for the first time at the related Issuer
or Public Company;
(2) concurrent position, whether as a member of
the Board of Directors, a member of the Board of
Commissioners, and/or a member of a committee,
as well as other positions both within and outside
the Issuer or Public Company. In the event that a
member of the Board of Directors does not hold any
concurrent positions, this shall be disclosed; and
(3) work experience and the time period both inside
and outside the Issuer or Public Company;
g) affiliation with other members of the Board of Directors,
members of the Board of Commissioners, major
shareholders, and controllers either directly or indirectly
to individual owners, including the names of affiliated
parties. In the event that a member of the Board of
Directors has no affiliation, the Issuer or Public Company
shall disclose this matter; and
h) changes in the composition of the members of the Board
of Directors and the reasons for the changes. In the
event that there is no change in the composition of the
members of the Board of Directors, it will be disclosed
regarding this matter;
10) profile of Board of Commissioners, consisting of: 68-75
a) name and title;
b) latest photograph;
c) age;
d) nationality;
e) educational background and/or certification;
416 ANNUAL REPORT 2025
Page 419
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
f) employment record, consisting of:
(1) legal basis for the appointment as a member of the
Board of Commissioners;
(2) legal basis for the first appointment as a member of
the Board of Commissioners who is an independent
commissioner of the related Issuer or Public
Company;
(3) concurrent positions, either as member of Board
of Commissioners, Directors, and/or committee,
as well as other positions, both inside and outside
the Issuer or Public Company. In the event that a
member of the Board of Commissioners does not
have double positions, then this is disclosed; and
(4) work experience and the time period both inside
and outside the Issuer or Public Company;
g) affiliation with other members of the Board of
Commissioners, major shareholders, and controllers
either directly or indirectly to individual owners, including
names of affiliated parties; In the event that a member of
the Board of Commissioners does not have any affiliation,
the Issuer or Public Company shall disclose this matter;
h) statement of independence of the independent
commissioner in the event that the independent
commissioner has served more than 2 (two) terms; and
i) changes in the composition of the members of the Board
of Commissioners and the reasons for the changes. In
the event that there is no change in the composition of
the members of the Board of Commissioners, this matter
should be disclosed;
11) in the event of a change in the composition of the Board
of Commissioners and/or Directors taking place after the
financial year until the deadline of Annual Report submission,
76-77, 89-90
management composition stated in the Annual Report is
then the composition of the Board of Commissioners and/or
Directors both the latest and the previous one;
12) number of employees by gender, position, age, education
level, and employment status (permanent/contracted) in the
92-95
financial year. Disclosure of information can be presented in
tabular form;
ANNUAL REPORT 2025 417
Page 420
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
13) name of shareholders and ownership percentage at the end of
96-99
financial year, information includes among others:
a) shareholders having 5% (five percent) or more shares of
Issuer or Public Company;
b) member of Directors and Board of Commissioners owning
shares of Issuer or Public Company. In the event that all
members of the Board of Directors and/or all members of
the Board of Commissioners do not own shares, then this
matter is disclosed; and
c) group of public shareholders each having less than
5% (five percent) share ownership of Issuer or Public
Company;
The above information can be presented in tabular form;
14) the percentage of indirect ownership of the shares of the Issuer
or Public Company by members of the Board of Directors and
members of the Board of Commissioners at the beginning and
end of the financial year, including information on shareholders
registered in the shareholder register for the benefit of
indirect ownership of members of the Board of Directors 98
and members of the Board of Commissioners;
In the event that all members of the Board of Directors and/or all
members of the Board of Commissioners do not have indirect
ownership of the shares of the Issuer or Public Company, this
matter shall be disclosed;
15) number of shareholders and ownership percentage at the end
97
of financial year presented in the following classifications:
a) local institution ownership;
b) foreign institution ownership;
c) local individual ownership; and
d) foreign individual ownership;
16) information concerning major and controlling shareholder of
Issuer or Public Company, both direct and indirect, until the 96
individual owner, presented in the form of scheme or diagram;
17) names of subsidiaries, associated companies, joint
ventures in which Issuer or Public Company owns
control with the entities, along with the percentage
of share ownership, line of business, total asset, and 100-106
operating status of such companies (if any);
For subsidiaries, information about the company’s address
should be added;
18) chronology of stock listing, number of stock, par value, and
offering price from the beginning of listing up to the end of
the financial year and name of Stock Exchange where Issuer
or Public Company’s stock are listed including stock split, 107-109
reverse stock, stock dividend, shares bonus, and changes in the
nominal value of shares, implementation of conversion effects,
implementation of capital additions and subtractions (if any);
418 ANNUAL REPORT 2025
Page 421
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
19) information of other securities listing other than the securities
referred to in point 18) which have not matured in the financial
year at least contain the name of the securities, year of issue, 109-111
interest rate/yield, maturity date, offering value, and rating of
securities (if any);
20) information on the use of public accounting services (AP) and
public accounting firms (KAP) and their networks/associations/ 111-112
allies include:
a) name and address;
b) assignment period;
c) information on audit and/or non-audit services provided;
d) audit and/or non-audit fee for each assignment given
during the financial year; and
e) in the event that AP and KAP and their networks/
associations/allies, which are appointed do not provide
non-audit services, then the information is disclosed;
Disclosure of information on the use of AP and KAP services
and their networks/associations/allies can be presented in
tabular form;
21) name and address of capital market supporting institutions
113
and/or professions other than AP and KAP;
f. Management Discussion and Annual Report must contain discussion and analysis of Financial
Analysis Report and other significant information by emphasizing material
changes taking place during the year under review. It should at least
contain:
1) operational review by business segment in accordance with the
116-133
industry of Issuer or Public Company, consisting of at least:
a) production, which includes process, capacity and its
development;
b) revenue; and
c) profitability;
2) comprehensive financial performance including a comparison
between the financial performance of the last two financial
144-160
years, explanation on the causes of such changes and their
impact, which among others includes:
a) current assets, non-current assets, and total assets;
b) short-term liabilities, long-term liabilities, and total
liabilities;
c) equity;
d) revenue, expenses and profit (loss), other comprehensive
revenue and comprehensive income (loss); and
e) cash flow;
ANNUAL REPORT 2025 419
Page 422
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
3) capability to pay debts by presenting relevant ratio; 161
4) account receivables collectability of Issuer or Public Company
165
receivable by presenting relevant ratio;
5) capital structure and management’s policies on the capital
162
structure, as well as basis of the policy making;
6) discussion on material commitment for the investment of
164
capital expenditure with explanation concerning:
a) purpose of such commitment;
b) sources of funds expected to fulfill the commitment;
c) currency of denomination; and
d) steps taken by the Issuer or Public Company to protect
the position of related foreign currency against risks;
7) discussion on realization of investment of capital expenditure
163
within the last financial year, that at least contains:
a) type of capital expenditure investments;
b) purpose of capital expenditure investments; and
c) value of capital expenditure investments issued;
8) material information and facts occurring after the date of
166
accountant’s report (if any);
9) business prospects of Issuer or Public Company in relation to
the industry, economy in general, and international market,
167-169
and accompanied with the supporting quantitative data from
reliable data resource;
10) comparison between target/projection at the beginning of
170
financial year and the realization, that includes:
a) revenue;
b) profit (loss);
c) capital structure; or
d) other information deemed necessary by the Issuer or
Public Company;
11) target/projection of the Issuer or Public Company within 1 (one)
170-171
year, that includes:
a) revenue;
b) profit (loss);
c) capital structure;
d) dividend policy; or
e) other information deemed necessary by the Issuer or
Public Company;
12) marketing aspects of the goods and/or services of Issuer or
Public Company, including among others marketing strategies 134-143
and market share;
420 ANNUAL REPORT 2025
Page 423
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
13) description of dividend during the past 2 (two) financial years (if
171
any), includes at least:
a) dividend policy; including information on the percentage
of dividends distributed to net income;
b) date of cash dividend payment and/or date of non-cash
dividend distribution;
c) amount of dividend per share (cash and/or non-cash);
and
d) amount of dividend paid per year;
Disclosure of information can be presented in tabular form. In
the event that the Issuer or Public Company has not distributed
dividends in the last 2 (two) years, this matter shall be disclosed;
14) realization of the use of proceeds from Public Offering is under
171-172
the following conditions:
a) in the event that during the financial year reported,
the Issuer is obliged to submit report on realization of
use of proceeds, then Annual Report should disclose
accumulated realization of use of proceeds until the end
of the financial year; and
b) in the event that there is a change in the use of proceeds
as stipulated in Financial Services Authority Regulation
on Report on Realization of Use of Proceeds, the Issuer
should then explain such change;
15) material information (if any) concerning, among others
investment, expansion, divestment, merger, acquisition, debt/
capital restructuring, affiliated transaction, and transaction 172
with conflict of interests taking place during the financial year
(if any). Information includes:
a) date, value and object of transaction;
b) name of transacting parties;
c) nature of affiliated relation (if any);
d) explanation of fairness of transaction;
e) compliance with related rules and regulations;
f) in the event that there is an affiliation relationship, in
addition to disclosing the information as referred to in
letter a) to letter e), the Issuer or Public Company also
discloses information:
(1) a statement from the Board of Directors that the
affiliate transaction has gone through adequate
procedures to ensure that the affiliated transaction
is carried out in accordance with generally
accepted business practices, among others, by
complying with the arms-length principle; and
ANNUAL REPORT 2025 421
Page 424
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
(2) the role of the Board of Commissioners and the Audit
Committee in carrying out adequate procedures to
ensure that affiliated transactions are carried out
in accordance with generally accepted business
practices, among others, by complying with the
arms-length principle;
g) for affiliated transactions or material transactions
which are business activities carried out in order to
generate business income and are carried out regularly,
repeatedly and/or continuously, an explanation is added
that the affiliated transactions or material transactions
are business activities carried out in order to generate
business income and are carried out regularly. routine,
repetitive, and/or continuous;
In the case of affiliate transactions or material
transactions referred to has been disclosed in the annual
financial report, added information regarding disclosure
references in reports the annual finances;
h) for disclosure of affiliated transactions and/or conflict of
interest transactions resulting from the implementation
of affiliated transactions and/or conflict of interest
transactions that have been approved by independent
shareholders, additional information regarding the date
of the GMS which approved the affiliated transactions
and/or conflict of interest transactions is added; and
i) in the event that there are no affiliated transactions and/
or conflict of interest transactions, then such matters
shall be disclosed;
16) description of changes in regulation which have a significant
effect on the Issuer or Public Company and its impact on the 173
financial report (if any); and
17) changes in the accounting policy, rationale and impacts on the
173
financial statement (if any);
g. Governance of Issuer or Public Governance of Issuer or Public Company at least contains brief
Company description of:
1) General Meeting of Shareholders (GMS) shall at least contain: 185-202
a) information regarding the resolutions of the GMS in the
financial year and 1 (one) year prior to the financial year
includes:
(1) resolutions of the GMS in the financial year and 1
(one) year before the financial year are realized in
the financial year; and
(2) resolutions of the GMS for the financial year and 1
(one) year before the financial year that have not
been realized and the reasons for not realizing
them;
b) in the event that the Issuer or Public Company uses an
independent party in the conduct of the GMS to calculate
the votes, then this matter shall be disclosed;
422 ANNUAL REPORT 2025
Page 425
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
2) Directors, consisting of among others: 294-321
a) scope of work and responsibility of each member of
the Directors;
Information regarding the duties and responsibilities of
each member of the Board of Directors is described and
can be presented in tabular form;
b) disclosure that the Directors have Directors’ charter;
c) policies and implementation regarding the frequency
of meetings of the Board of Directors, joint meetings of
the Board of Commissioners, and the level of attendance
of members of the Board of Directors in such meetings
including attendance at the GMS;
Information on the level of attendance of members of
the Board of Directors at the meeting of the Board of
Directors, the meeting of the Board of Directors with the
Board of Commissioners, or the GMS can be presented in
tabular form;
d) training and/or competency improvement of members of
the Board of Directors:
(1) policies on training and/or improving the
competence of members of the Board of Directors,
including an orientation program for newly
appointed members of the Board of Directors (if
any); and
(2) training and/or competency improvement
attended by members of the Board of Directors in
the financial year (if any);
e) the Board of Directors’ assessment of the performance of
the committees that support the implementation of the
Board of Directors’ duties for the financial year shall at
least contain:
1) performance appraisal procedures; and
2) criteria used such as performance achievement
during the financial year, competence and
attendance in a meeting;
f) in the case that the Issuer or Public Company does not
have a committee that supports the implementation of
tasks the Board of Directors, then it is disclosed regarding
this matter;
3) Board of Commissioners, consisting of among others: 203-224
a) description of responsibility of the Board of
Commissioners;
b) disclosure that the Board of Commissioners has Board of
Commissioners’ charter;
ANNUAL REPORT 2025 423
Page 426
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
c) policies and implementation of the frequency of meetings
of the Board of Commissioners, meetings of the Board of
Commissioners with the Board of Directors and the level
of attendance of members of the Board of Commissioners
in the meeting including attendance at the GMS;
Information on the level of attendance of members
of the Board of Commissioners at the meeting of the
Board of Commissioners, the meeting of the Board of
Commissioners with the Board of Directors, or the GMS
can be presented in tabular form;
d) training and/or competency improvement of members of
the Board of Commissioners:
(1) policies on training and/or improving the
competence of members of the Board of
Commissioners, including orientation programs
for newly appointed members of the Board of
Commissioners (if any); and
(2) training and/or competency improvement attended
by members of the Board of Commissioners in the
financial year (if any);
e) performance appraisal of the Board of Directors and
the Board of Commissioners as well as each member of
the Board of Directors and the Board of Commissioners,
including among others:
(1) procedure of performance assessment
implementation;
(2) the criteria used are performance achievements
during the financial year, competence and
attendance at meetings; and
(3) parties conducting the assessment;
f) the Board of Commissioners’ assessment of the
performance of the Committees that support
the implementation of the duties of the Board of
Commissioners in the financial year includes:
(1) performance appraisal procedures; and
(2) the criteria used are performance achievements
during the financial year, competence and
attendance at meetings;
4) the nomination and remuneration of the Board of Directors and
322-325
the Board of Commissioners shall at least contain:
a) nomination procedure, including a brief description of
the policies and process for nomination of members of
the Board of Directors and/or members of the Board of
Commissioners; and
b) procedures and implementation of remuneration for
the Board of Directors and the Board of Commissioners,
among others:
424 ANNUAL REPORT 2025
Page 427
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
(1) procedures for determining remuneration for the
Board of Directors and the Board of Commissioners;
(2) the remuneration structure of the Board of
Directors and the Board of Commissioners such as
salaries, allowances, bonuses and others; and
(3) the amount of remuneration for each member of
the Board of Directors and member of the Board of
Commissioners;
Disclosure of information can be presented in
tabular form;
5) sharia supervisory board, for Issuer or Public Company running
business under the principles of sharia as expressed in the Irrelevant
Articles of Association, contains at least:
a) name;
b) the legal basis for the appointment of the sharia
supervisory board;
c) period of assignment of the sharia supervisory board;
d) tasks and responsibilities of sharia supervisory board;
and
e) frequency and method of advising and supervisory on the
compliance of sharia principles in capital market toward
the Issuer or Public Company;
6) Audit Committee, consisting of among others: 225-244
a) name and position in the committee;
b) age;
c) nationality;
d) educational background;
e) employment record, consisting of:
(1) legal basis of appointment as member of
committee;
(2) double position, either as member of Board of
Commissioners, Directors, and/or committee and
other positions (if any); and
(3) work experience and the time period, both inside
and outside the Issuer or Public Company;
f) period of service of Audit Committee members;
g) disclosure of independence of Audit Committee;
h) training and/or competency improvement that have been
followed in the financial year (if any);
i) disclosure of company policies and the implementation
on frequency of Audit Committee meetings and the
attendance of Audit Committee members in such
meetings; and
ANNUAL REPORT 2025 425
Page 428
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
j) brief description activities carried out by Audit Committee
during the financial year based on what is stated in Audit
Committee Charter;
7) committee or function of nomination and remuneration of
245-255
Issuers or Public Companies, consisting of among others:
a) name and position in the committee;
b) age;
c) nationality;
d) educational background;
e) employment record, consisting of:
(1) legal basis of appointment as committee member;
(2) double position, either as member of Board of
Commissioners, Directors and/or committee and
the other positions (if any); and
(3) work experience and the time period both inside
and outside the Issuer or Public Company;
f) period of service of committee members;
g) disclosure of independence of committee;
h) training and/or competency improvement that have been
followed in the financial year (if any);
i) description of duties and responsibilities;
j) disclosure that the committee has charter of committee;
k) disclosure of company policies and the implementation
on frequency of committee meetings and the attendance
of committee members in such meetings;
l) brief description activities during the financial year;
m) in the event that no nomination and remuneration
committee is formed, the Issuer or Public Company is
sufficient to disclose the information as referred to in
letter i) to letter l) and disclose:
(1) reasons for not forming the committee; and
(2) the party carrying out the nomination and
remuneration function;
8) other committees the Issuer or Public Company has in order
to support the function and tasks of Directors (if any) and/or
256-293
committees that support the functions and duties of the Board
of Commissioners, consisting of among others:
a) name and position in the committee;
b) age;
c) nationality;
d) educational background;
426 ANNUAL REPORT 2025
Page 429
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
e) employment record, consisting of:
(1) legal basis of appointment as committee member;
(2) double position, either as member of Board of
Commissioners, Directors and/or committee and
the other positions (if any); and
(3) work experience and the time period both inside
and outside the Issuer or Public Company;
f) period of service of committee members;
g) disclosure of independence of committee;
h) training and/or competency improvement that have been
followed in the financial year (if any);
i) description of duties and responsibilities;
j) disclosure that the committee has charter of committee;
k) disclosure of company policies and the implementation
on frequency of committee meetings and the attendance
of committee members in such meetings; and
l) brief description of activities during the financial year;
9) Corporate Secretary, consisting among others: 326-327
a) name;
b) domicile;
c) employment record, consisting of:
(1) legal basis of appointment as Corporate Secretary;
and
(2) work experience and the time period both inside
and outside the Issuer or Public Company;
d) educational background;
e) training and/or competency improvement that have been
followed in the financial year; and
f) brief description activities carried out by Corporate
Secretary during the financial year;
10) Internal Audit unit, consisting among others: 328-330
a) name of Internal Audit unit’s chief;
b) employment record, consisting of:
(1) legal basis of appointment as Internal Audit unit’s
chief; and
(2) work experience and the time period both inside
and outside the Issuer or Public Company;
c) qualification/certification as an Internal Audit (if any);
d) training and/or competency improvement that have been
followed in the financial year;
e) structure and position of Internal Audit unit;
ANNUAL REPORT 2025 427
Page 430
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
f) description of tasks and responsibilities of Internal Audit
unit;
g) disclosure that the unit has charter Internal Audit unit;
and
h) brief description of the implementation of the duties of
the Internal Audit unit in the financial year including the
policy and implementation of the frequency of meetings
with the Board of Directors, Board of Commissioners,
and/or Audit Committee;
11) description of internal control system implemented by Issuer or
331-334
Public Company, consisting of at least:
a) operational and financial control, along with compliance
with other prevailing rules and regulations; and
b) review on effectiveness of internal control system;
c) statement of the Board of Directors and/or Board of
Commissioners on the adequacy of the internal control
system;
12) risk management system implemented by Issuer or Public
335-352
Company, consisting of at least:
a) general description of risk management system of Issuer
or Public Company;
b) types of risks and efforts to manage such risks;
c) review on effectiveness of the risk management system
of Issuer or Public Company; and
d) statement of the Board of Directors and/or Board of
Commissioners on the adequacy of the internal control
system;
13) legal cases that have a material impact faced by Issuers or
Public Companies, subsidiaries, members of the Board of
353-354
Directors and members of the Board of Commissioners (if any),
at least contain:
a) material of the case/claim;
b) status of settlement of case/claim; and
c) impacts on the financial condition of the Issuer or Public
Company;
14) information on administrative sanctions to Issuer or Public
Company, members of the Board of Commissioners and
374
Directors, by Financial Service Authority and other authorities
during the financial year (if any);
15) information on code of conducts and culture of Issuer or Public
354-356
Company (if any) consisting of:
a) main points of code of conducts;
b) form of socialization of code of conducts and efforts to
enforce it; and
c) disclosure of that code of conducts is applicable to
member of Directors, Board of Commissioners, and
employees of Issuer or Public Company;
428 ANNUAL REPORT 2025
Page 431
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
16) a brief description of the policy of providing long-term
performance-based compensation to management and/or
employees owned by the Issuer or Public Company (if any),
including the management stock ownership program (MSOP)
and/or share ownership program by employees (employee
357-358
stock ownership program/ESOP);
In terms of providing compensation in the form of a
management stock ownership program (MSOP) and/or an
employee stock ownership program (ESOP), the information
disclosed must at least contain:
a) amount of stock and/or options;
b) time period of exercise;
c) requirements for eligible employees and/or Management;
and
d) exercise price;
17) brief description of disclosure policy information regarding: 358
a) share ownership of members of the Board of Directors
and members Board of Commissioners no later than 3
(three) working days after the occurrence of ownership or
any change in ownership of shares in a Public Company;
and
b) implementation of the said policy;
18) explanation on whistleblowing system at the Issuer or Public
Company to report misconduct causing potential loss to the
359-365
company or the stakeholders (if any), consisting of among
others:
a) procedure to submit whistleblowing report;
b) protection for whistleblower;
c) handling of whistleblowing;
d) party managing whistleblowing; and
e) results of whistleblowing handling, consisting of at least:
(1) number of whistleblowing registered and
processed in financial year; and
(2) follow up of whistleblowing;
In the event that the Issuer or Public Company does not
have a whistleblowing system, it is disclosed regarding
this matter;
19) a description of the anti-corruption policy of the Issuer or
366-374
Public Company, at least containing:
a) programs and procedures implemented in overcoming
the practice of corruption, kickbacks, fraud, bribery and/
or gratuities in Issuers or Public Companies; and
b) anti-corruption training/socialization to employees of
Issuers or Public Companies;
In the event that the Issuer or Public Company does not have
an anti-corruption policy, the reasons for not having the said
policy are explained;
ANNUAL REPORT 2025 429
Page 432
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Criteria Explanation Pages
20) implementation of Public Company Governance Guidelines
for Issuer that issues Equity Securities or Public Company, 178-182
consisting of:
a) disclosure of implemented recommendations; and/or
b) explanation concerning unimplemented
recommendation, including reasons for such conditions
and alternatives (if any);
Disclosure of information can be presented in tabular form;
h. Social and Environmental 1) information disclosed in the social and environmental
The 2025
Responsibility of Issuer or Public responsibility section is a Sustainability Report as referred
Sustainability
Company to in the Financial Services Authority’s Regulation No. 51/
Report is
POJK.03/2017 concerning the Implementation of Sustainable
presented
Finance for Financial Services Institutions, Issuers, and Public
separately
Companies, containing at least:
a) explanation of the sustainability strategy;
b) an overview of sustainability aspects (economic, social,
and environmental);
c) brief profile of the Issuer or Public Company;
d) explanation of the Board of Directors;
e) sustainability governance;
f) sustainability performance;
g) written verification from an independent party, if any;
h) feedback sheet for readers, if any; and
i) the response of the Issuer or Public Company to the
previous year's report feedback;
2) the Sustainability Report as referred to in number 1), must be
prepared in accordance with the Technical Guidelines for the
Preparation of a Sustainability Report for Issuers and Public 378-401
Companies as contained in Appendix II which is an integral part
of this Financial Services Authority Circular Letter;
3) information on the Sustainability Report in number 1) could be:
a) disclosed in other relevant sections outside of the social
and environmental responsibility section, such as the
Directors' explanation regarding the Sustainability
Report disclosed in the section related to the Directors'
Report; and/or
b) refers to other sections outside the social and
environmental responsibility section while still referring
to the Technical Guidelines for the Preparation of
Sustainability Reports for Issuers and Public Companies
as listed in Appendix II which is an integral part of this
Financial Services Authority Circular Letter, such as
profiles Issuer or Public Company;
430 ANNUAL REPORT 2025
Page 433
07
Corporate Social
Responsibility and Appendices PT TELKOM INDONESIA (PERSERO) Tbk
Environment (CSR)
Criteria Explanation Pages
4) the Sustainability Report as referred to in number 1) is an Telkom
inseparable part of the Annual Report but can be presented will publish
separately from the Annual Report; its 2025
Sustainability
Report
separately
5) in the event that the Sustainability Report is presented
separately from the Annual Report, the information disclosed in
the said Sustainability Report must:
a) contains all the information as referred to in number 1);
and
b) prepared in accordance with the Technical Guidelines for
the Preparation of a Sustainability Report for Issuers and
Public Companies as contained in Appendix II which is an
integral part of this Circular Letter of Financial Services
Authority;
6) in the event that the Sustainability Report is presented
separately from the Annual Report, then the social and
environmental responsibility section contains information that
information regarding social and environmental responsibility
has been disclosed in the Sustainability Report which is
presented separately from the Annual Report; and
7) submission of the Sustainability Report which is presented
separately from the Annual Report must be submitted together
with the submission of the Annual Report;
i. Audited Financial Statement The annual financial statements contained in the Annual Report
are prepared in accordance with financial accounting standards in
Indonesia and have been audited by a public accountant registered
with the Financial Services Authority. The said annual financial
report contains a statement regarding the accountability for
450-605
financial statements as regulated in the Financial Services Authority
Regulation regarding the Board of Directors' responsibility for
financial reports or the laws and regulations in the capital market
sector which regulates the periodic reports of securities companies
in the event that the Issuer is a securities company;
j. Statement of Members Board Statement of members of Directors and Board of Commissioners on
of Directors and Board of the responsibility for the Annual Report is composed in accordance
Commissioners on the Responsibility with the format of Statement of Members of Directors and Board of 52-53
for the Annual Report Commissioners on Responsibility for the Annual Report as attached
in the Appendix I as an inseparable part of the Circular Letter of FSA.
ANNUAL REPORT 2025 431
Page 434
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Appendix 4: Affiliate Transactions List
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Telkom
SHL Interest ✓ ✓
Dividend ✓
ESOP
Advertising/Printing Services ✓ ✓
APP2P Services ✓
Technical Assistant/Investigation Survey Services
Call Center/Contact Center Services – Outsourcing
Colocation/Maintenance/Supporting Services ✓
CPE Managed Application Services
Credit Voucher Fee Services/RITNAS
Health Services ✓
I/C SLI 007 Services
ii_007 – Signalling Services
Domestic Incoming Services (Interconnection)
Incubation Services ✓
Device Installation Services
Construction Services ✓
Content Services/PIB
IoT Services
Lease & Trade Services ✓
License/Application Services
Maintenance Services
Manage Capacity Services
Management Services ✓
Outsourcing Services
PE2PE Services
432 ANNUAL REPORT 2025
Page 435
18
Pojok Celebes Mandiri
19
✓
✓
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
✓
✓
✓
✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
TIF
✓ ✓
✓
Mitratel
✓
✓
Digital Aplikasi Solusi
07
✓
✓
✓
✓
✓
Infomedia Nusantara
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓
Persada Sokka Tama
Appendices
31
✓
✓
✓
✓
PINS
Telin Hong Kong
Telin Singapore
✓
✓
✓
✓
✓
✓
✓ ✓ ✓
✓ Telkomsel
TII
Teknologi Data Infrastruktur
Telin Australia
Telin Timor-Leste TP USD
Telkom Data Ekosistem
✓
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
Telkom Landmark Tower
TelkoMedika
✓
Telkomsel Ekosistem Digital
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
433
Page 436
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Building/Site Management Services ✓
Building/Tower Management Services
Royalty Services
Telecommunication Facilities Services: CINOP, GRX, etc.
SARTEL-SARPEN Services ✓ ✓
SARTEL-SARPEN (IDR) Services ✓ ✓
SARTEL-SARPEN-CALLCENTER Services
SARTEL-SARPEN-WIFI.ID (IDR) Services
SARTEL-SARPEN-WIFI.ID (USD) Services
Satellite Link/Transponder/VISAT/Circuit Services
Link Lease Services: Metroethernet, Astinet, VPN IP, ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
DINACCESS
Work Facilities Rental Services/Seat Management
Training/Assessment Services ✓ ✓ ✓ ✓ ✓ ✓ ✓
Balebat
Advertising/Printing Services ✓
Infomedia Solusi Humanika
Colocation/Maintenance/Supporting Services
Outsourcing Services ✓
Media Nusantara Data Global
Colocation/Maintenance/Supporting Services ✓
NeutraDC Singapore
Colocation/Maintenance/Supporting Services
Admedika
Health Services ✓
Building/Site Management Services ✓
Collega Inti Pratama
License/Application Services ✓
Finnet
Collection Services ✓
Colocation/Maintenance/Supporting Services
434 ANNUAL REPORT 2025
Page 437
18
✓
✓
Pojok Celebes Mandiri
19
✓
✓
✓
Sigma Cipta Caraka
20
✓
SSI
21
✓
Telin Malaysia
Corporate Social
Responsibility and
✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓ ✓
✓
✓ ✓
Telkomsat
Telkomsel Mitra Inovasi
TIF
✓
✓ ✓
✓
Mitratel
✓ ✓
Digital Aplikasi Solusi
07
✓
✓
Infomedia Nusantara
✓
✓ ✓ ✓ ✓ ✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
Persada Sokka Tama
Appendices
31
✓ ✓
✓
✓
✓
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
PINS
Telin Hong Kong
✓
Telin Singapore
✓
✓
✓
Telkomsel
✓ ✓
✓ ✓
✓
✓
✓
✓ ✓
TII
✓ ✓
Teknologi Data Infrastruktur
Telin Australia
Telin Timor-Leste TP USD
✓
✓
Telkom Data Ekosistem
✓
✓
✓ ✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
Telkom Landmark Tower
✓
TelkoMedika
✓ ✓ ✓ ✓ ✓
Telkomsel Ekosistem Digital
TSGN
✓
Ultra Mandiri Telekomunikasi
42 43 44 45 46
✓
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
435
Page 438
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
e-Data Services
e-Payment/Money Services ✓
Building/Site Management Services
Graha Sarana Duta
ESOP ✓
Technical Assistance Services/Investigation Survey
Hosting Services/CDN
Construction Services ✓
Building/Site Management Services ✓ ✓ ✓
Building/Tower Lease Services
Supporting Services ✓
Transport Management Services ✓
Graha Yasa Selaras
Building/Site Management Services ✓
MD Investama
Dividend ✓
Incubation Services ✓
Metra Digital Media
Advertising/Printing Services ✓ ✓ ✓
APP2P Services ✓
Colocation/Maintenance/Supporting Services
Management Services ✓
Building/Site Management Services
Satellite Services & VAS ✓
SMS KA Services ✓
Metra Net
Advertising/Printing Services ✓ ✓ ✓ ✓ ✓
Colocation/Maintenance/Supporting Services ✓
Supporting Services
Satellite Services & VAS
436 ANNUAL REPORT 2025
Page 439
18
✓
Pojok Celebes Mandiri
19
✓
Sigma Cipta Caraka
20
✓ ✓ ✓
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
✓
✓
✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
✓
✓
TIF
✓
✓
Mitratel
Digital Aplikasi Solusi
07
✓
✓
Infomedia Nusantara
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓ ✓
Persada Sokka Tama
Appendices
31
✓
✓
✓
PINS
Telin Hong Kong
Telin Singapore
✓
✓
✓
Telkomsel
✓ ✓
✓
TII
✓
Teknologi Data Infrastruktur
Telin Australia
✓
Telin Timor-Leste TP USD
✓
Telkom Data Ekosistem
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
✓
Telkom Landmark Tower
✓
TelkoMedika
✓
Telkomsel Ekosistem Digital
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
437
Page 440
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Metra TV
Advertising/Printing Services ✓
Content Services/PIB ✓
NU TECH
Colocation/Maintenance/Supporting Services
CPE Managed Application Services
CPE Managed Device Services ✓
e-Payment/Money Services
Supporting Services ✓
NUON
Advertising/Printing Services ✓
Content Services/PIB ✓
SARTEL-SARPEN Services ✓
Pojok Celebes Mandiri
e-Ticketing Services ✓ ✓ ✓ ✓
Sigma Cipta Caraka
ESOP ✓
Colocation/Maintenance/Supporting Services ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
License/Application Services
Maintenance Services
Supporting Services
Server Rental Services ✓
Sigma Metrasys
License/Application Services
SSI
Colocation/Maintenance/Supporting Services
Satellite Link/Transponder/VISAT/Circuit Services ✓
Telin Malaysia
Colocation/Maintenance/Supporting Services ✓
Satellite Link/Transponder/VISAT/Circuit Services
438 ANNUAL REPORT 2025
Page 441
18
Pojok Celebes Mandiri
19
✓
✓
Sigma Cipta Caraka
20
✓
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓ ✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
TIF
✓
Mitratel
Digital Aplikasi Solusi
07
Infomedia Nusantara
✓
✓ ✓ ✓
✓ ✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
Persada Sokka Tama
Appendices
31
✓
PINS
✓
Telin Hong Kong
✓
Telin Singapore
✓
✓
✓
✓
✓
Telkomsel
✓
✓ ✓
TII
Teknologi Data Infrastruktur
Telin Australia
✓
Telin Timor-Leste TP USD
✓
Telkom Data Ekosistem
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
Telkom Landmark Tower
✓ ✓ ✓
TelkoMedika
✓
Telkomsel Ekosistem Digital
✓
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
439
Page 442
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Telkom Akses
Technical Assistance Services/Investigation Survey
Colocation/Maintenance/Supporting Services
Access Network Services ✓
Construction Services ✓
Lease & Trade Services ✓
Maintenance Services ✓
Manage Capacity Services ✓
Management Services ✓
Transport Management Services ✓
Telkomsat
Advertising/Printing Services ✓
Incubation Services ✓
Device Installation Services ✓
Construction Services
Manage Capacity Services ✓
Management Services ✓
Telecommunication Facilities Services: CINOP, GRX, etc.
Satellite Link/Transponder/VISAT/Circuit Services ✓ ✓
Satellite Services & VAS ✓
TIF
Colocation/Maintenance/Supporting Services
Domestic Incoming Services (Interconnection) ✓
Management Services ✓
Mitratel
ESOP ✓
Technical Assistance Services/Investigation Survey ✓
Maintenance Services
Manage Capacity Services ✓
Building/Site Management Services ✓
440 ANNUAL REPORT 2025
Page 443
18
Pojok Celebes Mandiri
19
✓
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
✓
✓
TIF
Mitratel
✓ ✓
Digital Aplikasi Solusi
07
Infomedia Nusantara
✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓
Persada Sokka Tama
Appendices
31
PINS
Telin Hong Kong
Telin Singapore
✓
✓
Telkomsel
✓
✓
✓
TII
Teknologi Data Infrastruktur
Telin Australia
Telin Timor-Leste TP USD
✓
Telkom Data Ekosistem
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
Telkom Landmark Tower
TelkoMedika
Telkomsel Ekosistem Digital
TSGN
✓
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
441
Page 444
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Building/Tower Lease Services ✓
SARTEL-SARPEN (IDR) Services ✓
Power Supply Rental Services
Digital Aplikasi Solusi
Colocation/Maintenance/Supporting Services
CPE Managed Application Services ✓
License/Application Services ✓
Management Services ✓
Infomedia Nusantara
Advertising/Printing Services
Technical Assistance Services/Investigation Survey
Call Center/Contact Center Services – Outsourcing ✓ ✓
Colocation/Maintenance/Supporting Services
Management Services ✓
Outsourcing Services ✓
Building/Site Management Services ✓
Supporting Services ✓
Multimedia Nusantara
SHL Interest
ESOP ✓
e-Data Services
Content Services/PIB ✓
Data Center Services
Supporting Services ✓ ✓ ✓ ✓
Satellite Link/Transponder/VISAT/Circuit Services
Persada Sokka Tama
Technical Assistance Services/Investigation Survey ✓
Network Access Services ✓
Construction Services ✓
Manage Capacity Services ✓
Building/Tower Lease Services
442 ANNUAL REPORT 2025
Page 445
18
✓
Pojok Celebes Mandiri
19
✓
✓
✓
✓
✓
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
✓
✓
✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
✓
TIF
✓
✓
Mitratel
Digital Aplikasi Solusi
07
Infomedia Nusantara
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓
✓
Persada Sokka Tama
Appendices
31
✓
PINS
Telin Hong Kong
Telin Singapore
✓
✓
✓
✓
✓
✓
Telkomsel
✓
✓
TII
Teknologi Data Infrastruktur
✓
Telin Australia
✓
Telin Timor-Leste TP USD
Telkom Data Ekosistem
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
✓
Telkom Landmark Tower
TelkoMedika
Telkomsel Ekosistem Digital
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
443
Page 446
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
PINS
ESOP ✓
Technical Assistance Services/Investigation Survey
Colocation/Maintenance/Supporting Services
CPE Managed Application Services ✓
CPE Managed Device Services ✓
Lease & Trade Services ✓
Maintenance Services ✓
Building/Site Management Services
Supporting Services ✓
Work Facilities Rental Services/Seat Management ✓ ✓
Server Rental Services ✓
Telin Hong Kong
I/C SLI 007 Services ✓ ✓
Content Services/PIB ✓
Satellite Link/Transponder/VISAT/Circuit Services ✓
SMS KA Services
Telin Singapore
Colocation/Maintenance/Supporting Services ✓
I/C SLI 007 Services ✓
Data Center Services
Supporting Services ✓
Telkomsel
Advertising/Printing Services ✓ ✓ ✓ ✓
APP2P Services ✓
Collection Services ✓
Colocation/Maintenance/Supporting Services ✓
CPE Managed Device Services
Credit Voucher Fee Services/RITNAS
444 ANNUAL REPORT 2025
Page 447
18
Pojok Celebes Mandiri
19
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
✓
TIF
Mitratel
✓
✓
Digital Aplikasi Solusi
07
✓
✓
✓
Infomedia Nusantara
✓
✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
Persada Sokka Tama
Appendices
31
PINS
Telin Hong Kong
Telin Singapore
✓
Telkomsel
✓
TII
Teknologi Data Infrastruktur
Telin Australia
Telin Timor-Leste TP USD
✓
✓
Telkom Data Ekosistem
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
Telkom Landmark Tower
TelkoMedika
✓
Telkomsel Ekosistem Digital
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
445
Page 448
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Hosting Services/CDN ✓
I/C SLI 007 Services ✓
Domestic Incoming Services (Interconnection) ✓
Content Services/PIB ✓ ✓ ✓ ✓
e-Payment/Money Services ✓
IoT Services ✓
PE2PE Services ✓
Building/Site Management Services ✓
Service Solution & Power Services
Building/Tower Lease Services
Supporting Services
SARTEL-SARPEN Services
SARTEL-SARPEN-WIFI.ID (IDR) Services ✓
Link Lease Services: Metroethernet, Astinet, VPN IP,
DINACCESS ✓
SMS KA Services ✓
TII
ESOP ✓
Technical Assistance Services/Investigation Survey
Colocation/Maintenance/Supporting Services
Hosting Services/CDN ✓
Construction Services
IPLC/SIMBOX Internasional Services
Management Services
Supporting Services ✓
SARTEL-SARPEN-WIFI ROAMING (IDR) Services ✓
SARTEL-SARPEN-WIFI ROAMING (USD) Services ✓
Satellite Link/Transponder/VISAT/Circuit Services ✓
Link Lease Services: Metroethernet, Astinet, VPN IP,
DINACCESS ✓
446 ANNUAL REPORT 2025
Page 449
18
Pojok Celebes Mandiri
19
✓
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
✓
✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
✓
Telkomsat
Telkomsel Mitra Inovasi
TIF
✓
Mitratel
Digital Aplikasi Solusi
07
✓
Infomedia Nusantara
✓
✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓
Persada Sokka Tama
Appendices
31
PINS
✓
✓
Telin Hong Kong
Telin Singapore
✓
Telkomsel
TII
Teknologi Data Infrastruktur
Telin Australia
✓
Telin Timor-Leste TP USD
✓
Telkom Data Ekosistem
✓
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
Telkom Landmark Tower
TelkoMedika
Telkomsel Ekosistem Digital
✓
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
447
Page 450
Management Discussion Corporate
Telkom Highlights Management Reports About Telkom
and Analysis Governance
Media Nusantara Data Global
Infomedia Solusi Humanika
NeutraDC Singapore
Collega Inti Pratama
Metra Digital Media
Graha Yasa Selaras
Graha Sarana Duta
Services Provider
MD Investama
NAPSINDO
Admedika
Metra Net
NU TECH
Metra TV
Balebat
Telkom
Finnet
NUON
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Telin Timor-Leste
I/C SLI 007 Services
Content Services PIB ✓
Telin USA
Technical Assistance Services/Investigation Survey ✓
Telkom Data Ekosistem
Technical Assistance Services/Investigation Survey
Colocation/Maintenance/Supporting Services ✓ ✓ ✓
Data Center Services ✓ ✓ ✓
SARTEL-SARPEN Services ✓
Telkom Infra
Device Installation Services
Maintenance Services
Manage Capacity Services
Management Service
Supporting Services
Telkom Landmark Tower
Advertising/Printing Services ✓
Technical Assistance Services/Investigation Survey
Credit Voucher Fee Services/RITNAS
Building/Site Management Services ✓ ✓ ✓ ✓
Building/Tower Lease Services ✓ ✓
TelkoMedika
Health Services ✓ ✓ ✓ ✓
Health Equipment Sales
Telkomsel Ekosistem Digital
Advertising/Printing Services ✓
TSGN
Colocation/Maintenance/Supporting Services
448 ANNUAL REPORT 2025
Page 451
18
✓
Pojok Celebes Mandiri
19
✓
✓
Sigma Cipta Caraka
20
SSI
21
Telin Malaysia
Corporate Social
Responsibility and
✓ ✓
Environment (CSR)
Telkom Akses
ANNUAL REPORT 2025
✓
Telkomsat
✓
Telkomsel Mitra Inovasi
✓ ✓
✓ ✓ ✓
TIF
✓
✓
Mitratel
✓
Digital Aplikasi Solusi
07
Infomedia Nusantara
✓
Multimedia Nusantara
22 23 24 25 26 27 28 29 30
✓
✓
Persada Sokka Tama
Appendices
31
✓
PINS
Telin Hong Kong
✓
✓
✓
Telin Singapore
✓
✓
Telkomsel
✓
✓ ✓ ✓
✓ ✓
✓
TII
Teknologi Data Infrastruktur
✓
Telin Australia
✓
Telin Timor-Leste TP USD
✓
Telkom Data Ekosistem
✓ ✓ ✓
✓
32 33 34 35 36 37 38 39 40
Telkom Infra
41
✓
Telkom Landmark Tower
TelkoMedika
✓ ✓
Telkomsel Ekosistem Digital
TSGN
Ultra Mandiri Telekomunikasi
42 43 44 45 46
Kuncie Pintar Nusantara
PT TELKOM INDONESIA (PERSERO) Tbk
449
Page 452
08.
450 LAPORAN
ANNUALTAHUNAN
REPORT 2025
Page 453
PT TELKOM INDONESIA (PERSERO) Tbk
Consolidated
Financial
Statements
ANNUAL REPORT
LAPORAN TAHUNAN
2025
2025 451
Page 454
Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk and its subsidiaries Consolidated financial statements as of December 31, 2025 and for the year then ended with independent auditor’s report
Page 455
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED FINANCIAL STATEMENTS
AS OF DECEMBER 31, 2025 AND FOR THE YEAR THEN ENDED
WITH INDEPENDENT AUDITOR’S REPORT
TABLE OF CONTENTS
Page
Statement of the Directors
Independent Auditor’s Report
Consolidated Statements of Financial Position 1
Consolidated Statements of Profit or Loss and Other Comprehensive Income 2
Consolidated Statements of Changes in Equity 3-4
Consolidated Statements of Cash Flows 5
Notes to the Consolidated Financial Statements 6-121
Page 456
Statement of the Board of Directors
regarding the Board of Director’s Responsibility for
Consolidated Financial Statements
as of December 31, 2025 and for the year ended
Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk and its Subsidiaries
On behalf of the Board of Directors, we the undersigned:
1. Name : Dian Siswarini
Business address : Jl. Japati No.1 Bandung 40133
Address : Jl. Tebet Utara II C/18 RT 004 RW 001
Kelurahan Tebet Timur, Kecamatan Tebet, Jakarta Selatan
Phone : (022) 452 7101
Position : President Director
2. Name : Arthur Angelo Syailendra
Business address : Jl. Japati No.1 Bandung 40133
Address : Jl. Jenderal Sudirman Kav. 59 RT 004 RW 003
Kelurahan Senayan Kecamatan Kebayoran Baru, Jakarta Selatan
Phone : (022) 452 7201/ (021) 520 9824
Position : Director of Finance and Risk Management
hereby state as follows:
1. We are responsible for the preparation and presentation of the consolidated financial statements of
Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk (the “Company”) and its subsidiaries
as of December 31, 2025 and for the year ended.
2. The Company and its subsidiaries’ consolidated financial statements as of December 31, 2025 and for
the year ended have been prepared and presented in accordance with Indonesian Financial Accounting
Standards.
3. All information has been fully and correctly disclosed in the Company and its subsidiaries’ consolidated
financial statements.
4. The Company and its subsidiaries’ consolidated financial statements do not contain false material
information or facts, nor do they omit any material information or facts.
5. We are responsible for the Company and its subsidiaries’ internal control system.
This statement is considered to be true and correct.
Jakarta, May 11, 2026
for and behalf of
PT Telkom Indonesia (Persero) Tbk.
Dian Siswarini Arthur Angelo Syailendra
President Director Director of Finance and Risk Management
Page 457
Independent Audit or’s Report Report No. 01320/ 2.1505/ AU.1/ 06/ 0687-4/ 1/ V/ 2026 The Shareholders and t he Boards of Commissioners and Direct ors Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. Opinion We have audited the accompanying consolidated financial statements of Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. (the “ Company” ) and its subsidiaries (collectively referred to as the “ Group” ), which comprise the consolidated statement of financial position as of December 31, 2025, and the consolidated statement of profit or loss and other comprehensive income, consolidated statement of changes in equity, and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including material accounting policy information. In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position as of December 31, 2025, and its consolidated financial performance and cash flows for the year then ended, in accordance with Indonesian Financial Accounting Standards. Basis for opinion We conducted our audit in accordance with Standards on Auditing established by the Indonesian Institute of Certified Public Accountants (“ IICPA” ). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements paragraph of our report. We are independent of the Group in accordance with the ethical requirements relevant to our audit of the consolidated financial statements in Indonesia, and we have fulfilled our other ethical responsibilities in accordance with such requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Key audit mat t ers Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial statements of the current period. Such key audit matters were addressed in the context of our audit of the consolidated financial statements taken as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on such key audit matters. For the key audit matter below, our description of how our audit addressed such key audit matter is provided in such context. KAP Purwanto Susanti dan Surja i Registered Public Accountants KMK No. 69/ MK/ SK/ 2025 A member firm of Ernst & Young Global Limited
Page 458
Independent Audit or’s Report (cont inued)
Report No. 01320/ 2.1505/ AU.1/ 06/ 0687-4/ 1/ V/ 2026 (continued)
Key audit mat t ers (cont inued)
We have fulfilled the responsibilities described in the Auditor’s Responsibilities for the Audit of
the Consolidated Financial Statements paragraph of our report, including in relation to the key
audit matter communicated below. Accordingly, our audit included the performance of
procedures designed to respond to our assessment of the risks of material misstatement of the
accompanying consolidated financial statements. The results of our audit procedures, including
the procedures performed to address the key audit matter below, provide the basis for our
opinion on the accompanying consolidated financial statements.
Evaluation of telecommunication infrastructure estimated useful lives
Description of the key audit matter:
As of December 31, 2025, the balance of consolidated telecommunication infrastructures
amounted to Rp144,713 billion which represents 50%of total consolidated assets. As discussed
in Notes 2.z.ii.(b) and 11 to the accompanying consolidated financial statements, the Group
reviews the estimated useful lives of its property and equipment, including telecommunication
infrastructures, at least annually and such estimates are updated if expectations differ from
previous estimates due to changes in expectation of physical wear and tear, technical, or
commercial obsolescence, and legal or other limitations on the continuing use of the property
and equipment.
Auditing the Group's estimated useful lives of telecommunication infrastructures is complex and
requires significant judgment because the determination of the estimated useful lives considers
a number of factors, including strategic business plans, expected future technological
developments, and market behavior.
Audit response:
We obtained an understanding, and evaluated the design and tested the operating
effectiveness, of internal controls over the Group’s process of estimating the useful lives of its
telecommunication infrastructures. This includes, among others, testing of management’s
review control on checking the completeness and accuracy of the assets classification data and
assessing the appropriateness of the judgments regarding the most relevant data to be
considered in determining its useful lives. We also tested management’s control on
benchmarking analysis, including the selection criteria, on the estimated useful lives of
telecommunication infrastructures.
To test whether the estimated useful lives of telecommunication infrastructures used by
management was reasonable, our audit procedures included, among others, obtaining an
understanding of management’s strategy related to asset replacements and assessed the
reasonableness of assumptions by considering external sources, such as telecommunication
technology growth, changes in market demand, and current economic and regulatory trends.
We assessed whether the benchmarking analysis on the estimated useful lives of
telecommunication infrastructures used by management was complete and consistent with the
selection criteria through comparison with sample portfolio of public companies within the
telecommunication industry.
ii
A member firm of Ernst & Young Global Limited
Page 459
Independent Audit or’s Report (cont inued)
Report No. 01320/ 2.1505/ AU.1/ 06/ 0687-4/ 1/ V/ 2026 (continued)
Emphasis of mat t er
We draw attention to Note 2.z.iii to the accompanying financial statements, which describes the
change in accounting policy on property and equipment and its retrospective application. Our
opinion is not modified in respect of this matter.
Ot her informat ion
Management is responsible for the other information. Other information comprises the
information included in the 2025 Annual Report (“ The Annual Report” ) other than the
accompanying consolidated financial statements and our independent auditor’s report thereon.
The Annual Report is expected to be made available to us after the date of this independent
auditor’s report.
Our opinion on the accompanying consolidated financial statements does not cover the Annual
Report, and accordingly, we do not express any form of assurance on the Annual Report.
In connection with our audit of the accompanying consolidated financial statements, our
responsibility is to read the Annual Report when it becomes available and, in doing so, consider
whether the Annual Report is materially inconsistent with the accompanying consolidated
financial statements or our knowledge obtained in the audit, or otherwise appears to be
materially misstated.
When we read the Annual Report, if we conclude that there is a material misstatement therein,
we are required to communicate the matter to those charged with governance and take
appropriate actions based on the applicable laws and regulations.
Responsibilit ies of management and t hose charged wit h governance for t he consolidat ed
financial st at ement s
Management is responsible for the preparation and fair presentation of the consolidated
financial statements in accordance with Indonesian Financial Accounting Standards, and for
such internal control as management determines is necessary to enable the preparation of
consolidated financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the consolidated financial statements, management is responsible for assessing
the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to
going concern, and using the going concern basis of accounting, unless management either
intends to liquidate the Group or to cease its operations, or has no realistic alternative but to
do so.
Those charged with governance are responsible for overseeing the Group’s financial reporting
process.
iii
A member firm of Ernst & Young Global Limited
Page 460
Independent Audit or’s Report (cont inued)
Report No. 01320/ 2.1505/ AU.1/ 06/ 0687-4/ 1/ V/ 2026 (continued)
Audit or’s responsibilit ies for t he audit of t he consolidat ed financial st at ement s
Our objectives are to obtain reasonable assurance about whether the consolidated financial
statements taken as a whole are free from material misstatement, whether due to fraud or
error, and to issue an independent auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee that an audit conducted in
accordance with Standards on Auditing established by the IICPA will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these consolidated financial statements.
As part of an audit in accordance with Standards on Auditing established by the IICPA, we
exercise professional judgment and maintain professional skepticism throughout the audit. We
also:
Identify and assess the risks of material misstatement of the consolidated financial
statements, whether due to fraud or error, design and perform audit procedures responsive
to such risks, and obtain audit evidence that is sufficient and appropriate to provide a basis
for our opinion. The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion, forgery, intentional
omissions, misrepresentations, or override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the Group’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by management.
Conclude on the appropriateness of management's use of the going concern basis of
accounting and, based on the audit evidence obtained, whether a material uncertainty exists
related to events or conditions that may cast significant doubt on the Group's ability to
continue as a going concern. If we conclude that a material uncertainty exists, we are
required to draw attention in our independent auditor’s report to the related disclosures in
the consolidated financial statements or, if such disclosures are inadequate, to modify our
opinion. Our conclusion is based on the audit evidence obtained up to the date of our
independent auditor’s report. However, future events or conditions may cause the Group to
cease to continue as a going concern.
Evaluate the overall presentation, structure, and content of the consolidated financial
statements, including the disclosures, and whether the consolidated financial statements
represent the underlying transactions and events in a manner that achieves fair
presentation.
iv
A member firm of Ernst & Young Global Limited
Page 461
A member firm of Ernst & Young Global Limited
Page 462
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
As of December 31, 2025
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
As restated (Note 2z)
Notes 2025 2024 January 1, 2024
ASSETS
CURRENT ASSETS
Cash and cash equivalents 3,32,37 34,228 33,905 29,007
Other current financial assets 4,32,37 1,420 1,285 1,661
Trade receivables - net allowance for expected
credit losses
Related parties 5,32,37 2,040 2,350 1,918
Third parties 5,37 9,183 9,843 8,749
Contract assets 6,32 2,290 2,449 2,704
Inventories 7 901 1,096 997
Contract costs 9 932 1,134 653
Claim for tax refund and prepaid taxes 27 1,979 2,844 1,928
Assets held for sale 1e 751 - -
Other current assets 8,32 8,042 8,174 7,996
Total Current Assets 61,766 63,080 55,613
NON-CURRENT ASSETS
Contract assets 6,32 109 129 26
Long-term investments 10,37 7,387 8,335 8,162
Contract costs 9 1,370 1,596 1,568
Property and equipment 11,32,35a 165,453 170,335 172,063
Right-of-use assets 12a 27,961 26,910 22,584
Intangible assets 14 9,237 9,442 8,731
Deferred tax assets 27f 6,603 5,354 5,822
Other non-current assets 13,27,32 7,873 6,208 5,433
Total Non-current Assets 225,993 228,309 224,389
TOTAL ASSETS 287,759 291,389 280,002
LIABILITIES AND EQUITY
CURRENT LIABILITIES
Trade payables
Related parties 15,32,37 571 626 585
Third parties 15,37 15,613 14,710 18,023
Contract liabilities 17a,32 7,970 7,738 6,848
Other payables 37 648 454 441
Taxes payable 27c 2,025 3,293 4,525
Accrued expenses 16,32,37 14,867 14,192 13,079
Customer deposits 32 1,523 2,872 2,566
Short-term bank loans 18,32,37 6,929 11,525 9,650
Current maturities of long-term loans 19,32,37 17,746 15,866 10,276
Current maturities of lease liabilities 12a,37 5,590 5,491 5,575
Liabilities directly associated
with the assets held for sale 1e 466 - -
Total Current Liabilities 73,948 76,767 71,568
NON-CURRENT LIABILITIES
Deferred tax liabilities 27f 1,233 992 841
Contract liabilities 17b,32 2,851 2,484 2,591
Long service award provisions 31 1,308 1,192 1,153
Pension benefits and other post-employment
benefits obligations 30 12,996 11,540 11,414
Long-term loans 19,32,37 26,099 25,518 27,773
Lease liabilities 12a,37 18,547 18,468 14,850
Other non-current liabilities 240 224 290
Total Non-current Liabilities 63,274 60,418 58,912
TOTAL LIABILITIES 137,222 137,185 130,480
EQUITY
Capital stock 21 4,953 4,953 4,953
Additional paid-in capital 2,310 2,310 2,711
Treasury stock 1c (30) - -
Other equity 22 10,259 9,898 9,639
Retained earnings
Appropriated 29 15,337 15,337 15,337
Unappropriated 97,856 101,310 96,064
Net equity attributable to:
Owners of the parent company 130,685 133,808 128,704
Non-controlling interests 20 19,852 20,396 20,818
TOTAL EQUITY 150,537 154,204 149,522
TOTAL LIABILITIES AND EQUITY 287,759 291,389 280,002
The accompanying notes form an integral part of these consolidated financial statements.
1
Page 463
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
For the Year Ended December 31, 2025
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
As restated
(Note 2z)
Notes 2025 2024
REVENUES 23,33 146,742 149,967
COST AND EXPENSES
Operation, maintenance, and telecommunication
service expenses 25,32 (41,234) (41,202)
Depreciation and amortization expenses 11,12a,14 (37,649) (34,181)
Personnel expenses 24 (16,362) (16,807)
Interconnection expenses 32 (7,018) (6,880)
General and administrative expenses 26,32 (6,601) (6,225)
Marketing expenses 32 (3,287) (3,824)
Unrealized gain (loss) on changes in fair value of investments 10 (242) 188
Other income - net 119 281
Gain on foreign exchange - net 180 136
OPERATING PROFIT 34,648 41,453
Finance income - net 32 1,661 1,367
Finance cost 32 (5,206) (5,208)
Share of profit (loss) of long-term investment in associates (1) 3
PROFIT BEFORE INCOME TAX 31,102 37,615
INCOME TAX (EXPENSE) BENEFIT 27d
Current (7,605) (7,635)
Deferred 961 (483)
(6,644) (8,118)
PROFIT FOR THE YEAR 24,458 29,497
OTHER COMPREHENSIVE INCOME
Other comprehensive income to be reclassified to
profit or loss in subsequent periods:
Foreign currency translation 22 360 258
Changes in fair value of investments 1 1
Share of other comprehensive income of
long-term investment in associates 1 1
Other comprehensive income not to be reclassified to
profit or loss in subsequent periods:
Defined benefit actuarial gain (loss) - net 30 (236) 635
Other comprehensive income - net 126 895
TOTAL COMPREHENSIVE INCOME FOR THE YEAR 24,584 30,392
Profit for the year attributable to:
Owners of the parent company 17,814 22,403
Non-controlling interests 20 6,644 7,094
24,458 29,497
Total comprehensive income for the year attributable to:
Owners of the parent company 17,954 23,188
Non-controlling interests 6,630 7,204
24,584 30,392
BASIC EARNINGS PER SHARE
(in full amount) 28
Profit per share 179.83 226.15
Profit per ADS (100 Series B shares per ADS) 17,982.85 22,615.08
The accompanying notes form an integral part of these consolidated financial statements.
2
Page 464
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
For the Year Ended December 31, 2025
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
Attributable to owners of the parent company
Retained earnings
Additional Non-
Capital paid-in controlling
Description Notes stock capital Treasury stock Other equity Appropriated Unappropriated Net interests Total equity
Balance, January 1, 2025 (as restated, Note 2z) 4,953 2,310 - 9,898 15,337 101,310 133,808 20,396 154,204
Additional capital contributions from
non-controlling interests of subsidiary 1e - - - - - - - 270 270
Changes in non-controlling interest - - - - - - - (6) (6)
Cash dividend 29 - - - - - (21,047) (21,047) (7,359) (28,406)
Treasury stock 1c - - (30) - - - (30) (79) (109)
Profit for the year 20 - - - - - 17,814 17,814 6,644 24,458
Other comprehensive income (loss) - net - - - 361 - (221) 140 (14) 126
Balance, December 31, 2025 4,953 2,310 (30) 10,259 15,337 97,856 130,685 19,852 150,537
The accompanying notes form an integral part of these consolidated financial statements.
3
Page 465
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
For the Year Ended December 31, 2025
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
Attributable to owners of the parent company
Retained earnings
Additional Non-
paid-in controlling
Description Notes Capital stock capital Other equity Appropriated Unappropriated Net interests Total equity
Balance, December 31, 2023 (as previously stated) 4,953 2,711 9,639 15,337 103,104 135,744 20,818 156,562
Adjustment: restated - - - - (7,040) (7,040) - (7,040)
Balance, January 1, 2024 (as restated, Note 2z) 4,953 2,711 9,639 15,337 96,064 128,704 20,818 149,522
Difference in value of restructuring transactions of
entities under common control 1e - (401) - - - (401) (158) (559)
Additional capital contributions from non-controlling interests
of subsidiary 1e - - - - - - 322 322
Changes in non-controlling interests - - - - - - 13 13
Cash dividend 29 - - - - (17,683) (17,683) (7,099) (24,782)
Repurchase of non-controlling interests shares 1e - - - - - - (704) (704)
Profit for the year 20 - - - - 22,403 22,403 7,094 29,497
Other comprehensive income - net - - 259 - 526 785 110 895
Balance, December 31, 2024 (as restated, Note 2z) 4,953 2,310 9,898 15,337 101,310 133,808 20,396 154,204
The accompanying notes form an integral part of these consolidated financial statements.
4
Page 466
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
For The Year Ended December 31, 2025
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
Notes 2025 2024
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from customers and other operators 146,002 148,415
Cash receipts from interests 1,670 1,366
Cash receipts from tax refund 1,322 1,144
Cash payments for expenses (51,455) (51,273)
Cash payments to employees (13,319) (16,364)
Cash payments for corporate and final income taxes (10,438) (11,528)
Cash payments for finance costs (5,230) (5,295)
Cash payments for short-term and low-value lease assets 12a (4,654) (3,693)
Cash payments for value added taxes - net (1,076) (1,691)
Cash receipts from others - net 1,020 519
Net cash provided by operating activities 63,842 61,600
CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from the disposal of long-term investments in
financial instrument 10 728 -
Proceeds from insurance claims 11 151 143
Proceeds from sale of property and equipment 11 78 717
Purchase of property and equipment 11,39 (22,871) (26,005)
Purchase of intangible assets 14,39 (2,897) (3,658)
Payment for advance and other assets (1,117) (330)
(Placement in) proceeds from other current financial assets - net (141) 339
Addition of long-term investment in financial instrument (26) (30)
Dividend received from associated company - 3
Business acquisition - net of cash acquired - (635)
Net cash used in investing activities (26,095) (29,456)
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from loans and other borrowings 18,19 69,895 52,653
Proceeds from issuance of new shares of subsidiaries 270 322
Repayments of loans and other borrowings 18,19 (72,037) (47,607)
Cash dividend paid to the Company's stockholders 29 (21,047) (17,683)
Cash dividend paid to the non-controlling interests of subsidiaries (7,359) (7,099)
Repayments of principal portion of lease liabilities 39 (7,356) (7,387)
Shares buyback of subsidiary 1e (79) (704)
Shares buyback 1c (30) -
Net cash used in financing activities (37,743) (27,505)
NET INCREASE IN CASH AND CASH EQUIVALENTS 4 4,639
EFFECT OF EXCHANGE RATE CHANGES ON CASH AND
CASH EQUIVALENTS 320 260
ALLOWANCE FOR EXPECTED CREDIT LOSSES (1) (1)
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR 3 33,905 29,007
CASH AND CASH EQUIVALENTS AT END OF THE YEAR 3 34,228 33,905
The accompanying notes form an integral part of these consolidated financial statements.
5
Page 467
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL
a. Establishment and general information
Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. (the “Company”) was
originally part of “Post en Telegraafdienst”, which was established and operated commercially in
1884 under the framework of Decree No. 7 dated March 27, 1884 of the Governor General of the
Dutch Indies which was published in State Gazette No. 52 dated April 3, 1884.
Pursuant to Government Regulation No. 25 of 1991, the Company’s status was changed to
a state-owned limited liability company (“Persero”). The ultimate parent entity of the Company
is the Government of the Republic of Indonesia (the “Government”).
On March 22, 2025, based on Government Regulations No. 15 and No. 16 of 2025, the Company
became a subsidiary of PT Danantara Asset Management (“DAM”), with the Government remaining
as the Company’s ultimate parent entity (Note 21).
The Company was established based on Notarial Deed of Imas Fatimah, S.H., No. 128 dated
September 24, 1991. The deed of establishment was approved by the Ministry of Justice of
the Republic of Indonesia in its Decision Letter No. C2-6870.HT.01.01.Th.1991 dated
November 19, 1991 and was published in State Gazette No. 5 dated January 17, 1992, Supplement
No. 210. The Company's Articles of Association had been amended several times, with the latest
amendments made is in relation with adjustments of the Company’s business activities in
the Articles of Association with the Standard Classification of Indonesian Business Fields in 2020.
Amendments to the Company’s Articles of Association as stated in the Notary Deed of Ashoya
Ratam, S.H., M.Kn., No. 37 dated June 22, 2022 has been received and approved by the Minister
of Law and Human Rights of the Republic of Indonesia (“MoLHR”) based on letter
No. AHU-0044650.AH.01.02. Year of 2022 dated June 29, 2022 concerning the Acceptance of
Notification Approval of Amendment to the Articles of Association of Perusahaan Perseroan
(Persero) PT Telekomunikasi Indonesia Tbk.
In accordance with Article 3 of the Company’s Articles of Association, the scope of the Company’s
activities is to provide telecommunication network and telecommunication and information services,
and to optimize the Company’s resources to provide high quality and competitive goods and/or
services to gain/pursue profit in order to increase the value of the Company by applying the Limited
Liability Company principle. To achieve these objectives, the Company is involved in the following
activities:
i. Main business:
(a) Planning, building, providing, developing, operating, marketing or selling or leasing, and
maintaining telecommunications and information networks in a broad sense in
accordance with the prevailing laws and regulations;
(b) Planning, developing, providing, marketing or selling, and improving telecommunications
and information services in a broad sense in accordance with the prevailing laws and
regulations;
(c) Investing, including in the form of equity contribution in other companies, in line with and
to achieve the purposes and objectives of the Company.
ii. Supporting business:
(a) Providing payment transactions and money transfer services through
telecommunications and information networks;
(b) Performing other activities and undertakings in connection with the optimization of the
Company's resources, which includes the utilization of the Company's property and
equipment and movable assets, information systems, education and training, and repair
and maintenance facilities;
(c) Collaborating with other parties in order to optimize the information and communication
or technology resources owned by other service provider in information, communication
and technology industry to achieve the purposes and objectives of the Company.
6
Page 468
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
a. Establishment and general information (continued)
The Company is domiciled and headquartered in Bandung, West Java, located at Jalan Japati
No.1, Bandung.
The Company was granted several networks and/or services provision licenses by the Government
which are valid for an unlimited period of time, given that the Company complies with the prevailing
laws and regulations and fulfills the obligation stated in those licenses. For every license issued by
the Minister of Communication and Digital Affairs (“MoCD”), previously Minister of Communication
and Information (“MoCI”), an evaluation is performed annually and an overall evaluation is
performed every five years. The Company is obliged to submit reports of networks and/or services
annually to the Indonesian Directorate General of Post and Informatics (“DGPI”), replacing the
previously known as Indonesian Directorate General of Post and Telecommunications (“DGPT”).
The reports comprise of several information, such as network development progress, service
quality standard achievement, number of customers, license payment, and universal service
contribution. Meanwhile, for internet telephone services for public purpose, internet interconnection
service, and internet access service, additional information is required, such as operational
performance, customer segmentation, traffic, and gross revenue.
Details of these licenses are as follows:
Grant date/latest
License License No. Type of service renewal date
License to operate internet 127/KEP/DJPPI/ Internet telephone March 30, 2016
telephone services for KOMINFO/3/2016 services for public
public purpose purpose
License to operate internet 2176/KEP/M.KOMINFO/ Internet service December 30, 2016
service provider 12/2016 provider
License to operate content 1040/KEP/M.KOMINFO/ Content service May 16, 2017
service provider 16/2017 provider
License for the 1004/KEP/M.KOMINFO/ Internet interconnection December 26, 2018
implementation of internet 2018 services
interconnection services
License to operate data 046/KEP/M.KOMINFO/ Data communication August 3, 2020
communication system 02/2020 system services
services
License of electronic Bank Indonesia License Electronic money and July 1, 2021
money issuer and money 23/587/DKSP/Srt/B money transfer service
transfer
License to operate fixed 073/KEP/M.KOMINFO/ Fixed network long August 23, 2021
network long distance 02/2021 distance direct line
direct line
License to operate fixed 082/KEP/M.KOMINFO/ Fixed international October 8, 2021
international network 02/2021 network
License to operate fixed 094/KEP/M.KOMINFO/ Fixed closed network December 9, 2021
closed network 02/2021
License to operate circuit 095/KEP/M.KOMINFO/ Circuit switched-based December 9, 2021
switched-based local 02/2021 and packet
fixed line network switched-based
local fixed line
network
7
Page 469
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
b. The Company’s Board of Commissioners, Directors, Audit Committee, Corporate Secretary,
Internal Audit, and Employees
i. Boards of Commissioners and Directors
Based on the resolutions made at Annual General Meeting (“AGM”) of Stockholders of the
Company as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 32 dated
December 12, 2025, and No. 58 dated May 28, 2024, the composition of the Company’s
Boards of Commissioners and Directors as of December 31, 2025 and 2024, respectively,
were as follows:
2025 2024
President Commissioner Angga Raka Prabowo -
President Commissioner/ Bambang Permadi
Independent Commissioner - Soemantri Brojonegoro
Independent Commissioner Rofikoh Rokhim Bono Daru Adji
Independent Commissioner Ira Noviarti Wawan Iriawan
Independent Commissioner Deswandhy Agusman -
Commissioner Ossy Dermawan Arya Mahendra Sinulingga
Commissioner Rionald Silaban Ismail
Commissioner Silmy Karim Silmy Karim
Commissioner Rizal Mallarangeng Rizal Mallarangeng
Commissioner - Marcelino Rumambo Pandin
Commissioner - Isa Rachmatarwata
President Director Dian Siswarini Ririek Adriansyah
Director of Enterprise &
Business Service Veranita Yosephine F.M. Venusiana R.
Director of Human
Capital Management Willy Saelan Afriwandi
Director of IT Digital Faizal Rochmad Djoemadi Muhamad Fajrin Rasyid
Director of Finance and
Risk Management Arthur Angelo Syailendra Heri Supriadi
Director of Legal & Compliance Andy Kelana -
Director of Network Nanang Hendarno Herlan Wijanarko
Director of Strategic Business
Development & Portfolio Seno Soemadji Budi Setyawan Wijaya
Director of Wholesale &
International Service Budi Satria Dharma Purba Bogi Witjaksono
Director of Group
Business Development - Honesti Basyir
ii. Audit Committee, Corporate Secretary, and Internal Audit
The composition of the Company’s Audit Committee, Corporate Secretary, and Internal Audit
as of December 31, 2025 and 2024, respectively, were as follows:
2025 2024
Chairman Deswandhy Agusman Bono Daru Adji
Member Ira Noviarti Bambang Permadi
Soemantri Brojonegoro
Member Rofikoh Rokhim Emmanuel Bambang Suyitno
Member Achmad Taufik Edy Sihotang
Member Irhoan Tanudiredja Wawan Iriawan
Corporate Secretary Jati Widagdo Octavius Oky Prakarsa
Internal Audit Mohamad Ramzy* Mohamad Ramzy
* Based on the Notification Letter from the SVP Corporate Secretary No Tel.03/LP 000/COP-M0000000/2026 dated March 5, 2026,
to the Financial Services Authority regarding the Information about the Change of Head of Internal Audit Unit, Mr. Afdol Muftiasa has
been appointed as the Company’s temporary SVP Internal Audit (Head of Internal Audit Unit). Accordingly, Mr. Mohamad Ramzy no
longer serves in such position.
8
Page 470
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
b. The Company’s Board of Commissioners, Directors, Audit Committee, Corporate Secretary,
Internal Audit, and Employees (continued)
iii. Employees
As of December 31, 2025 and 2024, the Company and its subsidiaries (collectively referred to
as “the Group”) had 19,082 employees and 19,695 employees (unaudited), respectively.
c. Public offering of securities of the Company
The Company’s number of shares prior to its Initial Public Offering (“IPO”) totalled 8,400,000,000,
consisting of 8,399,999,999 Series B shares and 1 Series A Dwiwarna share, and were wholly-
owned by the Government. On November 14, 1995, 933,333,000 new Series B shares and
233,334,000 Series B shares owned by the Government were offered to the public through an IPO
and listed on the Indonesia Stock Exchange (“IDX”) and 700,000,000 Series B shares owned by
the Government were offered to the public and listed on the New York Stock Exchange (“NYSE”)
and the London Stock Exchange (“LSE”) in the form of American Depositary Shares (“ADS”). There
were 35,000,000 ADS and each ADS represented 20 Series B shares at that time.
In December 1996, the Government had a block sale of its 388,000,000 Series B shares, and
in 1997, Government distributed 2,670,300 Series B shares as incentive to the Company’s
stockholders who did not sell their shares within one year from the date of the IPO. In May 1999,
the Government further sold 898,000,000 Series B shares.
To comply with Law No. 1/1995 on Limited Liability Companies, at the AGM of Stockholders of
the Company on April 16, 1999, the Company’s stockholders resolved to increase the Company’s
issued share capital by the distribution of 746,666,640 bonus shares through the capitalization of
certain additional paid-in capital, which was made to the Company’s stockholders in August 1999.
On August 16, 2007, Law No. 1/1995 on Limited Liability Companies was amended by the
issuance of Law No. 40/2007 on Limited Liability Companies which became effective on the same
date. Law No. 40/2007 has no effect on the public offering of shares of the Company.
The Company has complied with Law No. 40/2007.
In December 2001, the Government had another block sale of 1,200,000,000 shares or
11.9% of the total outstanding Series B shares. In July 2002, the Government further sold a block
of 312,000,000 shares or 3.1% of the total outstanding Series B shares.
Based on the results of the Company's AGM Stockholders as stated in the Notarial Deed of
A. Partomuan Pohan, S.H., LLM., No. 26 dated July 30, 2004, the Company’s stockholders
approved the Company’s 2-for-1 stock split for Series A Dwiwarna and Series B share. The Series
A Dwiwarna share with par value of Rp500 per share was split into 1 Series A Dwiwarna share with
par value of Rp250 per share and 1 Series B share with par value of Rp250 per share. The stock
split resulted in an increase of the Company’s authorized capital stock from 1 Series A Dwiwarna
share and 39,999,999,999 Series B shares to 1 Series A Dwiwarna share and
79,999,999,999 Series B shares, and the issued capital stock from 1 Series A Dwiwarna share and
10,079,999,639 Series B shares to 1 Series A Dwiwarna share and 20,159,999,279 Series B
shares. After the stock split, each ADS represented 40 Series B shares.
During the Extraordinary General Meeting (“EGM”) held on December 21, 2005 and the AGMs held
on June 29, 2007, June 20, 2008, and May 19, 2011, the Company’s stockholders approved
phase I, II, III, and IV plan, respectively, of the Company’s program to repurchase its issued
Series B shares.
9
Page 471
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
c. Public offering of securities of the Company (continued)
During the period of December 21, 2005 to June 20, 2007, the Company had bought back
211,290,500 shares from the public (stock repurchase program phase I). On July 30, 2013, the
Company had sold all such shares.
At the AGM held on April 19, 2013 as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn.,
No. 38 dated April 19, 2013, the stockholders approved the changes to the Company’s plan on the
treasury stock acquired under phase III. At the AGM held on April 19, 2013, the minutes of which
were covered by Notarial Deed No. 38 of Ashoya Ratam, S.H., M.Kn., the stockholders approved
the Company’s 5-for-1 stock split for Series A Dwiwarna and Series B shares. Series A Dwiwarna
share with par value of Rp250 per share was split into 1 Series A Dwiwarna share with par value
of Rp50 per share and 4 Series B shares with par value of Rp50 per share. The stock split resulted
in an increase of the Company’s authorized capital stock from 1 Series A Dwiwarna and
79,999,999,999 Series B shares to 1 Series A Dwiwarna and 399,999,999,999 Series B shares.
The issued capital stock increased from 1 Series A Dwiwarna and 20,159,999,279 Series B shares
to 1 Series A Dwiwarna and 100,799,996,399 Series B shares. After the stock split, each ADS
represented 200 Series B shares. Effective from October 26, 2016, the Company has changed the
ratio of Depositary Receipt from 1 ADS representing 200 series B shares to become 1 ADS
representing 100 series B shares. Profit per ADS information have been retrospectively adjusted
to reflect the changes in the ratio of ADS.
On May 16 and June 5, 2014, the Company deregistered from Tokyo Stock Exchange (“TSE”)
and delisted from the LSE, respectively.
On December 21, 2015, the Company sold the remaining shares of treasury shares phase III.
On June 29, 2016, the Company sold the treasury shares phase IV.
At the AGM held on April 27, 2018, as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn.,
No. 35 dated May 15, 2018, the stockholders approved the changes of the Company’s plan on the
transfer of shares from the repurchase through the withdrawal of 1,737,779,800 shares of treasury
stock, by reducing the issued and paid-up capital from the initial amount of Rp5,040 billion into
amount of Rp4,953 billion. Thus, in order to comply with the provisions of Article 33
UU No. 40 of 2007 concerning Limited Liability Companies, the AGM approved the reduction of the
Company's authorized capital from the original Rp20,000 billion to Rp19,500 billion, so the
Company's total authorized share capital became 1 Series A Dwiwarna and 389,999,999,999
Series B shares.
Based on Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 52, dated May 27, 2025, AGM of
Stockholders agreed Company’s share buyback with a maximum amount of Rp3 trillions. On
December 31, 2025, the Company has conducted share buyback amounting to 8,945,400 shares
or equivalent to Rp30 billions (Note 21).
As of December 31, 2025, all of the Company’s Series B shares are listed on the IDX and
43,568,230 ADS or equivalent to 4,356,822,980 Series B shares are listed on the NYSE (Note 21).
On June 16, 2015, the Company issued Continuous Bonds I Telkom Phase I 2015 with nominal of
Rp2,200 billion for Series A with a seven-year period, Rp2,100 billion for Series B with a ten-year
period, Rp1,200 billion for Series C with a fifteen-year period, and Rp1,500 billion for Series D with
a thirty-year period, all of which are listed on the IDX (Note 19a).
10
Page 472
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
d. Subsidiaries
As of December 31, 2025 and 2024, the Company has consolidated the financial statements of all
subsidiaries, both directly and indirectly owned, as follows (Notes 2b and 2d):
i. Direct subsidiaries:
Start year of Total assets before
operation Percentage of ownership* elimination
Subsidiary Nature of business commencement 2025 2024 2025 2024
PT Telekomunikasi Mobile 1995 70 70 114,627 117,403
Selular telecommunication,
(“Telkomsel”) fixed broadband,
network service, and
internet protocol
television ("IPTV")
PT Dayamitra Leasing of towers 1995 72 72 58,350 58,140
Telekomunikasi Tbk. and digital support
(“Mitratel”) services for mobile
infrastructure
PT Telekomunikasi International 1995 100 100 19,540 17,173
Indonesia telecommunication
International and information
(“Telin”) services
PT Multimedia Network 1998 100 100 17,287 17,995
Nusantara telecommunication
(“Metra”) services and
multimedia
PT Telkom Data Data center 1996 100 100 9,924 8,466
Ekosistem
(“TDE”)
PT Telkom Satelit Telecommunication - 1996 100 100 8,245 8,858
Indonesia provides satellite
(“Telkomsat”) communication
system and its
related services
PT Sigma Cipta Hardware and software 1988 100 100 5,416 6,207
Caraka computer consultation
(“Sigma”) service
PT Graha Sarana Duta Developer, trade, service 1982 100 100 5,197 5,494
("GSD") and transportation
PT Telkom Akses Construction, service 2013 100 100 4,244 4,480
(“Telkom Akses”) and trade in the field
of telecommunication
PT Telkom Network 2024 100 100 3,944 3,048
Infrastruktur telecommunication
Indonesia and information
(“TIF”) services
PT Metra-Net Multimedia portal service 2009 100 100 1,883 2,096
(“Metra-Net”)
PT Infrastruktur Developer service and 2014 100 100 1,226 1,371
Telekomunikasi trading in the field
Indonesia of telecommunication
(“Telkom Infra”)
PT PINS Indonesia Trade in telecommunication 1995 100 100 550 733
(“PINS”) devices
PT Napsindo Telecommunication - 1999; ceased 60 60 5 5
Primatel provides Network operations on
Internasional Access Point ("NAP"), January 13,
(“Napsindo”) Voice Over Data 2006
("VOD") and other
related services
* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.
All direct subsidiaries are domiciled in Indonesia.
11
Page 473
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
d. Subsidiaries (continued)
ii. Indirect subsidiaries:
Start year of Total assets before
operation Percentage of ownership* elimination
Subsidiary Nature of business commencement 2025 2024 2025 2024
PT Metra Digital Trading, information 2013 100 100 9,054 9,110
Investama Ventura and multimedia
(“MDI”) technology,
entertainment
and investment
services
Telekomunikasi Telecommunication 2008 100 100 7,102 6,090
Indonesia and related
International Pte. Ltd. services
("Telin Singapore"),
domiciled in
Singapore
Telekomunikasi Investment 2010 100 100 3,530 3,624
Indonesia holding and
International Ltd. telecommunication
("Telin Hong Kong"), services
domiciled in
Hong Kong
NeutraDC Data center 2024 100 100 2,379 2,086
Singapore Pte. Ltd.
(“NeutraDC Singapore”)
domiciled in
Singapore
PT Teknologi Data Telecommunication 2013 60 60 2,261 1,444
Infrastruktur service and
(“TDI”) data center
PT Telkom Landmark Property development 2012 55 55 2,148 2,120
Tower and management
(“TLT”) services
PT Infomedia Information provider 1984 100 100 1,979 2,203
Nusantara services, contact
(“Infomedia”) center and content
directory
PT Persada Sokka Leasing of towers 2008 100 100 1,753 1,621
Tama and other
("PST") telecommunication
services
PT Finnet Indonesia Information 2006 60 60 1,450 1,383
(“Finnet”) technology
services
PT Nuon Digital Digital content 2010 100 100 1,412 1,393
Indonesia exchange hub
(“Nuon”) services
Telekomunikasi Telecommunication 2012 100 100 1,297 1,035
Indonesia networks, mobile,
International (TL) S.A. internet, and
("Telkomcel"), data services
domiciled in
Timor Leste
PT Telkomsel Mitra Business 2019 100 100 1,014 1,040
Inovasi management
(“TMI”) consulting and
investment
services
* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.
Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.
12
Page 474
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
d. Subsidiaries (continued)
ii. Indirect subsidiaries (continued):
Start year of Total assets before
operation Percentage of ownership* elimination
Subsidiary Nature of business commencement 2025 2024 2025 2024
PT Metra Digital Telecommunication 2013 100 100 859 877
Media information and
(“MD Media”) other information
services
PT Administrasi Health insurance 2002 100 100 747 704
Medika administration
(“Ad Medika”)** services
PT Digital Aplikasi Communication 2014 100 100 507 441
Solusi system services
("Digiserve")
PT Ultra Mandiri Telecommunication 2019 100 100 430 366
Telekomunikasi network infrastructure
("UMT") services
Telekomunikasi Telecommunication 2014 100 100 392 267
Indonesia and information
International (USA) Inc. services
(“Telin USA”),
domiciled in USA
PT Swadharma Cash replenishment 2001 51 51 388 387
Sarana Informatika services and
(“SSI”) Automated Teller
Machines ("ATM")
maintenance
PT Telkomsel Business management 2021 100 100 304 451
Ekosistem Digital consulting services
("TED") and investment
and/or investment
in other companies
PT Nusantara Sukses Service and trading 2014 100 100 286 288
Investasi
(“NSI”)
PT Graha Yasa Tourism and 2012 51 51 261 277
Selaras hospitality services
(”GYS”)
PT Metra TV Subscription 2013 100 100 255 57
(“Metra TV”) broadcasting
services
PT Nutech Integrasi System integrator 2001 60 60 244 225
(“Nutech”) service
TS Global Satellite services 1996 70 70 210 357
Network Sdn. Bhd.
(“TSGN”),
domiciled in Malaysia
PT Collega Inti Trading and services 2001 70 70 195 196
Pratama
("CIP")
PT Graha Telkomsigma Management and 1999 100 100 163 167
("GTS") consultation
services
Telekomunikasi Telecommunication 2013 70 70 152 144
Indonesia International and information
(Malaysia) Sdn. Bhd. services
(”Telin Malaysia”),
domiciled in Malaysia
* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.
**Note 1.e.iii.
Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.
13
Page 475
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
d. Subsidiaries (continued)
ii. Indirect subsidiaries (continued):
Start year of Total assets before
operation Percentage of ownership* elimination
Subsidiary Nature of business commencement 2025 2024 2025 2024
PT Media Nusantara Consultation services 2012 55 55 128 134
Data Global of hardware, software,
("MNDG") data center, and
internet exchange
Telekomunikasi Telecommunication 2013 100 100 58 52
Indonesia and information
International services
(Australia) Pty. Ltd.
(“Telin Australia”),
domiciled in
Australia
PT Pojok Celebes Travel agent services 2008 100 100 52 69
Mandiri
("PCM")
PT Metraplasa Network and 2012; ceased 60 60 28 29
(“Metraplasa”) e-commerce operations on
services October, 2020
* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.
Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.
e. Other important information
i. Mitratel
Share buyback
On March 6, 2023, Mitratel announced another share buyback owned by the public, with
a maximum number of 7.88% of Mitratel’s issued and fully paid shares. The share buyback
period is 18 (eighteen) months starting from April 14, 2023 to October 13, 2024. As of
December 31, 2024, Mitratel has conducted share buyback amounting to 1,095,945,900
shares or equivalent to Rp704 billion.
On July 18, 2025, Mitratel announced the plan to share buyback owned by the public, with
a maximum number of 4.12% of Mitratel’s issued and fully paid shares. The share buyback
period is 12 (twelve) months starting from August 26, 2025, to August 25, 2026. As of
December 31, 2025, Mitratel has conducted share buyback amounting to 131,491,800 shares
or equivalent to Rp79 billion.
Acquisition of entity under common control
Based on Notarial Deed of Shinta Dewi, S.H., No. 2 and No. 3 dated December 2, 2024,
Mitratel entered into Share Purchase Agreement with PT Pembangunan Perumahan
Infrastruktur ("PPIN") and Yayasan Kesejahteraan Karyawan Pembangunan Perumahan
("YKPP") for the acquisition of 100% shares of UMT. This transaction represents a business
combination of entities under common control, where the ultimate controlling shareholder of
both Mitratel and UMT is the Government. As a result of this transaction, Mitratel obtained
control of UMT.
14
Page 476
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
e. Other important information (continued)
i. Mitratel (continued)
Acquisition of entity under common control (continued)
The difference between the consideration transferred and the carrying amount of the
investment acquired from this transaction has been recognized as Additional Paid-in Capital
within the consolidated statements of changes in equity, with the following details:
Consideration paid 650
Book value of UMT's equity at the acquisition date (91)
Difference in value of restructuring transactions of entites under common control 559
ii. TDI
Based on Notarial Deed of Jimmy Tanal, S.H., M.Kn., No. 313 dated October 14, 2024,
the shareholders of TDI approved the issuance of 8,050,000 new shares. Of these,
TDE acquired 4,830,000 shares or amounting to Rp483 billion; Nxera ID Pte. Ltd. (formerly
known as ST Dynamo ID Pte. Ltd.) acquired 2,817,500 shares or amounting to Rp282 billion;
and PT Medco Power Indonesia acquired 402,500 shares or amounting to Rp40 billion.
Based on Notarial Deed of Jimmy Tanal, S.H., M.Kn., No. 238 dated December 22, 2025,
the shareholders of TDI approved the issuance of 7,315,000 new shares. Of these,
TDE acquired 4,620,000 shares or amounting to Rp462 billion and Nxera ID Pte. Ltd. acquired
2,695,000 shares or amounting to Rp270 billion.
iii. Ad Medika and its subsidiary
On March 4, 2026, Metra entered into a Conditional Sale and Purchase Agreement (CSPA)
with Global Assistance and Healthcare (Singapore) Pte. Ltd. in relation to the planned
divestment of its entire ownership interest in Ad Medika and its subsidiary.
As of December 31, 2025, the divestment transaction has not yet been completed and control
is still retained by the Company.
The major classes of assets and liabilities of Ad Medika and its subsidiary classified as held
for sale as of December 31, 2025 are, as follows:
Assets
Cash and cash equivalents 413
Trade receivables 157
Others (each below Rp100 billion) 181
Assets held for sale 751
Liabilities
Customer deposits (247)
Others (each below Rp100 billion) (219)
Liabilities directly associated with the assets held for sale (466)
Assets held for sale - net 285
15
Page 477
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
f. Completion and authorization for the issuance of the consolidated financial statements
The Company’s management is responsible for the preparation and fair presentation of these
consolidated financial statements in accordance with Indonesian Financial Accounting Standards,
which have been completed and authorized for issuance by the Directors of the Company
on May 11, 2026.
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION
The Group consolidated financial statements have been prepared in accordance with Indonesian
Financial Accounting Standards which includes Statements of Financial Accounting Standards
("Pernyataan Standar Akuntansi Keuangan" or “PSAK”) and Interpretations of Financial Accounting
Standards ("Interpretasi Standar Akuntansi Keuangan" or “ISAK”) published by the Financial
Accounting Standards Board of the Institute of Indonesian Chartered Accountants (Dewan Standar
Akuntansi Keuangan Ikatan Akuntan Indonesia or “DSAK IAI”) and Regulation No. VIII.G.7 of the
Capital Market and Financial Institution Supervisory Agency (“Bapepam-LK”) regarding the
Presentation and Disclosure of Financial Statements of Issuers or Public Companies, enclosed in the
decision letter KEP-347/BL/2012.
a. Basis of preparation of the consolidated financial statements
The consolidated financial statements, except for the consolidated statements of cash flows, are
prepared on the accrual basis. The measurement basis used is historical cost, except for certain
accounts which are measured using the basis mentioned in the relevant notes herein.
The consolidated statements of cash flows are prepared using the direct method and present the
changes in cash and cash equivalents from operating, investing, and financing activities.
The reporting currency in the consolidated financial statements is the Indonesian Rupiah (“Rp”)
which is also the functional currency of the Group, except for subsidiaries whose functional
currencies are the U.S. Dollar, Australian Dollar, Singapore Dollar, and Malaysian Ringgit.
Figures in the consolidated financial statements containing values under Rp1 billion and
US$1 million are presented with zero.
New accounting standards
On January 1, 2025, the Group adopted the new and revised statement of financial accounting
standards and interpretations of financial accounting standards effective from that date.
Adjustments to the Group's accounting policies have been made as required, in accordance with
the transitional provisions of the respective standards and interpretations. The adoption of the new
and revised standards and interpretations did not result in major changes to the Group's accounting
policies and had no material effect on the amounts reported for the current or prior financial year:
Amendment PSAK 221: Effect of Changes in Foreign Exchange Rate
This amendment clarifies the criteria for interchangeability between two currencies and requires
disclosure of information that enables users of financial statements to understand the impact of a
currency not being exchangeable. These amendments are not expected to have an impact to the
Group’s consolidated financial statement.
16
Page 478
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
a. Basis of preparation of the consolidated financial statements (continued)
Accounting standards issued but not yet effective (continued)
Effective January 1, 2026:
Amendments to PSAK 109: Financial Instruments and PSAK 107: Financial Instruments:
Disclosures
These amendments provide clarifications regarding derecognition of financial liabilities settled
through electronic payment systems, classification of financial assets, disclosures related to
investments in equity instruments designated to be measured at fair value through other
comprehensive income, and disclosures related to contractual requirements that modify the timing
or amount of contractual cash flows.
This amendment regulates the consideration as a net buyer in applying the provisions of “own use”.
This amendment explains the application of hedge accounting if a contract that refers to weather-
dependent electricity is designated as a hedging instrument, and this amendment requires
disclosures so that users can understand the risks from contracts that refer to weather-dependent
electricity.
This amendment is not expected to have a material impact on the consolidated financial
statements.
PSAK 338 (Revised 2025): Business Combinations of Entities Under Common Control
The DSAK IAI has issued PSAK 338 (Revised 2025); Business Combinations of Entities Under
Common Control. This revision covers the scope and application of the pooling of interest method
and disposal in equity as the accounting concepts used in PSAK 338.
Key changes in this revision include the exclusion of investment entities from the scope of PSAK
338, as well as additional definitions for transferred business, receiving entity, and transferring
entity. This revision also includes a reference to the carrying amount of the transferred business
and the presentation of pre-combination business information when impracticality occurs in
applying the pooling of interest method.
This amendment is expected to have no material impact on the consolidated financial statements.
17
Page 479
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
a. Basis of preparation of the consolidated financial statements (continued)
Accounting standards issued but not yet effective (continued)
Effective January 1, 2027:
PSAK 118: Presentation and Disclosures in Financial Statements
DSAK IAI has issued PSAK 118: Presentation and Disclosures in Financial Statements, which
supersedes PSAK 201: Presentation of Financial Statements. PSAK 118 introduces requirements
for the presentation of key subtotals, including operating profit or loss, profit or loss before financing
and income taxes, and net profit or loss. In addition, PSAK 118 requires that income and expenses
be classified into the following categories: operating, investing, and financing, along with income
taxes and discontinued operations.
PSAK 118 also addresses the disclosure of Management-defined Performance Measures (“MPM”),
which are intended to communicate management’s perspective on the entity’s overall financial
performance. The standard elaborates on the role of the primary financial statements and the notes
to the financial statements, and sets out principles and requirements related to the aggregation and
disaggregation of information. These principles apply both to the presentation within the financial
statements and to the disclosures. The Group is currently assessing the potential impact of PSAK
118 on its consolidated financial statements.
PSAK 119: Subsidiaries Without Public Accountability: Disclosures
The Indonesian Financial Accounting Standards Board (DSAK IAI) has issued PSAK 119:
Subsidiaries Without Public Accountability: Disclosures. PSAK 119 sets out disclosure
requirements that may be applied by an entity as an alternative to the disclosure requirements in
other PSAK. An entity may elect to apply this Standard in its consolidated, separate, or individual
financial statements if, and only if, at the end of the reporting period, the entity is a subsidiary
without public accountability whose parent prepares consolidated financial statements that are
available to the public and comply with Indonesian Financial Accounting Standards (SAK). This
amendment is not expected to have a material impact on the consolidated financial statements.
In November 2025, DSAK IAI issued amendments to PSAK 119. The amendments to PSAK 119
include:
i. removal of application in separate financial statements by intermediate parent entities;
ii. removal of disclosure objectives related to financing, suppliers, shortages, or overages, Pillar
Two model, classification and measurement of financial instruments, as well as long term
loabilities with covenants;
iii. reduction of disclosure requirments related to supplier finance arrangements;
iv. removal of material that is guidance based and not disclosure requirements; and
v. replacement of management defined performance measure disclosures with a cross reference
to PSAK 118.
These amendments are not expected to have material impact on the consolidated financial
statements.
18
Page 480
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
b. Principles of consolidation
The consolidated financial statements consist of the financial statements of the Company and
the subsidiaries over which it has control. Control is achieved when the Group is exposed, or has
rights, to variable returns from its involvement with the investee and has the ability to affect those
returns through its power over the investee. Specifically, the Group controls an investee if and only
if the Group has power over the investee, exposure, or rights, to variable returns from its
involvement with the investee, and the ability to use its power over the investee to affect its returns.
Generally, there is a presumption that a majority of voting rights results in control. To support this
presumption and when the Group has less than a majority of the voting or similar rights of an
investee, the Group considers all relevant facts and circumstances in assessing whether it has
power over an investee, including:
i. the contractual arrangement with the other vote holders of the investee;
ii. rights arising from other contractual arrangements; and
iii. the Group's voting rights and potential voting rights.
The Group re-assesses whether it controls an investee if facts and circumstances indicate that
there are changes to one or more of the three elements of control. Consolidation of a subsidiary
begins when the Group obtains control over the subsidiary and ceases when the Group loses
control over the subsidiary. Assets, liabilities, income, and expenses of a subsidiary acquired or
disposed of during the year are included in the consolidated statements of financial position and
the consolidated statements of profit or loss and other comprehensive income from the date the
Group gains financial control until the date the Group ceases to control the subsidiary.
Profit or loss and each component of other comprehensive income (“OCI”) are attributed to the
equity holders of the Company and to the non-controlling interests, even if this results in the non-
controlling interests having a deficit balance.
All intra-Group assets and liabilities, equity, revenue and expenses, and cash flow relating to
transactions within Group are fully eliminated on consolidation.
In case of loss of control over a subsidiary, the Group:
i. derecognizes the assets (including goodwill) and liabilities of the subsidiary at the carrying
amounts on the date when it loses control;
ii. derecognizes the carrying amounts of any non-controlling interests of its former subsidiary on
the date when it loses control;
iii. recognizes the fair value of the consideration received (if any) from the transaction, events, or
condition that caused the loss of control;
iv. recognizes the fair value of any investment retained in the subsidiary at fair value on the date
of loss of control; and
v. recognizes any surplus or deficit in profit or loss that is attributable to the Group.
19
Page 481
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
c. Transactions with related parties
The Group has transactions with related parties. The definition of related parties used is in
accordance with the Bapepam-LK’s Regulation No. VIII.G.7 regarding the Presentations and
Disclosures of Financial Statements of Issuers or Public Companies, enclosed in the decision letter
No. KEP-347/BL/2012. The party which is considered a related party is a person or entity that is
related to the entity that is preparing its financial statements.
Under the Regulation of Bapepam-LK No. VIII.G.7, a government-related entity is an entity that is
controlled, jointly controlled or significantly influenced by the government. Government in this
context is the Minister of Finance or the Local Government, as the shareholder of the entity.
Key management personnel are identified as the persons having authority and responsibility for
planning, directing, and controlling the activities of the entity, directly or indirectly, including any
director (whether executive or otherwise) of the Group. The related party status extends to the key
management of the subsidiaries to the extent they direct the operations of subsidiaries with minimal
involvement from the Company’s management.
d. Business combinations and goodwill
Business combination is accounted for using the acquisition method. The consideration transferred
is measured at fair value, which is the aggregate of the fair value of the assets transferred, liabilities
incurred or assumed, and the equity instruments issued in exchange for control of the acquiree.
For each business combination, non-controlling interest is measured at fair value or at the
proportionate share of the acquiree’s identifiable net assets. The measurement basis is selected
on a transaction-by-transaction basis. Acquisition-related costs are expensed as incurred. The
acquiree’s identifiable assets and liabilities are recognized at their fair values at the acquisition
date.
Goodwill is initially measured at cost, which represents the excess of the aggregate consideration
transferred and the amount recognized for non-controlling interests, and any previous interest held,
over the net identifiable assets acquired and liabilities assumed. If the fair value of the acquired net
assets exceeds the aggregate consideration transferred, the Group re-assesses whether it has
correctly identified all of the assets acquired and all of the liabilities assumed, and reviews the
procedures used to measure the amounts to be recognized at the acquisition date. If the re-
assessment still results in an excess of the fair value of net assets acquired over the aggregate
consideration transferred, then the gain is recognized in profit or loss.
Any contingent consideration to be transferred by the acquirer will be recognized at fair value at
the acquisition date. Contingent consideration classified as equity is not remeasured and its
subsequent settlement is accounted for within equity. Contingent consideration classified as an
asset or liability that is a financial instrument and within the scope of PSAK 109, is measured at fair
value with the changes in fair value recognized in the statement of profit or loss in accordance with
PSAK 109. Other contingent consideration that is not within the scope of PSAK 109 is measured
at fair value at each reporting date with changes in fair value recognized in profit or loss.
20
Page 482
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
d. Business combinations and goodwill (continued)
If the initial accounting for a business combination is incomplete by the end of the reporting period
in which the combination occurs, the Group shall report in its consolidated financial statements
provisional amounts for the items for which the accounting is incomplete. During the measurement
period, the Group shall retrospectively adjust the provisional amounts recognized at the acquisition
date to reflect new information obtained about facts and circumstances that existed as of the
acquisition date and, if known, would have affected the measurement of the amounts recognized
as of that date. The measurement period ends immediately after the Company receives the
information about the facts and circumstances that existed at the acquisition date or learns that
additional information cannot be obtained. However, the measurement period must not exceed one
year from the date of acquisition.
In a business combination achieved in stages, the acquirer remeasures its previously held equity
interest in the acquiree at its acquisition-date fair value and recognizes the resulting gain or loss, if
any, in profit or loss.
Based on PSAK 338: Business Combination of Entities Under Common Control, the transfer of
assets, liabilities, shares or other ownership instruments among the companies under common
control would not result in a gain or loss for the Company or individual entity in the same group.
Since the restructuring transaction between entities under common control does not result in a
change of the economic substance of the ownership of assets, liabilities, shares, or other
instruments of ownership, which are exchanged, assets or liabilities transferred are recorded at
book value using the pooling-of-interests method.
In applying the pooling-of-interests method, the components of the financial statements for the
period during the restructuring occurred must be presented in such a manner as if the restructuring
has occurred since the beginning of the earliest period presented. The excess of consideration paid
or received over the carrying value of interest acquired, net of income tax, is directly recognized to
equity and presented as “Additional Paid-in Capital” under the equity section of the consolidated
statements of financial position.
At the initial application of PSAK 338, all balances of the Difference In Value of Restructuring
Transactions of Entities under Common Control was reclassified to “Additional Paid-in Capital” in
the consolidated statements of financial position.
e. Cash and cash equivalents
Cash and cash equivalents in the consolidated statements of financial position comprise cash in
banks and on hand and short-term highly liquid deposits with a maturity of three months or less,
that are readily convertible to a known amount of cash and subject to an insignificant risk of
changes in value.
Time deposits with maturities of more than three months but not more than one year are
presented as part of “Other current financial assets” in the consolidated statements of financial
position.
21
Page 483
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
f. Inventories
Inventories consist of Subscriber Identification Module ("SIM") cards, and prepaid vouchers which
are expensed upon sale.
Inventories are valued at the lower of cost and net realizable value. Net realizable value is
determined by either estimating the selling price in the ordinary course of business, less estimated
cost to sell or determining the prevailing replacement costs.
The costs of inventories consist of the purchase price, import duties, other taxes, transport,
handling, and other costs directly attributable to their acquisition.
Cost is determined using the weighted average method.
The amounts of any write-down of inventories below cost to net realizable value and all losses
of inventories are recognized as an expense in the period in which the write-down or loss occurs.
The amount of any reversal of any write-down of inventories, arising from an increase in net
realizable value, is recognized as a reduction in the amount of general and administrative expenses
in the year in which the reversal occurs.
Provision for obsolescence is primarily based on the estimated forecast of future usage of these
inventory items.
g. Prepaid expenses
Prepaid expenses are amortized over their future beneficial periods using the straight-line method.
Prepaid expenses are presented in the consolidated statements of financial position as part of other
current assets and other non-current assets.
h. Non-current assets held for sale
Assets (or disposal groups) are classified as assets held for sale when their carrying amount will
be recovered principally through a sale transaction rather than through continuing use, and the
sale is highly probable. These assets are measured at the lower of their carrying amount and fair
value less costs to sell.
An asset (or disposal group) is considered available for immediate sale in its present condition
subject only to terms that are usual and customary for sales of such assets (or disposal groups),
and its sale must be highly probable.
The assets (or disposal groups) classified as held for sale are presented separately from the other
assets in the consolidated statements of financial position. The liabilities of disposal group classified
as held for sale are presented separately from the other liabilities in the consolidated statements of
financial position.
22
Page 484
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
i. Intangible assets
Intangible assets are recognized if it is highly probable that the expected future economic benefits
that are attributable to each asset will flow to the Group, and the cost of the asset can be reliably
measured.
Intangible assets are stated at cost less accumulated amortization and impairment losses (if any).
Intangible assets are amortized over their estimated useful lives. The amortization period and the
amortization method for an intangible asset with a finite useful life are reviewed at least at the end
of the reporting period. The Group estimates the recoverable value of its intangible assets. When
the carrying amount of an intangible asset exceeds its estimated recoverable amount, the asset is
written down to its estimated recoverable amount.
Intangible assets except goodwill, are amortized using the straight-line method, based on the
estimated useful lives of the intangible assets as follows:
Years
Software 3-6
License 3-20
Other intangible assets 3-30
Intangible assets are derecognized on disposal, or when no further economic benefits are
expected, either from further use or from disposal. The difference between the carrying amount
and the net proceeds received from disposal is recognized in the consolidated statements of profit
or loss and other comprehensive income.
j. Property and equipment
Property and equipment are stated at cost less accumulated depreciation, and impairment losses
(if any).
The cost of an item of property and equipment includes: (a) purchase price; (b) any costs directly
attributable to bringing the asset to its location and condition; and (c) the initial estimate of the costs
of dismantling and removing the item and restoring the site on which it is located. Each part of an
item of property and equipment with a cost that is significant in relation to the total cost of the item
is depreciated separately.
Property and equipment, except land rights, are depreciated using the straight-line method based
on the estimated useful lives of the assets as follows:
Years
Buildings 10-50
Leasehold improvements 3-10
Switching equipment 3-15
Telegraph, telex, and data communication equipment 15
Transmission installation and equipment 3-40
Satellite, earth station, and equipment 4-20
Cable network 3-25
Drop cable 5
Power supply 4-25
Data processing equipment 4-20
Other telecommunication peripherals 3-5
Office equipment 2-5
Vehicles 4-8
Other equipment 2-5
23
Page 485
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
j. Property and equipment (continued)
Significant expenditures related to leasehold improvements are capitalized and depreciated over
the lease term.
The depreciation method, useful life, and residual value of an asset are reviewed at least at each
financial year-end and adjusted, if appropriate. The residual value of an asset is the estimated
amount that the Group would currently obtain from disposal of the asset, after deducting the
estimated costs of disposal, if the asset is already of the age and in the condition expected at the
end of its useful life.
Property and equipment acquired in exchange for a non-monetary asset or for a combination of
monetary and non-monetary assets are measured at fair value unless, (i) the exchange transaction
lacks commercial substance; or (ii) the fair value of neither the asset received, nor the asset given
up is measured reliably.
Major spare parts and standby equipment that are expected to be used for more than 12 months
are recorded as part of property and equipment.
When assets are retired or otherwise disposed of, their cost and the related accumulated
depreciation are derecognized from the consolidated statements of financial position and the
resulting gains or losses on the disposal or sale of the property and equipment are recognized in
the consolidated statements of profit or loss and other comprehensive income.
Certain computer hardware cannot be used without the availability of certain computer software.
In such circumstance, the computer software is recorded as part of the computer hardware. If the
computer software is independent from its computer hardware, it is recorded as part of intangible
assets.
The cost of maintenance and repairs are charged to the consolidated statements of profit or loss
and other comprehensive income as incurred. Significant renewals and improvements are
capitalized to related property and equipment account.
The Group recognizes the cost of replacing part of a property and equipment in the carrying amount
of the property and equipment, and derecognizes the carrying amount of the replaced part of the
asset.
Property under construction is stated at cost less impairment (if any), until the construction is
completed, at which time it is reclassified to the property and equipment account to which it relates.
During the construction period and until the property is ready for its intended use or sale, borrowing
costs, which include interest expense and foreign currency exchange differences incurred on loans
obtained to finance the construction of the asset, as long as it meets the definition of a qualifying
asset are, capitalized in proportion to the average amount of accumulated expenditures during the
period. Capitalization of borrowing cost ceases when the construction is completed, and the asset
is ready for its intended use or sale.
24
Page 486
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
k. Leases
The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the
contract conveys the right to control the use of an identified asset for a period of time in exchange
for consideration. The lease term corresponds to the non-cancellable period of each contract,
except in cases where the Group is reasonably certain of exercising renewal options contractually
foreseen.
The Group has made use of the package of practical expedients available within PSAK 116, which
among other things:
• the use of a single discount rate to a portfolio of leases with reasonably similar characteristics;
• the accounting for operating leases with a remaining lease term of less than 12 months as
short-term leases;
• the exemption of initial direct costs for the measurement of the right-of-use asset (“ROU”) as
short-term leases;
• the use of hindsight in determining the lease term where the contract contains options to
extend or terminate the lease;
• not separating non-lease components from lease components, and instead, account for both
as a single lease component; and
• not recognizing a lease liability and a ROU asset for leases where the underlying assets are
low-value assets (i.e. underlying assets with a maximum value of US$5,000 or Rp50 million
when it is new).
The Group applies the definition of a lease and related guidance set out in PSAK 116 to all lease
contracts.
i. The Group as lessee
The Group applies a single recognition and measurement approach for all leases, except for
short-term leases and leases of low-value assets. The Group recognizes lease liabilities to
make lease payments and ROU assets representing the right to use the underlying assets.
The Group recognizes ROU assets at the commencement date of the lease. ROU assets are
measured at cost, less any accumulated amortization and impairment losses, and adjusted for
any remeasurement of lease liabilities. The cost of ROU assets includes the amount of lease
liabilities recognized, initial direct costs incurred, restoration costs and lease payments made
at or before the commencement date less any lease incentives received.
ROU assets are amortized on a straight-line basis over the shorter of the lease term and the
estimated useful lives of the assets, as follows:
Years
Land rights 1-33
Buildings 1-30
Transmission installation and equipment 1-25
Vehicles 1-6
Others 1-6
25
Page 487
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
k. Leases (continued)
i. The Group as lessee (continued)
If ownership of the ROU asset transfers to the Group at the end of the lease term or the cost
reflects the exercise of a purchase option, depreciation is calculated using the estimated
useful life of the asset. The ROU assets are subject to impairment in accordance with
PSAK 236: Impairment of Assets.
Lease liabilities
At the commencement date of the lease, the Group recognizes lease liabilities measured at
the present value of lease payments to be made over the lease term. The lease payments
include fixed payments (including in substance fixed payments) less any lease incentives
receivable, variable lease payments that depend on an index or a rate, and amounts expected
to be paid under residual value guarantees. The lease payments also include the exercise
price of a purchase option reasonably certain to be exercised by the Group and payments of
penalties for terminating the lease, if the lease term reflects the Group exercising the option to
terminate. Variable lease payments that do not depend on an index or a rate are recognized
as expenses in the period in which the event or condition that triggers the payment occurs.
In calculating the present value of lease payments, the Group uses its incremental borrowing
rate at the lease commencement date because the interest rate implicit in the lease is not
readily determinable. After the commencement date, the amount of lease liabilities is
increased to reflect the accretion of interest and reduced for the lease payments made. In
addition, the carrying amount of lease liabilities is remeasured if there is a modification, a
change in the lease term, a change in the lease payments, or a change in the assessment of
an option to purchase the underlying asset.
Short-term leases with a duration of less than 12 months and low-value assets leases, as well
as those lease elements, partially or totally not complying with the principles of recognition
defined by PSAK 116 will be treated similarly to operating leases. The Group will recognize
those lease payments on a straight-line basis over the lease term in the consolidated
statements of profit or loss and other comprehensive income.
ii. The Group as lessor
Under PSAK 116, a lessor continues to classify leases as either finance leases or operating
leases and account for those two types of leases differently. Leases in which the Group
transfers substantially all the risks and rewards incidental to ownership of an asset are
classified as finance leases, otherwise it will be classified as operating leases. Lease
classification is made at the inception date and is reassessed only if there is a lease
modification.
At the commencement date, the Group recognizes assets held under a finance lease at an
amount equal to the net investment in the lease and present it as finance lease receivable.
The net investment in the lease includes fixed payments (including in substance fixed
payments) less any lease incentives receivable, variable lease payments that depend on an
index or a rate, and residual value guarantees provided to the lessor by the lessee. The lease
payments also include the exercise price of a purchase option reasonably certain to be
exercised by the lessee and payments of penalties for terminating the lease, if the lease term
reflects the Group exercising the option to terminate.
26
Page 488
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
k. Leases (continued)
ii. The Group as lessor (continued)
As required by PSAK 109, an allowance for expected credit loss has been recognized on the
finance lease receivables and presented under “Other receivables” (Note 8).
Rental income arising from operating leases is accounted for on a straight-line basis over the
lease terms and is included in revenue in the consolidated statements of profit or loss and
other comprehensive income due to its operating nature. Initial direct costs incurred in
negotiating and arranging an operating lease are added to the carrying amount of the
underlying asset and recognized over the lease term on the same basis as rental income.
Contingent rents are recognized as revenue in the period in which they are earned.
If an arrangement contains lease and non-lease components, the Group applies PSAK 115
Revenue from Contracts with Customers to allocate the consideration in the contract. Revenue
arising from operating lease is recorded as revenue from lessor transactions (Note 2o).
l. Deferred charges - land rights
Costs incurred to process the initial legal land rights are recognized as part of the property and
equipment and are not amortized. Costs incurred to process the extension or renewal of legal land
rights are deferred and amortized using the straight-line method over the shorter of the legal term
of the land rights or the economic life of the land.
m. Borrowings
Borrowings are recognized initially at fair value, net of transaction costs incurred. Borrowings are
subsequently carried at amortized cost; any difference between the proceeds (net of transaction
costs) and the redemption value is recognized in the consolidated statements of profit or loss and
other comprehensive income over the period of the borrowings using the effective interest method.
Fees paid on obtaining loan facilities are recognized as transaction costs of the loan to the extent
that it is probable that some or all of the facilities will be drawn down. In this case, the fee is deferred
until the drawdown occurs. To the extent there is no evidence that it is probable that some or all of
the facilities will be drawn down, the fee is capitalized as a prepayment for liquidity services and
amortized over the period of the facilities to which it relates.
27
Page 489
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
n. Foreign currency translations
Transactions in foreign currencies are translated into Indonesian Rupiah at the Reuters’ mid rates
of exchange prevailing at transaction date. At the consolidated statements of financial position
dates, monetary assets and liabilities denominated in foreign currencies are translated into
Indonesian Rupiah based on the buy and sell rates quoted by Reuters prevailing at the consolidated
statements of financial position dates, as follows (in full amount):
2025 2024
Buy Sell Buy Sell
British Pound (“GBP”) 1 22,386 22,401 20,198 20,212
United States Dollar (“US$”) 1 16,672 16,681 16,090 16,100
Australian Dollar (“AU$”) 1 11,136 11,149 9,995 10,009
Singapore Dollar (“SGD”) 1 12,960 12,969 11,815 11,829
New Taiwan Dollar (“TWD”) 1 530.38 531.21 490.07 490.52
Euro (“EUR”) 1 19,541 19,556 16,761 16,775
Japanese Yen ("JPY") 1 106.45 106.52 103.02 103.11
Malaysian Ringgit ("MYR") 1 4,101 4,111 3,591 3,601
Hong Kong Dollar (“HKD”) 1 2,142 2,143 2,072 2,074
Myanmar Kyat (“MMK”) 1 7.91 7.97 7.64 7.69
The result of foreign exchange gains or losses, realized and unrealized, are credited or charged to
the consolidated statements of profit or loss and other comprehensive income of the current year,
except for foreign exchange differences incurred on borrowings during the construction of qualifying
assets which are capitalized to the extent that the borrowings can be attributed to the construction
of those qualifying assets (Note 2i).
o. Revenue and expense recognition
Revenue from contract with customers
PSAK 115 establishes a comprehensive framework to determine how, when, and how much
revenue is to be recognized. The standard provides a single principles-based five-step model for
the determination and recognition of revenue to be applied to all contracts with customers. The
standard also provides specific guidance requiring certain types of costs to obtain and/or fulfill a
contract to be capitalized and amortized on a systematic basis that is consistent with the transfer
to the customer of the goods or services to which the capitalized cost relates.
28
Page 490
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
o. Revenue and expense recognition (continued)
Revenue from contract with customers (continued)
Below is the summary of the Group’s revenue recognition accounting policy for each revenue
stream:
i. Data, Internet and IT Service
Revenues from data communication and internet are recognized based on service activity and
performance which are measured by the duration of internet usage or based on the fixed
amount of charges depending on the arrangements with customers. Revenues from sales,
installation and implementation of computer software and hardware, computer data network
installation service and installation are recognized when the goods and/or services are
delivered to customers or the installation takes place. Revenue from computer software
development service is recognized using the percentage-of completion method.
For services sold in bundled plan/solution, total consideration is allocated to performance
obligations based on stand-alone selling price for each of the product and/or service.
The Group estimates the stand-alone selling price using the price enacted if the services are
sold on a stand-alone basis. Most bundled plans/solution sold by the Group only include
services which are generally satisfied over the same period of time. Therefore, the revenue
recognition pattern is generally not impacted by the allocation.
ii. IndiHome
Revenues from IndiHome service are derived from customer who subscribes to internet
services or to bundled package with combination of consumer service (i.e. telephone, internet
and data, and paid TV). Those services are offered on a postpaid basis and billed in the
following month. The Group applies terms and conditions that requires the customer to pay
substantive early termination penalty if the customer’s contract is ended at the customer’s
request and/or fault within the first 12 months after the service is activated. After the initial
12-month period, the customer can decide to stop subscribing in accordance with the
applicable terms and conditions without incurring any penalties. In accordance with PSAK 115,
the contract period is 12 months, which is then followed by a monthly contract.
All IndiHome services are recognized using the output method based on the customer's actual
usage or time elapsed basis as the customer simultaneously receives and consumes the
benefits provided by the Group.
Customers are required to pay an upfront fee at the commencement of the contract. The
upfront fee is considered to be a material right because the customer is not required to pay an
upfront fee when the customer renews the service beyond the original contract period. The
Group values the renewal option in the amount of the consideration received from the upfront
fee for the installation service. The Group defers the amount of renewal option as contract
liabilities and recognizes it as revenue on a straight-line basis over the expected customer life.
The Group estimates the expected customer life based on the historical information and
customer trends and updates the evaluation on an annual basis.
29
Page 491
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
o. Revenue and expense recognition (continued)
Revenue from contract with customers (continued)
iii. Interconnection
Revenue from interconnection is mainly comprises of interconnections service or other
telecommunications carriers’ subscriber calls to the Group’s subscribers (incoming call),
calls between other telecommunications carriers’ subscribers through the Group’s network
(transit), and network service with other telecommunications carriers. All of these services are
recognized based on the output method using the basis of the actual recorded traffic for the
month.
iv. SMS, Fixed and Cellular Voice
Services are offered on postpaid or prepaid basis. For prepaid services, initial package sales
(also known as SIM cards and initial charging vouchers) and top-up vouchers are initially
recognized as contract liabilities. The Group recognizes contract assets for the services from
postpaid customers that have not been billed.
Those services revenues are recognized based on output method, either per actual usage or
allowance unit used (if the services are sold in plan basis), because the customer
simultaneously receives and consumes the benefits provided by the Group.
For services sold in bundled plan, total consideration is allocated to performance obligations
based on stand-alone selling price for each of the product and/or service. The Group estimates
the stand-alone selling price using the price enacted if the services are sold on a stand-alone
basis. Most bundled plans sold by the Group only include services which are generally
satisfied over the same period of time. Therefore, the revenue recognition pattern is generally
not impacted by the allocation.
The consideration that is received is allocated between the telecommunication services sold
and the points issued, with the consideration allocated to points that are equal to its fair value.
The fair value of the points that are issued is deferred and recognized as revenue when the
points are redeemed, expired, or when the program is terminated.
v. Network and Other Telecommunication Services
Revenues from network consist of revenues from leased lines and satellite transponder leases
which are recognized over the period in which the services are rendered. Revenues from other
telecommunications equipments or services are recognized when other telecommunications
equipments or services are rendered to customers.
30
Page 492
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
o. Revenue and expense recognition (continued)
Contract assets
A contract asset is initially recognized for revenue earned from delivery of goods or services
because the receipt of consideration is conditional on certain milestones or upon completion of the
project. Upon completion of the milestones or the project, the amount recognized as contract assets
is reclassified to trade receivables.
Refer to accounting policies on impairment of financial assets in section 2.r.i. Financial
instruments - initial recognition and subsequent measurement.
Contract liabilities
A contract liability is recognized if a payment is received or a payment is due (whichever is earlier)
from a customer before the Group transfers the related goods or services. Contract liabilities are
recognized as revenue when the Group performs under the contract (i.e., transfers control of the
related goods or services to the customer).
Incremental cost of obtaining and cost of fulfilling contract
The incremental costs of obtaining/fulfilling contracts with customers, which principally are
comprised of sales commissions and contract fulfilment costs, are initially recognized on the
consolidated statements of financial position as contract costs. These costs are subsequently
amortized on a systematic basis that is consistent with the period and pattern of transfer to the
customer of the related products or services. Costs that do not qualify as costs of obtaining/fulfilling
contract with customers are expensed as incurred or in accordance with other relevant standards.
At the end of each reporting year, the Group evaluates whether there is an indication that
capitalized contract costs may be impaired. An impairment exists when the carrying amount of the
contract costs exceeds the amount expected to be received in exchange for goods and services.
When impairment exists, an impairment loss is recognized in consolidated statements of profit or
loss and other comprehensive income.
Revenue from lessor transactions
Revenue from lessor transactions comprises of revenue from telecommunication tower operating
leases and other rental. Rental income is recognized on a straight-line basis over the lease term
and is included in revenue in the statements of profit or loss due to its operating nature.
Expenses
Expenses are recognized as they are incurred.
31
Page 493
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
p. Employee benefits
i. Short-term employee benefits
All short-term employee benefits which consist of salaries and related benefits, vacation pay,
incentives and other short-term benefits are recognized as expense on undiscounted basis
when employees have rendered service to the Group.
ii. Post-employment benefit plans and other long-term employee benefits
Post-employment benefit plans consist of funded and unfunded defined benefit pension plans,
defined contribution pension plan, other post-employment benefits, post-employment health
care benefit plan, defined contribution health care benefit plan and obligations under the Labor
Law.
Other long-term employee benefits consist of Long Service Awards (“LSA”), Long Service
Leave (“LSL”), and pre-retirement benefits.
The cost of providing benefits under post-employment benefit plans and other long-term
employee benefits calculation is performed by an independent actuary using the projected unit
credit method.
The net obligations in respect of the defined pension benefit plans and post-retirement health
care benefit plan are calculated at the present value of estimated future benefits that the
employees have earned in return for their service in the current and prior periods less the fair
value of plan assets. The present value of the defined benefit obligation is determined by
discounting the estimated future cash outflows using interest rates of Government bonds that
are denominated in the currencies in which the benefits will be paid and that have terms to
maturity approximating the terms of the related retirement benefit obligation. Government
bonds are used as there are no deep markets for high quality corporate bonds.
Plan assets are assets owned by defined benefit pension plan and post-retirement health care
benefits plan as well as qualifying insurance policy. The assets are measured at fair value as
of reporting dates. The fair value of qualifying insurance policy is deemed to be the present
value of the related obligations (subject to any reduction required if the amounts receivable
under the insurance policies are not recoverable in full).
Remeasurement, comprising of actuarial gains and losses, the effect of the asset ceiling
(excluding amounts included in net interest on the net defined benefit liability (asset) and the
return on plan assets (excluding amounts included in net interest on the net defined benefit
liability (asset)) are recognized immediately in the consolidated statements of financial position
with a corresponding debit or credit to retained earnings through OCI in the period in which
they occur. Remeasurements are not reclassified to profit or loss in subsequent periods.
Past service costs are recognized immediately in profit or loss on the earlier of:
(a) the date of plan amendment or curtailment; and
(b) the date that the Group recognized restructuring-related costs.
Net interest is calculated by applying the discount rate to the net defined benefit liabilities or
assets.
32
Page 494
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
p. Employee benefits (continued)
ii. Post-employment benefit plans and other long-term employee benefits (continued)
Gains or losses on curtailment are recognized when there is a commitment to make a material
reduction in the number of employees covered by a plan or when there is an amendment of
defined benefit plan terms such as that a material element of future services to be provided by
current employees will no longer qualify for benefits, or will qualify only for reduced benefits.
Gains or losses on settlement are recognized when there is a transaction that eliminates all
further legal or constructive obligation for part, or all of the benefits provided under a defined
benefit plan (other than the payment of benefit in accordance with the program and included
in the actuarial assumptions).
For defined contribution plans, the regular contributions constitute net periodic costs for the
period in which they are due and, as such, are included in “personnel expenses” as they
become payable.
The Group attributed benefits under the defined benefit plan’s benefit formula to periods of
service from the date when employee service first leads to benefits under the plan until the
date when further employee service will lead to no material amount of further benefits under
the plan.
iii. Early retirement benefit
Early retirement benefits are accrued at the time the Group makes a commitment to provide
early retirement benefits as a result of an offer made in order to encourage voluntary
resignation. A commitment to a termination arises when, and only when a detailed formal plan
for the early retirement cannot be withdrawn.
q. Taxes
Income tax
Current and deferred income taxes are recognized as income or expense and included in the
consolidated statements of profit or loss and other comprehensive income, except to the extent
that the income tax arises from a transaction or event which is recognized directly in equity, in
which case, the income tax is recognized directly in equity.
Current income tax assets and liabilities are measured at the amounts expected to be recovered
or paid by using the tax rates and tax laws that have been enacted or substantively enacted at
each reporting date. Management periodically evaluates positions taken in Annual Tax Returns
("Surat Pemberitahuan Tahunan"/"SPT Tahunan") with respect to situations in which applicable tax
regulation is subject to interpretation. Where appropriate, management establishes provisions
based on the amounts expected to be paid to the Tax Authorities.
Tax assessments
Amendment to taxation obligation is recorded when an assessment letter (“Surat Ketetapan Pajak”
or “SKP”) is received or, if appealed against, when the results of the appeal have been determined.
The additional taxes and penalty imposed through SKP are recognized as revenue or expense in
the current year profit or loss, unless objection/appeal is taken. The additional taxes and penalty
imposed through SKP are deferred as long as they meet the asset recognition criteria.
33
Page 495
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
q. Taxes (continued)
Deferred tax
The Group recognizes deferred tax assets and liabilities for temporary differences between the
financial and tax bases of assets and liabilities at each reporting date. The Group also recognizes
deferred tax assets resulting from the recognition of future tax benefits, such as the benefit of tax
losses carried forward to the extent their future realization is probable. Deferred tax assets and
liabilities are measured using enacted or substantively enacted tax rates and tax laws at each
reporting date which are expected to apply to taxable income in the years in which those temporary
differences are expected to be recovered or settled.
The carrying amount of deferred tax assets is reviewed at each reporting date and reduced if it is
no longer probable that sufficient taxable profit will be available to compensate part, or all of the
benefits of deferred tax assets. Unrecognized deferred tax assets are re-assessed at each
reporting date and recognized if it is probable that future taxable profits will be available for
recovery. Tax deductions arising from the reversal of deferred tax assets are excluded from
estimates of future taxable income.
Deferred tax transactions which are recognized outside profit or loss. Therefore, deferred taxes on
these transactions are recognized either in other comprehensive income or recognized directly in
equity.
Deferred tax assets and liabilities are offset in the consolidated statements of financial position, if
and only if it has a legally enforceable right to set off current tax assets and liabilities and the
deferred tax assets and liabilities relate to income taxes levied by the same Tax Authority on either
the same taxable entity or different taxable entities which intend either to settle current tax liabilities
and assets on a net basis, or to realize the assets and settle the liabilities simultaneously, in each
future period in which significant amounts of deferred tax assets or liabilities are expected to be
recovered or settled.
Value added tax (“VAT”)
Revenues, expenses and assets are recognized net of the VAT amount except:
i. VAT arising from the purchase of assets or services that cannot be credited by the Tax Office,
which VAT is recognized as part of the acquisition cost of the asset or as part of the applied
expenses; and
ii. Receivables and payables are presented including the amount of VAT.
Uncertainty over income tax treatments
ISAK 123: Uncertainty Over Income Tax Treatments stated that the recognition and measurement
of tax assets and liabilities that contain uncertainty over income tax are determined by considering
whether to be treated separately or together, the assumptions used in the examination of tax
treatments by the Tax Authorities, consideration the probability that the Tax Authorities will accept
uncertain tax treatment and re-consideration or estimation if there is a change in facts and
circumstances.
If the acceptance of the tax treatment by the Tax Authorities is probable, the measurement is in
line with income tax fillings. If the acceptance of the tax treatment by the Tax Authorities is not
probable, the Group measures its tax balances using the method that provides the better prediction
of resolution (i.e. most likely amount or expected value).
34
Page 496
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
q. Taxes (continued)
Final tax
Indonesian tax regulations impose final tax on several types of transactions based on the gross
value of the transaction. Therefore, final tax which is charged based on such transaction remains
subject to tax even though the taxpayer incurred a loss on the transaction.
The final tax is scoped out from PSAK 212: Income Tax. Final tax on construction services and
leases are presented as part of “Other income - net”.
r. Financial instruments
The Group classifies financial instruments into financial assets and financial liabilities. A financial
instrument is any contract that gives rise to a financial asset of one entity and a financial liability or
equity instrument of another entity.
i. Financial assets
Initial recognition and measurement
Financial assets are classified, at initial recognition, and subsequently measured at amortized
cost, fair value through OCI (“FVTOCI”), and fair value through profit or loss (“FVTPL”).
The classification of financial assets at initial recognition depends on the financial asset’s
contractual cash flow characteristics and the Group’s business model for managing them. With
the exception of trade receivables that do not contain a significant financing component or for
which the Group has applied the practical expedient, the Group initially measures a financial
asset at its fair value plus, in the case of a financial asset not at FVTPL, transaction costs.
Trade receivables that do not contain a significant financing component or for which the Group
has applied the practical expedient are measured at the transaction price determined under
PSAK 115.
In order for a financial asset to be classified and measured at amortized cost or FVTOCI, it
needs to give rise to cash flows that are Solely Payments of Principal and Interest (“SPPI”) on
the principal amount outstanding. This assessment is referred to as the solely payments of
principal and interest test and is performed at an instrument level.
The Group’s business model for managing financial assets refers to how it manages its
financial assets in order to generate cash flows. The business model determines whether cash
flows will result from collecting contractual cash flows, selling the financial assets, or both.
Purchases or sales of financial assets that require delivery of assets within a time frame
established by regulation or convention in the marketplace (regular way trades) are recognized
on the trade date, i.e., the date that the Group commits to sell the asset.
35
Page 497
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
r. Financial instruments (continued)
i. Financial assets (continued)
Subsequent measurement
For purposes of subsequent measurement, financial assets are classified in four categories:
(a) Financial assets at amortized cost (debt instruments)
The Group measures financial assets at amortized cost if both of the following conditions
are met:
• The financial asset is held within a business model with the objective to hold financial
assets in order to collect contractual cash flows; and
• The contractual terms of the financial asset give rise on specified dates to cash flows
that are solely payments of principal and interest on the principal amount
outstanding.
Financial assets at amortized cost are subsequently measured using the effective interest
rate (“EIR”) method and are subject to impairment. Gains and losses are recognized in
profit or loss when the asset is derecognized, modified or impaired. The Group’s financial
assets at amortized cost consist of cash and cash equivalents, trade and other
receivables, other current financial assets, and other non-current assets.
(b) Financial assets at FVTOCI with recycling of cumulative gains and losses (debt
instruments)
The Group measures debt instruments at FVTOCI if both of the following conditions are
met:
• The financial asset is held within a business model with the objective of both holding
to collect contractual cash flows and selling; and
• The contractual terms of the financial asset give rise on specified dates to cash flows
that are solely payments of principal and interest on the principal amount
outstanding.
For debt instruments at FVTOCI, interest income, foreign exchange revaluation, and
impairment losses or reversals are recognized in the statements of profit or loss and
computed in the same manner as for financial assets measured at amortized cost. The
remaining fair value changes are recognized in OCI. Upon derecognition, the cumulative
fair value change recognized in OCI is recycled to profit or loss.
(c) Financial assets designated at FVTOCI with no recycling of cumulative gains and losses
upon derecognition (equity instruments)
Upon initial recognition, the Group can elect to classify irrevocably its equity investments
as equity instruments designated at FVTOCI when they meet the definition of equity under
PSAK 232, Financial Instruments: Presentation and are not held for trading. The
classification is determined on an instrument-by-instrument basis. Gains and losses on
these financial assets are never recycled to consolidated statements of profit or loss and
other comprehensive income. Dividends are recognized as other income in
the statements of profit or loss when the right of payment has been established, except
when the Group benefits from such proceeds as a recovery of part of the cost of the
financial asset, in which case, such gains are recorded in OCI. Equity instruments
designated at FVTOCI are not subject to impairment assessment. The Group’s financial
assets at this category consists of long-term investments in financial instruments.
36
Page 498
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
r. Financial instruments (continued)
i. Financial assets (continued)
Subsequent measurement (continued)
(d) Financial assets at FVTPL
Financial assets at FVTPL include financial assets held for trading, financial assets
designated upon initial recognition at FVTPL, or financial assets mandatorily required to
be measured at fair value. Financial assets are classified as held for trading if they are
acquired for the purpose of selling or repurchasing in the near term. Derivatives, including
separated embedded derivatives, are also classified as held for trading unless they are
designated as effective hedging instruments. Financial assets with cash flows that do not
meet the SPPI requirement are classified and measured at FVTPL, irrespective of the
business model. Notwithstanding the criteria for debt instruments to be classified at
amortized cost or at FVTOCI, as described above, debt instruments may be designated
at FVTPL on initial recognition if doing so eliminates, or significantly reduces, an
accounting mismatch.
Financial assets at FVTPL are carried in the consolidated statements of financial position
at fair value with net changes in fair value recognized in the consolidated statements of
profit or loss and other comprehensive income. The Group’s financial assets at FVTPL
consists of other long-term investments in financial instruments and other current financial
assets.
Expected credit losses (“ECL”)
The Group recognizes an allowance for ECL for all debt instruments not held at FVTPL. ECL
are based on the difference between the contractual cash flows due in accordance with the
contract and all the cash flows that the Group expects to receive, discounted at
an approximation of the original effective interest rate. The expected cash flows will include
cash flows from the sale of collateral held or other credit enhancements that are integral to the
contractual terms.
ECL are recognized in two stages. For credit exposures for which there has not been
a significant increase in credit risk since initial recognition, ECL are provided for credit losses
that result from default events that are possible within the next 12-months (a 12-month ECL).
For those credit exposures for which there has been a significant increase in credit risk since
initial recognition, a loss allowance is required for credit losses expected over the remaining
life of the exposure, irrespective of the timing of the default (a lifetime ECL).
For trade receivables and contract assets, the Group applies a simplified approach in
calculating ECL. Therefore, the Group does not track changes in credit risk, but instead
recognizes a loss allowance based on lifetime ECL at each reporting date. The Group has
established an allowance for expected credit loss methodology that is based on its historical
credit loss experience, adjusted for forward-looking factors specific to the debtors and the
economic environment.
37
Page 499
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
r. Financial instruments (continued)
i. Financial assets (continued)
Expected credit losses (“ECL”) (continued)
The Group considers a financial asset in default when contractual payments are 90 days past
due. However, in certain cases, the Group may also consider a financial asset to be in default
when internal or external information indicates that the Group is unlikely to receive the
outstanding contractual amounts in full before taking into account any credit enhancements
held by the Group. Trade receivables are written-off when there is a low possibility of
recovering the contractual cash flow, after all collection efforts have been done and have been
fully provided for allowance.
ii. Financial liabilities
Initial recognition and measurement
Financial liabilities are classified, at initial recognition, as financial liabilities at fair value
through profit or loss, loans and borrowings, payables or as derivatives designated as hedging
instruments in an effective hedge, as appropriate.
All financial liabilities are recognized initially at fair value and, in the case of loan and
borrowings and payables, net of directly attributable transaction costs.
The Group classifies its financial liabilities as: (a) financial liabilities at FVTPL or (b) financial
liabilities measured at amortized costs.
The Group’s financial liabilities include trade and other payables, accrued expenses, customer
deposits, interest-bearing loans, and lease liabilities. Interest-bearing loans consist of short-
term bank loans, bonds, and long-term bank loans.
Subsequent measurement
The measurement of financial liabilities depends on their classification, as described below:
(a) Financial liabilities at FVTPL
Financial liabilities at FVTPL include financial liabilities held for trading and financial
liabilities designated upon initial recognition as at FVTPL. Financial liabilities are
classified as held for trading if they are incurred for the purpose of repurchasing in the
near term. This category also includes derivative financial instruments entered into by the
Group that are not designated as hedging instruments in hedge relationships. Separated
embedded derivatives are also classified as held for trading unless they are designated
as effective hedging instruments. Gains or losses on liabilities held for trading are
recognized in the statements of profit or loss.
Financial liabilities designated upon initial recognition at FVTPL are designated at the
initial date of recognition, and only if the criteria in PSAK 109 are satisfied. The Group
has not designated any financial liability as at FVTPL.
38
Page 500
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
r. Financial instruments (continued)
ii. Financial liabilities (continued)
Subsequent measurement (continued)
(b) Financial liabilities measured at amortized cost
This is the category most relevant to the Group. After initial recognition, interest-bearing
loans and other borrowings are subsequently measured at amortized cost using the EIR
method. Gains and losses are recognized in profit or loss when the liabilities are
derecognized as well as through the EIR amortization process. Amortized cost is
calculated by taking into account any discount or premium on acquisition and fees or
costs that are an integral part of the EIR. The EIR amortization is included as finance
costs in the statements of profit or loss. This category generally applies to interest-bearing
loans and other borrowings. For more information, refer to Note 19.
iii. Offsetting financial instruments
Financial assets and liabilities are offset and the net amount is reported in the consolidated
statements of financial position when there is a legally enforceable right to offset the
recognized amounts and there is an intention to settle them on a net basis, or realize the
assets and settle the liabilities simultaneously. The right of offset must not be contingent on a
future event and must be legally enforceable in all of the following circumstances:
(a) the normal course of business;
(b) the event of default; and
(c) the event of insolvency or bankruptcy of the Group and all of the counterparties.
iv. Derecognition of financial instruments
The Group derecognizes a financial asset when the contractual rights to the cash flows from
the financial asset expire, or when the Group transfers substantially all the risks and rewards
of ownership of the financial asset.
The Group derecognizes a financial liability when the obligation specified in the contract is
discharged or cancelled or has expired.
s. Treasury stock
Reacquired the Company’s shares of stock are accounted for at their reacquisition cost and
classified as “Treasury Stock” and presented as a deduction in equity. The cost of treasury stock
sold/transferred is accounted for using the weighted average method. No gain or loss is recognized
in profit or loss on the acquisition, resale, issuance, or cancellation of the Group’s equity
instruments. Any difference between the carrying amount and consideration from future re-sale of
treasury stocks, is recognized as part of additional paid-in-capital in the equity.
t. Dividends
Dividend for distribution to the stockholders is recognized as a liability in the consolidated financial
statements in the year in which the dividend is approved by the stockholders. The interim dividend
is recognized as a liability based on the Directors’ decision supported by the approval from the
Board of Commissioners.
39
Page 501
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
u. Basic earnings per share and earnings per ADS
Basic earnings per share is computed by dividing profit for the year attributable to owners of the
parent company by the weighted average number of shares outstanding during the year. Income
per ADS is computed by multiplying the basic earnings per share by 100, the number of shares
represented by each ADS.
v. Segment information
The Group's segment information is presented based upon identified operating segments in
accordance with PSAK 108: Operating Segment. An operating segment is a component of an
entity:
i. that engages in business activities from which it may earn revenues and incur expenses
(including revenues and expenses relating to transactions with other components of the same
entity);
ii. whose operating results are regularly reviewed by the Group’s Chief Operating Decision Maker
(“CODM”) i.e., the Directors, to make decisions about resources to be allocated to the segment
and assess its performance; and
iii. for which discrete financial information is available.
w. Provisions
Provisions are recognized when the Group has present obligations (legal or constructive) arising
from past events and it is probable that an outflow of resources embodying economic benefits will
be required to settle the obligations and the amount can be measured reliably.
Provisions for onerous contracts are recognized when the contract becomes onerous for the lower
of the cost of fulfilling the contract and any compensation or penalties arising from failure to fulfill
the contract.
x. Impairment of non-financial assets
At the end of each reporting period, the Group assesses whether there is an indication that an non-
financial assets may be impaired. These assets include property and equipment, current assets,
and other non-current assets, including intangible assets. If such indication exists, the recoverable
amount is estimated for the individual asset. If it is not possible to estimate the recoverable amount
of the individual asset, the Group determines the recoverable amount of the Cash-Generating Unit
(“CGU”) to which the asset belongs (“the asset’s CGU”).
The recoverable amount of an asset (either individual asset or CGU) is the higher of the asset’s
fair value less costs to sell and its value in use (“VIU”). Where the carrying amount of the asset
exceeds its recoverable amount, the asset is considered impaired and is written down to its
recoverable amount. In assessing the value in use, the estimated net future cash flows are
discounted to their present value using a pre-tax discount rate that reflects current market
assessments of the time value of money and the risks specific to the asset.
In determining fair value less costs to sell, recent market transaction prices are taken into account,
if available. If no such transactions can be identified, the Group uses an appropriate valuation
model to determine the fair value of the asset. These calculations are corroborated by multiple
valuations or other available fair value indicators.
Impairment losses of continuing operations are recognized in the consolidated statements of profit
or loss and other comprehensive income.
40
Page 502
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
x. Impairment of non-financial assets (continued)
At the end of each reporting period, the Group assesses whether there is any indication that
previously recognized impairment losses for an asset, other than goodwill, may no longer exist or
may have decreased. If such indication exists, the recoverable amount is estimated. A previously
recognized impairment loss for an asset, other than goodwill, is reversed only if there has been
a change in the assumptions used to determine the asset’s recoverable amount since the last
impairment loss was recognized. The reversal is limited such that the carrying amount of the asset
does not exceed its recoverable amount, nor exceeds the carrying amount that would have been
determined, net of depreciation, had no impairment been recognized for the asset in prior periods.
Reversal of an impairment loss is recognized in consolidated statements of profit or loss and other
comprehensive income.
Goodwill is tested for impairment annually and when circumstances indicate that the carrying value
may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of
each CGU (or group of CGUs) to which the goodwill relates. When the recoverable amount of the
CGU is less than its carrying amount, an impairment loss is recognized. Impairment loss relating
to goodwill cannot be reversed in future periods.
y. Current and non-current classifications
The Group presents assets and liabilities in the statements of financial position based on current/
non-current classification. An asset is presented as current when it is:
i. expected to be realized or intended to be sold, or consumed in the normal operating cycle;
ii. held primarily for the purpose of trading;
iii. expected to be realized within twelve months after the reporting period; or
iv. cash or cash equivalent unless restricted from being exchanged or used to settle a liability for
at least twelve months after the reporting period.
Assets which do not meet above criteria are classified as non-current assets.
A liability is presented as current when:
i. it is expected to be settled in the normal operating cycle;
ii. it is held primarily for the purpose of trading;
iii. it is due to be settled within twelve months after reporting period;
iv. there is no right by the end of reporting period to defer the settlement of the liability for at least
twelve months after the reporting period.
The terms of liability that could, at the option of counterparty, result in its settlement by the issue of
equity instruments do not affect its classification.
Liabilities which do not meet above criteria are classified as long-term liabilities.
Deferred tax assets and liabilities are classified as non-current assets and liabilities.
z. Significant accounting judgements, estimates, and assumptions
The preparation of the Group's consolidated financial statements requires management to make
judgements, estimates, and assumptions that affect the reporting amounts of revenue, expenses,
assets and liabilities, and the accompanying disclosures, and disclosures of contingent liabilities,
at the end of the reporting period.
Uncertainty about these assumptions and estimates can produce results that require a material
adjustment to the carrying amounts of assets and liabilities affected in the coming periods.
41
Page 503
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
i. Judgements
The following judgements were made by management in applying the Group's accounting
policies that have the most significant influence on the amounts recognized in the consolidated
financial statements:
Segment information
For management purposes, the Group uses a business pillars-based as follows: Business to
Customer (“B2C”), Business to Business Infrastructure (“B2B Infra”), Business to
Business ICT (“B2B ICT”), International, and Others. The Group has determined the reportable
segment reported based on, among others, the structure of the organization as well as the
components of the Group whose operating results are regularly reviewed by CODM. The
Group has determined that the Directors is the CODM, as it monitors the operating results of
each segment separately for the purposes of resource allocation and performance
assessment.
Income taxes
Uncertainties exist with respect to the interpretation of complex tax regulations, changes in tax
laws, and the amount and timing of future taxable income could necessitate future adjustments
to tax income and expense already recorded. Judgement is also involved in determining the
provision for corporate income tax. There are certain transactions and computation for which
the ultimate tax determination is uncertain during the ordinary course of business.
The Group recognizes liabilities for anticipated tax audit issues based on estimates of whether
additional taxes will be due. Where the final tax outcome of these matters is different from the
amounts that were initially recorded, such differences will impact the current and deferred
income tax assets and liabilities in the year in which such determination is made.
ii. Estimates and assumptions
Estimates and assumption are continually evaluated and are based on historical experience
and other factors, including expectations of future events that are believed to be reasonable
under the circumstances.
The Group makes estimates and assumptions concerning the future. The resulting accounting
estimates will, by definition, seldom equal the related actual results. The estimates and
assumptions at the reporting date that have a significant risk of causing a material adjustment
to the carrying amounts of assets and liabilities within the next financial year are addressed
below.
(a) Retirement benefits
The present value of the retirement benefit obligations depends on a number of factors
that are determined on an actuarial basis using a number of assumptions. The
assumptions used in determining the net cost (income) for pensions include the discount
rate and return on investment (“ROI”). Any changes in these assumptions will impact the
carrying amount of the retirement benefit obligations.
The Group determines the appropriate discount rate at the end of each reporting period.
This is the interest rate that should be used to determine the present value of estimated
future cash outflows expected to be required to settle the obligations. In determining the
appropriate discount rate, the Group considers the interest rates of Government bonds
that are denominated in the currency in which the benefits will be paid and that have
terms to maturity approximating the terms of the related retirement benefit obligations.
42
Page 504
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
ii. Estimates and assumptions (continued)
(a) Retirement benefits (continued)
If there is an improvement in the ratings of such Government bonds or a decrease in
interest rates as a result of improving economic conditions, there could be a material
impact on the discount rate used in determining the post-employment benefit obligations.
Other key assumptions for retirement benefit obligations are based in part on current
market conditions. Additional information is disclosed in Notes 30 and 31.
(b) Useful lives of property and equipment
The Group estimates the useful lives of its property and equipment based on expected
asset utilization, considering strategic business plans, expected future technological
developments, and market behavior. The estimates of useful lives of property and
equipment are based on the Group’s collective assessment of industry practice, internal
technical evaluation, and experience with similar assets.
The Group reviews its estimates of useful lives at least each financial year-end and such
estimates are updated if expectations differ from previous estimates due to changes in
expectation of physical wear and tear, technical or commercial obsolescence, and legal
or other limitations on the continuing use of the assets. The amounts of recorded
expenses for any year will be affected by changes in these factors and circumstances. A
change in the estimated useful lives of the property and equipment is a change in
accounting estimates and is applied prospectively in profit or loss in the period of the
change and future periods.
In 2025, the Company determined changes in the estimated useful lives for several assets
owned by the Company are as follows:
Change in
HIDDEN_ROW Estimated estimated
useful lives useful lives
Property and equipment Asset class (years) (years)
Cable network Optical line terminal 25 8
Switching equipment Switching equipment 10-15 5-10
Transmission installation,
and equipment Terrestrial transmission 10-15 8
Satellite, earth station, IP Multimedia Subsystem
and equipment ("IMS") 10-15 8
(c) Determining the lease term of contracts with renewal and termination options - Group as
lessee
The Group determines the lease term as the non-cancellable term of the lease, together
with any periods covered by an option to extend the lease if it is reasonably certain to be
exercised, or any periods covered by an option to terminate the lease, if it is reasonably
certain not to be exercised.
43
Page 505
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
ii. Estimates and assumptions (continued)
(c) Determining the lease term of contracts with renewal and termination options - Group as
lessee (continued)
The Group has several lease contracts that include extension and termination options.
The Group applies judgement in evaluating whether it is reasonably certain whether or
not to exercise the option to renew or terminate the lease. That is, it considers all relevant
factors that create an economic incentive for it to exercise either the renewal or
termination. After the commencement date, the Group reassesses the lease term if there
is a significant event or change in circumstances that is within its control and affects its
ability to exercise or not to exercise the option to renew or to terminate.
(d) Allowance for expected credit losses for financial assets
The Group applies a simplified approach in calculating ECLs for trade receivables and
contract assets. Therefore, the Group does not track changes in credit risk, but instead
recognizes a loss allowance based on lifetime ECLs at each reporting date. For other
receivables, the Group assesses whether there is objective evidence that other
receivables have been impaired at the end of each reporting period.
The Group has established an allowance for expected credit losses methodology for trade
receivables and contract assets that is based on its historical credit loss experience and
latest supportable data to better reflect the current change in circumstances, adjusted for
forward-looking factors specific to the debtors, and the economic environment. Methods
and approaches will continue to be monitored and updated if additional reasonable and
supportable data and information are available.
(e) Revenue
(i) Critical judgements in determining the performance obligation, timing of revenue
recognition, and revenue classification
The Group provides information technology services that are bespoke in nature.
Bespoke products consist of various goods and/or services bundled together in order
to provide integrated solution services to customers. In addition to the bespoke
service, the Group also provides multiple standard products as bundling product in
contract with customer. Significant judgement is required in determining the number
and nature of performance obligations promised to customers in those contracts.
The number and nature of performance obligations will determine the timing of
revenue recognition for such contract.
The Group reviews the determination of performance obligations on a contract-by-
contract basis. When a contract consisting of several goods and/or service is
assessed to have one performance obligation, the Group applies a single method of
measuring progress for the performance obligation based on the measurement
method that best depicts the economics of the contract, which in most cases is over
time.
The Group also presents the revenue classification using consistent approach.
When a contract consisting of several goods and/or service is assessed to have one
performance obligation, the Group presents that performance obligations in one
financial statement line items which best represent the main service of the Group,
which in most cases is the internet, data communication, and information technology
services.
44
Page 506
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
ii. Estimates and assumptions (continued)
(e) Revenue (continued)
(ii) Critical judgements in determining the stand-alone selling price
The Group provides wide array of products related to telecommunication and
technology. To determine the stand-alone selling price for goods and/or services that
do not have any readily available observable price, the Group uses the expected
cost-plus margin approach. The Group determines the appropriate margin based on
historical achievement.
(f) Test for impairment of non-current assets and goodwill
The application of the acquisition method in a business combination requires the use of
accounting estimates in allocating the purchase price to the fair market value of the assets
and liabilities acquired, including intangible assets. Certain business acquisitions by the
Group resulted goodwill, which is not amortized but is tested for impairment annually and
every indication of impairment exists.
The calculation of future cash flows in determining the fair value of property and
equipment and other non-current assets of the acquired entity at the acquisition date
involves significant estimation. Although management believes that the assumptions
used are appropriate, significant changes to those assumptions can materially affect the
evaluation of recoverable amounts and may result in impairment according to PSAK 236.
(g) Fair value measurement of financial instruments
When the fair values of financial assets and financial liabilities recorded in the statements
of financial position cannot be measured based on quoted prices in active markets, their
fair value is measured using valuation techniques including the discounted cash flow
(“DCF”) model. The inputs to these models are taken from observable markets where
possible, but where this is not feasible, a degree of judgement is required in establishing
fair values. Judgements include considerations of inputs such as liquidity risk, credit risk
and volatility. Changes in assumptions relating to these factors could affect the reported
fair value of financial instruments.
(h) Acquisition
The Group evaluates each acquisition transaction to determine whether it will be treated
as an asset acquisition or business combination. For transactions that are treated as an
asset acquisition, the purchase price is allocated to the assets obtained, without the
recognition of goodwill. For acquisitions that meet the business combination definition,
the Group applies the accounting for business acquisiton method for assets acquired and
liabilities assumed which are recorded at fair value at the acquisition date, and the results
of operations are included with the Group's results from the date of each acquisition.
45
Page 507
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
ii. Estimates and assumptions (continued)
(h) Acquisition (continued)
Any excess from the purchase price paid for the amount recognized for assets acquired
and liabilities incurred is recorded as goodwill. The Group continues to evaluate
acquisitions that are counted as a business combination for a period not exceeding one
year after the applicable acquisition date of each transaction to determine whether
additional adjustments are needed to allocate the purchase price paid for the assets
acquired and liabilities assumed. The fair value of assets acquired and liabilities incurred
are usually determined using either an estimated replacement cost or a discounted cash
flow valuation method. When determining the fair value of tangible assets acquired, the
Group estimates the cost of replacing assets with new assets by considering factors such
as the age, condition, and economic useful lives of the assets. When determining the fair
value of the intangible assets obtained, the Group estimates the applicable discount rate
and the time and amount of future cash flows, including the rates and terms for the
extension and reduction.
iii. Restatement of Consolidated Financial Statements
In 2025, following a detailed reassessment of the physical characteristics, operational
deployment, and asset topology of drop cable, the Group concluded that drop cable should be
identified and classified as a separate component of telecommunication infrastructure assets
rather than remaining embedded within broader shared access-network cable component. In
reaching this conclusion, the Group determined that the revised componentization policy
provides more reliable and more relevant information as it better reflects drop cable’s distinct
nature as a last-mile, customer-specific connection asset.
This change constitutes a change in accounting policy as it reflects a revision in the principles
applied in determining the unit of account and asset classification. Following the identification
of drop cable assets as a separate component, the Group determined a useful life of 5 years,
reflecting their specific characteristics and pattern of economic benefits consumption.
The Group applied this voluntary change in accounting policy retrospectively, in accordance
with PSAK 208. The Group determined that sufficient and reliable information is available to
restate prior period comparative information. The consolidated financial statements for the
year ended December 31, 2025 include the restatement of comparative information for the
years ended December 31, 2024 and January 1, 2024, which affects the consolidated
statements of financial position, consolidated statements of profit or loss and other
comprehensive income, consolidated statements of changes in equity, and related notes. The
cumulative effect for periods prior to January 1, 2024 has been recognized as an adjustment
to retained earnings as of that date. There is no impact on the Group’s consolidated
statements of cash flows.
46
Page 508
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
iii. Restatement of Consolidated Financial Statements (continued)
(a) Impact on the Consolidated Statements of Financial Position
As previously
December 31, 2024 Notes reported Adjustments As restated
Property and equipment 11 180,566 (10,231) 170,335
Deferred tax assets 27f 3,409 1,945 5,354
Total Non-current Assets 236,595 (8,286) 228,309
Total Assets 299,675 (8,286) 291,389
Retained earnings:
29 109,596 (8,286) 101,310
Unappropriated
Net equity attributable to
owners of the parent company 142,094 (8,286) 133,808
Total Equity 162,490 (8,286) 154,204
Total Liabilities and Equity 299,675 (8,286) 291,389
As previously
January 1, 2024 Notes reported Adjustments As restated
Property and equipment 11 180,755 (8,692) 172,063
Deferred tax assets 27f 4,170 1,652 5,822
Total Non-current Assets 231,429 (7,040) 224,389
Total Assets 287,042 (7,040) 280,002
Retained earnings:
29 103,104 (7,040) 96,064
Unappropriated
Net equity attributable to
owners of the parent company 135,744 (7,040) 128,704
Total Equity 156,562 (7,040) 149,522
Total Liabilities and Equity 287,042 (7,040) 280,002
(b) Impact on the Consolidated Statements of Profit or Loss and Other Comprehensive Income
As previously
December 31, 2024 Notes reported Adjustments As restated
Depreciation and amortization expenses 11,12a (32,643) (1,538) (34,181)
Operating profit 42,991 (1,538) 41,453
Profit before income tax 39,153 (1,538) 37,615
Income tax expense 27d
Deferred tax 27d (775) 292 (483)
Profit for the year 30,743 (1,246) 29,497
Comprehensive income for the year 31,638 (1,246) 30,392
Profit for the year attributable to
Owners of the parent company 23,649 (1,246) 22,403
Comprehensive income for the year attributable to
Owners of the parent company 24,434 (1,246) 23,188
Basic earnings per share (in full amount)
Profit per share 238.73 (12.58) 226.15
Profit per ADS (100 Series B shares per ADS) 23,872.88 (1,257.80) 22.615.08
47
Page 509
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)
z. Significant accounting judgements, estimates, and assumptions (continued)
iii. Restatement of Consolidated Financial Statements (continued)
(b) Impact on the Consolidated Statements of Profit or Loss and Other Comprehensive
Income (continued)
As previously
January 1, 2024 Notes reported Adjustments As restated
Depreciation and amortization expenses 11,12a (32,663) (1,696) (34,359)
Operating profit 44,384 (1,696) 42,688
Profit before income tax 40,794 (1,696) 39,098
Income tax benefit
Deferred tax 27d 210 322 532
Profit for the year 32,208 (1,374) 30,834
Comprehensive income for the year 30,754 (1,374) 29,380
Profit for the year attributable to
Owners of the parent company 24,560 (1,374) 23,186
Comprehensive income for the year attributable to
Owners of the parent company 23,083 (1,374) 21,709
Basic earnings per share (in full amount)
Profit per share 247.92 (13.87) 234.05
Profit per ADS (100 Series B shares per ADS) 24,792.50 (1,387.01) 23,405.49
Rienc
48
Page 510
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
3. CASH AND CASH EQUIVALENTS
2025 2024
Balance Balance
Currency Rupiah Currency Rupiah
Currency (in million) equivalent (in million) equivalent
Cash on hand Rp - 39 - 14
Cash in banks
Related parties
PT Bank Rakyat Indonesia (Persero) Tbk. (“BRI”) Rp - 4,959 - 3,278
US$ 240 4,007 229 3,678
TWD 4 2 2 1
PT Bank Mandiri (Persero) Tbk. (“Bank Mandiri”) Rp - 5,780 - 4,715
US$ 34 567 45 718
EUR 2 44 2 37
HKD 3 7 2 4
JPY 6 1 6 1
AU$ 0 1 0 0
PT Bank Negara Indonesia (Persero) Tbk. (“BNI”) Rp - 2,785 - 4,180
US$ 39 652 31 506
GBP 0 1 0 1
SGD 0 0 0 0
EUR 0 0 0 0
AU$ 0 0 - -
PT Bank Tabungan Negara (Persero) Tbk. ("BTN") Rp - 2,925 - 4,097
Others Rp - 72 - 51
US$ 0 0 0 0
Sub-total 21,803 21,267
Third parties
PT Bank Maybank Indonesia Tbk ("Maybank") Rp - 839 - 355
MYR 1 4 1 5
The Hongkong and Shanghai Banking Corporation Ltd.
("HSBC Hongkong") US$ 22 364 6 102
HKD 12 27 9 19
Standard Chartered Bank ("SCB") US$ 8 135 7 108
SGD 12 160 5 55
DBS Bank (Hong Kong) Ltd. ("DBS Hong Kong") US$ 10 165 19 308
HKD 0 1 0 1
Citibank, N.A. (“Citibank”) Rp - 7 - 35
US$ 7 119 2 25
EUR 0 2 0 1
Others (each below Rp100 billion) Rp - 606 - 870
US$ 13 214 9 164
SGD 2 23 2 20
TWD 34 18 28 14
MYR 1 3 0 2
AU$ 0 2 0 3
MMK 15 0 167 1
EUR 0 0 - -
Sub-total 2,689 2,088
Total of cash in banks 24,492 23,355
Time deposits
Related parties
BTN Rp - 1,530 - 1,400
US$ - - 7 104
BRI Rp - 1,159 - 647
US$ 10 168 18 283
TWD - - 6 3
PT Bank Syariah Indonesia Tbk. (“BSI”) Rp - 1,150 - 1,688
BNI Rp - 497 - 566
US$ 34 567 10 162
Bank Mandiri Rp - 190 - 97
US$ 10 167 - -
Sub-total 5,428 4,950
49
Page 511
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
3. CASH AND CASH EQUIVALENTS (continued)
2025 2024
Balance Balance
Currency Rupiah Currency Rupiah
Currency (in million) equivalent (in million) equivalent
Time deposits (continued)
Third parties
PT Bank Pan Indonesia Tbk. ("Bank Panin") Rp - 909 - 274
PT Bank Mega Tbk. (“Bank Mega”) Rp - 433 - 1,922
US$ 38 637 18 287
Bank Pembangunan Daerah ("BPD") Rp - 804 - 962
PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
("BJB") Rp - 58 - 370
US$ 22 367 12 195
PT Bank China Construction Bank Indonesia Tbk.
("CCB Indonesia") Rp - 184 - -
US$ 13 209 10 153
PT Bank UOB Indonesia ("UOB Indonesia") US$ 16 274 16 259
SGD 3 44 3 35
SCB US$ 7 117 9 145
Others (each below Rp100 billion) Rp - 206 - 500
US$ 1 13 30 478
MYR 4 15 2 7
Sub-total 4,270 5,587
Total of time deposits 9,698 10,537
Allowance for expected credit losses (1) (1)
Total 34,228 33,905
Interest rates per annum on time deposits are as follows:
2025 2024
Rupiah 0.53%-7.08% 0.53%-7.25%
Foreign currencies 1.01%-5.25% 2.55%-6.00%
The Group places the majority of its cash and cash equivalents in state-owned banks (related parties)
that have good reputations and credit ratings. Based on management’s assessment of expected credit
risk, there has been no significant increase in credit risk, therefore, the allowance for expected credit
losses on these assets is not material.
50
Page 512
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
4. OTHER CURRENT FINANCIAL ASSETS
2025 2024
Balance Balance
Currency Rupiah Currency Rupiah
Currency (in million) equivalent (in million) equivalent
Time deposits
Related parties
BRI Rp - 50 - 415
US$ 5 84 - -
BSI Rp - 120 - 198
Others (each below Rp100 billion) Rp - 100 - 135
US$ 5 84 5 81
Third parties
United Overseas Bank Limited Singapore
("UOB Singapore") US$ 33 554 12 195
Standard Chartered Bank (Singapore) Limited
("SCB Singapore") US$ 6 101 - -
Others (each below Rp100 billion) Rp - 10 - 3
Total time deposits 1,103 1,027
Escrow accounts
Related parties
Others (each below Rp100 billion) Rp - 106 - 108
US$ 0 4 0 5
Third parties
Others Rp - 1 - 36
US$ 4 67 1 14
Total escrow accounts 178 163
Mutual funds
Related parties
Others Rp - 94 - 89
Total mutual funds 94 89
Others Rp - 44 - 5
MYR 0 1 0 1
Total others 45 6
Allowance for expected credit losses (0) (0)
Total 1,420 1,285
The time deposits have maturities of more than three months but not more than one year, with interest
rates as follows:
2025 2024
Rupiah 3.00%-6.50% 2.50%-7.25%
Foreign currencies 3.75%-4.45% 4.57%-4.61%
51
Page 513
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
5. TRADE RECEIVABLES
Trade receivables arise from services provided to both retail and non-retail customers, with details as
follows:
a. By debtor
(i) Related parties
2025 2024
State-owned enterprises 1,702 1,935
PT Indosat Tbk. ("Indosat") 906 738
PT Indonusa Telemedia ("Indonusa") 387 386
Others (each below Rp100 billion) 134 409
Total 3,129 3,468
Allowance for expected credit losses (1,089) (1,118)
Net 2,040 2,350
(ii) Third parties
2025 2024
Individual and business subscribers 13,758 13,613
Overseas international carriers 1,291 1,176
Total 15,049 14,789
Allowance for expected credit losses (5,866) (4,946)
Net 9,183 9,843
b. By age
2025 2024
Allowance for Expected Allowance for Expected
expected credit expected credit
Gross credit losses loss rate Gross credit losses loss rate
Not past due 6,687 263 3.9% 7,319 417 5.7%
Past due up to 3 months 3,155 414 13.1% 3,602 329 9.1%
Past due more than 3 to 6 months 1,573 454 28.9% 1,305 285 21.8%
Past due more than 6 months 6,763 5,824 86.1% 6,031 5,033 83.5%
Total 18,178 6,955 18,257 6,064
The Group has made allowance for expected credit losses based on the collective assessment of
historical impairment rates and individual assessment of its customers’ credit history, adjusted for
forward-looking factors specific from the customers and the economic environment. The Group
does not apply a distinction between related party and third party receivables in assessing amounts
past due. As of December 31, 2025 and 2024, the carrying amounts of trade receivables of the
Group considered past due but not impaired amounted to Rp4,799 billion and Rp5,291 billion,
respectively. Management believes that receivables past due but not impaired, along with trade
receivables that are neither past due nor impaired, are due from customers with good credit history
and are expected to be recoverable.
c. By currency
2025 2024
Rupiah 15,554 15,775
U.S. Dollar 2,423 2,180
Singapore Dollar 156 273
Others 45 29
Total 18,178 18,257
Allowance for expected credit losses (6,955) (6,064)
Net 11,223 12,193
52
Page 514
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
5. TRADE RECEIVABLES (continued)
d. Movements in the allowance for expected credit losses
2025 2024
Beginning balance 6,064 5,561
Allowance for expected credit losses 1,465 904
Receivables written-off (574) (401)
Ending balance 6,955 6,064
The receivables written-off relate to both related parties and third parties trade receivables.
Management believes that the allowance for expected credit losses of trade receivables is adequate
to cover losses on uncollectible trade receivables.
As of December 31, 2025 and 2024, certain trade receivables of the subsidiaries amounting to
Rp3,131 billion and Rp2,137 billion, respectively, have been pledged as collateral under lending
agreements (Notes 18 and 19b).
6. CONTRACT ASSETS
The breakdown of contract assets is as follows:
2025 2024
Contract assets 2,529 2,603
Allowance for expected credit losses (130) (25)
Net 2,399 2,578
Current portion (2,290) (2,449)
Non-current portion 109 129
Management believes that the allowance for expected credit losses is adequate to cover losses on
uncollectible contract assets.
Refer to Note 32 for details of related party transactions.
7. INVENTORIES
Inventories, all recognized at net realizable value, consist of:
2025 2024
SIM cards and prepaid vouchers 457 676
Others (each below Rp100 billion) 504 480
Total 961 1,156
Provision for obsolescence (60) (60)
Net 901 1,096
Management believes the provision is adequate to cover losses from the decline in inventory value
due to obsolescence.
The inventories recognized as expenses included in operations, maintenance, and telecommunication
service expenses in December 31, 2025 and 2024 amounted to Rp532 billion and Rp584 billion,
respectively (Note 25).
There were no inventories pledged as collateral under lending agreements as of December 31, 2025
and 2024.
53
Page 515
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
8. OTHER CURRENT ASSETS
The breakdown of other current assets is as follows:
2025 2024
Prepaid frequency license fees - current
portion (Note 35c.i) 6,384 6,245
Advances 511 451
Prepaid salaries 178 281
Other receivables 173 621
Prepaid rent 162 129
Others (each below Rp100 billion) 634 447
Total 8,042 8,174
9. CONTRACT COSTS
Movements of contract costs for the years ended December 31, 2025 and 2024 are as follows:
2025
Cost to obtain Cost to fulfill Total
At January 1, 2025 1,666 1,064 2,730
Addition during the year 519 323 842
Amortization during the year (499) - (499)
Expense during the year - (763) (763)
Impairment - (8) (8)
At December 31, 2025 1,686 616 2,302
Current (472) (460) (932)
Non-current 1,214 156 1,370
2024
Cost to obtain Cost to fulfill Total
At January 1, 2024 1,641 580 2,221
Addition current year 479 1,318 1,797
Amortization during the year (454) - (454)
Expense during the year - (831) (831)
Impairment - (3) (3)
At December 31, 2024 1,666 1,064 2,730
Current (407) (727) (1,134)
Non-current 1,259 337 1,596
54
Page 516
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
10. LONG-TERM INVESTMENTS
The breakdown of long-term investment is as follows:
2025 2024
Financial instruments
At fair value through profit or loss:
Equity 6,901 7,797
Convertible bonds 353 377
At fair value through other comprehensive income:
Equity 27 27
Convertible bonds - 24
7,281 8,225
Associates
PT Jalin Pembayaran Nusantara ("Jalin") 106 110
106 110
Total long-term investments 7,387 8,335
Investments in equity at fair value through profit or loss are long-term investments in the form of shares
in various start-up companies engaged in information and technology. The Group does not have
significant influence in these start-up companies.
Investments in equity at fair value through profit or loss include:
(i) Telkomsel's investment in PT GoTo Gojek Tokopedia Tbk. (“GOTO”).
As of December 31, 2025 and 2024, Telkomsel assessed the fair value of the investment in GOTO
using level 1 based on GOTO’s market value of Rp64 per share and Rp70 per share, respectively.
The total unrealized loss from changes in fair value of Telkomsel’s investment in GOTO as of
December 31, 2025 and 2024 amounted to Rp142 billion and Rp380 billion, respectively. These
amounts were presented as unrealized loss on changes in fair value of investments in the
consolidated statements of profit or loss.
(ii) Investments by MDI in several start-up entities engaged in the information and technology sector.
In 2025 and 2024, the additional investments by MDI amounted to Rp97 billion and Rp100 billion,
respectively. The fair value of MDI’s investments using level 3, the total unrealized gain (loss) from
changes in fair value of MDI’s investments as of December 31, 2025 and 2024, amounted to
(Rp16 billion) and Rp483 billion, respectively. These amounts were presented as unrealized
gain (loss) arising from changes in fair value of investments in the consolidated statements of profit
or loss.
In 2025, the Group disposed of long-term investments in financial instruments, resulting in proceeds
amounting to Rp728 billion.
Detailed information regarding the level 1 and level 3 fair value measurement techniques is disclosed
in Note 37.
Investments in convertible bonds at fair value through profit or loss represent long-term investments
owned by MDI and Telkomsel in the form of convertible bonds in various start-up companies engaged
in information and technology. These convertible bonds provide the holders with an option to convert
the bonds into shares upon maturity, in accordance with the agreed terms and conditions. In the event
that the conversion option is not exercised, the bondholders are entitled to receive the principal
repayment of the bonds.
The unrecognized share of losses from investments in associates, accounted for under the equity
method, amounted cumulatively to Rp338 billion and Rp323 billion as of December 31, 2025 and 2024,
respectively.
55
Page 517
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
11. PROPERTY AND EQUIPMENT
The details of property and equipment are as follows:
As restated
(Note 2z)
December 31, Reclassifications/ December 31,
2024 Additions Deductions Translations 2025
At cost:
Directly acquired assets
Land rights 1,981 - - 14 1,995
Buildings 20,907 197 (2) 861 21,963
Leasehold improvements 1,795 5 (46) 147 1,901
Switching equipment 19,470 285 (1,722) 1,667 19,700
Telegraph, telex, and data communication
equipment 5 - - (3) 2
Transmission installation and equipment 182,170 1,836 (5,178) 8,062 186,890
Satellite, earth station, and equipment 14,795 143 (202) 371 15,107
Cable network 63,471 3,505 (13) 212 67,175
Drop cable 18,104 1,686 - - 19,790
Power supply 25,604 483 (476) 1,924 27,535
Data processing equipment 21,940 407 (1,245) 1,775 22,877
Other telecommunication peripherals 12,238 1,047 - (11) 13,274
Office equipment 2,719 128 (85) (146) 2,616
Vehicles 530 2 (5) (11) 516
Other equipment 60 3 - 8 71
Property under construction 2,930 14,850 (1) (13,768) 4,011
Total 388,719 24,577 (8,975) 1,102 405,423
Accumulated depreciation:
Directly acquired assets
Buildings 7,461 701 (2) 196 8,356
Leasehold improvements 1,347 121 (46) 27 1,449
Switching equipment 14,795 1,755 (1,717) 67 14,900
Telegraph, telex, and data communication
equipment 4 - - (2) 2
Transmission installation and equipment 106,321 12,320 (5,076) 568 114,133
Satellite, earth station, and equipment 7,377 918 (203) 389 8,481
Cable network 20,531 4,944 (12) 27 25,490
Drop cable 13,497 1,941 - - 15,438
Power supply 18,720 2,300 (432) 313 20,901
Data processing equipment 16,532 1,837 (1,248) 349 17,470
Other telecommunication peripherals 9,216 1,608 - (2) 10,822
Office equipment 2,284 253 (85) (229) 2,223
Vehicles 250 31 (5) (11) 265
Other equipment 49 2 - (11) 40
Total 218,384 28,731 (8,826) 1,681 239,970
Net book value 170,335 165,453
56
Page 518
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
11. PROPERTY AND EQUIPMENT (continued)
The details of property and equipment are as follows (continued):
As restated (Note 2z)
December 31, Reclassifications/ December 31,
2023 Acquisition Additions Deductions Translations 2024
At cost:
Directly acquired assets
Land rights 1,955 - 13 - 13 1,981
Buildings 19,596 - 221 (32) 1,122 20,907
Leasehold improvements 1,675 - 40 (94) 174 1,795
Switching equipment 19,636 - 228 (1,090) 696 19,470
Telegraph, telex, and data communication
equipment 1,583 - - (1,578) - 5
Transmission installation and equipment 180,664 - 1,393 (9,972) 10,085 182,170
Satellite, earth station, and equipment 10,941 - 50 (114) 3,918 14,795
Cable network 60,256 314 3,140 (15) (224) 63,471
Drop cable 16,513 - 1,591 - - 18,104
Power supply 24,348 - 559 (730) 1,427 25,604
Data processing equipment 21,893 - 332 (1,577) 1,292 21,940
Other telecommunication peripherals 11,087 - 412 (4) 743 12,238
Office equipment 2,696 0 84 (74) 13 2,719
Vehicles 593 0 15 (42) (36) 530
Other equipment 53 - 3 - 4 60
Property under construction 6,240 - 16,368 (31) (19,647) 2,930
Total 379,729 314 24,449 (15,353) (420) 388,719
Accumulated depreciation:
Directly acquired assets
Buildings 6,818 - 650 (27) 20 7,461
Leasehold improvements 1,312 - 128 (86) (7) 1,347
Switching equipment 14,121 - 1,756 (1,088) 6 14,795
Telegraph, telex, and data communication
equipment 1,582 - - (1,578) - 4
Transmission installation and equipment 104,347 - 11,713 (9,787) 48 106,321
Satellite, earth station, and equipment 6,726 - 719 (114) 46 7,377
Cable network 17,812 - 2,698 (15) 36 20,531
Drop cable 11,273 - 2,223 - 1 13,497
Power supply 17,387 - 2,014 (710) 29 18,720
Data processing equipment 16,149 - 2,031 (1,545) (103) 16,532
Other telecommunication peripherals 7,700 - 1,517 (1) - 9,216
Office equipment 2,136 - 278 (68) (62) 2,284
Vehicles 256 - 38 (27) (17) 250
Other equipment 47 - 4 - (2) 49
Total 207,666 - 25,769 (15,046) (5) 218,384
Net book value 172,063 170,335
57
Page 519
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
11. PROPERTY AND EQUIPMENT (continued)
The details of property and equipment are as follows (continued):
As restated (Note 2z)
December 31, Reclassifications/ December 31,
2022 Additions Deductions Translations 2023
At cost:
Directly acquired assets
Land rights 1,838 110 - 7 1,955
Buildings 18,947 569 (34) 114 19,596
Leasehold improvements 1,571 28 (14) 90 1,675
Switching equipment 20,083 582 (309) (720) 19,636
Telegraph, telex, and data communication
equipment 1,583 - - - 1,583
Transmission installation and equipment 171,106 5,839 (3,562) 7,281 180,664
Satellite, earth station, and equipment 10,804 137 - - 10,941
Cable network 59,608 4,336 (6) (3,682) 60,256
Drop cable 15,087 1,426 - - 16,513
Power supply 23,276 722 (768) 1,118 24,348
Data processing equipment 20,954 557 (218) 600 21,893
Other telecommunication peripherals 10,402 468 - 217 11,087
Office equipment 2,625 96 (18) (7) 2,696
Vehicles 605 48 (56) (4) 593
Other equipment 51 1 - 1 53
Property under construction 4,598 18,049 - (16,407) 6,240
Total 363,138 32,968 (4,985) (11,392) 379,729
Accumulated depreciation:
Directly acquired assets
Buildings 6,228 649 (11) (48) 6,818
Leasehold improvements 1,207 141 (6) (30) 1,312
Switching equipment 14,100 1,967 (309) (1,637) 14,121
Telegraph, telex, and data communication
equipment 1,582 - - - 1,582
Transmission installation and equipment 97,335 12,171 (3,372) (1,787) 104,347
Satellite, earth station, and equipment 6,041 746 - (61) 6,726
Cable network 20,550 2,593 (6) (5,325) 17,812
Drop cable 8,955 2,318 - - 11,273
Power supply 16,890 1,861 (758) (606) 17,387
Data processing equipment 15,490 2,093 (217) (1,217) 16,149
Other telecommunication peripherals 6,067 1,659 - (26) 7,700
Office equipment 2,073 285 (18) (204) 2,136
Vehicles 242 48 (31) (3) 256
Other equipment 44 3 - - 47
Total 196,804 26,534 (4,728) (10,944) 207,666
Net book value 166,334 172,063
The property and equipment group consists of (1) switching equipment; (2) telegraph, telex, and data
communication equipment; (3) transmission installation and equipment; (4) satellite, earth station, and
equipment; (5) cable network; (6) drop cable; (7) power supply; (8) data processing equipment; and
(9) other telecommunication peripherals are the main telecommunication infrastructure of the Group.
a. Gain on sale of property and equipment
2025 2024 2023
Proceeds from sale of property and equipment 78 717 100
Net book value 0 (59) (16)
Gain on disposal or sale of property and equipment 78 658 84
b. Others
(i) During 2025 and 2024, the CGUs that independently generate cash inflows are fixed wireline,
cellular, and others. Management believes that there is no indication of impairment in the
assets of such CGUs as of December 31, 2025 and 2024.
58
Page 520
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
11. PROPERTY AND EQUIPMENT (continued)
b. Others (continued)
(ii) Interest capitalized to property under construction amounted to Rp13 billion and Rp98 billion
for the years ended December 31, 2025 and 2024, respectively. The capitalization rate used
to determine the amount of borrowing costs eligible for capitalization ranged from 5.44% to
8.20% and 1.50% to 6.10% for the years ended December 31, 2025 and 2024, respectively.
(iii) No foreign exchange loss was capitalized as part of property under construction for the years
ended December 31, 2025 and 2024.
(iv) During 2025 and 2024, the Group obtained proceeds from the insurance claim on lost and
damaged property and equipment, with a total value of Rp151 billion and Rp143 billion,
respectively, and were recorded as part of “Other income - net” in the consolidated statements
of profit or loss and other comprehensive income. During 2025 and 2024, the net carrying
values of these assets amounted to Rp96 billion and Rp114 billion, respectively, were charged
to the consolidated statements of profit or loss and other comprehensive income.
(v) The Group owns several pieces of land located throughout Indonesia with Right to Build
(“Hak Guna Bangunan” or “HGB”) for a period of 10 to 50 years which will expire between
2026 and 2071. Management believes that there will be no issue in obtaining the extension of
the land rights when they expire.
(vi) As of December 31, 2025 and 2024, the Group’s property and equipment excluding land rights,
with a net carrying amount (before intercompany eliminations and adjustments) of
Rp160,374 billion and Rp178,692 billion, respectively, were insured against fire, theft,
earthquake and other specified risks, including business interruption. The total blanket policies
as of December 31, 2025 and 2024, amounted to Rp44,267 billion and Rp44,143 billion,
HKD35 million and HKD10 million, SGD197 million and SGD219 million, and MYR46 million
and MYRNil, respectively. The total policies for first loss basis as of December 31, 2025 and
2024, amounted to Rp2,750 billion and Rp2,750 billion, respectively. Management believes
that the insurance coverage is adequate to cover potential losses from the insured risks.
(vii) As of December 31, 2025 and 2024, the percentage of completion of property under
construction was approximately 44.12% and 53.29%, respectively, of the total contract value
or Rp4,011 billion and Rp2,930 billion are recorded as expenditures in property under
construction, respectively. The estimated completion dates are until December. The balance
of property under construction mainly consists of buildings, transmission installation and
equipment, cable network, and power supply. Management believes that there is no
impediment to the completion of the construction in progress.
(viii) As of December 31, 2025 and 2024, all assets owned by the Company have been pledged as
collateral for bonds (Note 19a) while certain property and equipment of the Company’s
subsidiaries with gross carrying value amounting to Rp2,205 billion and Rp2,190 billion,
respectively, have been pledged as collateral under borrowing agreements (Notes 18 and
19b).
(ix) As of December 31, 2025 and 2024, the cost of fully depreciated property and equipment of
the Group that are still used in operations amounted to Rp100,603 billion and Rp89,480 billion,
respectively. The Group is currently conducting modernization of network assets to replace
the fully depreciated property and equipment.
59
Page 521
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
11. PROPERTY AND EQUIPMENT (continued)
b. Others (continued)
(x) In 2025, the Company classified drop cable assets with a useful life of 5 years. This change
in accounting policy has been applied restrospectively (Note 2z.iii). The impact of the increase
in depreciation expense (before intercompany eliminations and adjustments) for the year
ended December 31, 2025 is Rp1,352 billion. Meanwhile, the estimate for the increase
(decrease) in depreciation expense for at least the next 5 (five) years is as follows:
Years Increase (Decrease)
2026 880
2027 419
2028 55
2029 (298)
2030 (642)
(xi) In 2025, the Company determined changes in the estimated useful lives for several assets
owned by the Company (Note 2z.ii.(b)). The impact of the increase in depreciation expense
(before intercompany eliminations and adjustments) for the year ended December 31, 2025 is
Rp1,684 billion. The estimate for the increase (decrease) in depreciation expense for at least
the next 5 (five) years is as follows:
Years Increase (Decrease)
2026 1,446
2027 653
2028 228
2029 (96)
2030 (381)
(xii) In 2025, the Company conducted an evaluation of the physical condition of its assets and
recognized an accelerated depreciation of Rp1,945 billion for several types of assets that were
assessed to no longer be optimally utilized.
(xiii) In 2025 and 2024, the total fair values of land rights and buildings of the Group amounted to
Rp54,474 billion and Rp53,262 billion.
60
Page 522
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
12. LEASES
a. The Group as a lessee
The Group leases several assets including land rights, building, transmission installation and
equipment, vehicles, and others which used in operations, which generally have lease term
between 1 and 33 years.
The carrying amounts of right-of-use assets recognized and the movements during the year are as
follows:
Transmission
installation and
Land rights Buildings equipment Vehicles Others Total
As at January 1, 2024 4,691 582 15,868 522 921 22,584
Additions 1,725 198 7,337 241 920 10,421
Deductions and reclassifications (167) (0) (409) (4) (16) (596)
Depreciation expense (1,074) (192) (3,699) (266) (268) (5,499)
As at December 31, 2024 5,175 588 19,097 493 1,557 26,910
Additions 2,320 138 4,471 413 99 7,441
Deductions and reclassifications (137) 23 (603) (12) - (729)
Depreciation expense (1,142) (193) (3,977) (310) (39) (5,661)
As at December 31, 2025 6,216 556 18,988 584 1,617 27,961
The carrying amounts of the lease liabilities and the movements during the year are as follows:
2025 2024
As at January 1 23,959 20,425
Accretion of interest 1,466 1,335
Additions (Note 39a) 7,441 10,421
Deductions (8,729) (8,222)
As at December 31 24,137 23,959
Current (5,590) (5,491)
Non-current 18,547 18,468
The maturity analysis of lease payments is as follows:
2025 2024
No later than a year 6,844 6,824
Later than 1 year and no later than 5 years 14,676 14,356
Later than 5 years 7,517 8,081
Total lease payments 29,037 29,261
Interest (4,900) (5,302)
Net present value of lease payments 24,137 23,959
Current (5,590) (5,491)
Non-current 18,547 18,468
The Group also has certain leases with lease terms of twelve months or less and low-value leases.
The Group applies the ‘short-term lease’ and ‘lease of low-value assets’ recognition exemptions for
these leases. There are no lease contracts with variable lease payments.
61
Page 523
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
12. LEASES (continued)
a. The Group as a lessee (continued)
The following are the amounts recognized in profit or loss:
2025 2024
Depreciation expense of right-of-use assets 5,661 5,499
Expense relating to short-term leases 4,638 3,689
Interest expense on lease liabilities 1,466 1,335
Expense relating to leases of low-value assets 16 4
b. The Group as a lessor
The Group entered into non-cancelable lease agreements with both third and related parties. The
lease agreements cover leased lines, telecommunication equipment and land and building with
terms ranging from 1 to 29 years and with expiry dates between 2026 and 2039. Periods may be
extended based on the agreement by both parties.
The minimum amount of future lease payments and receipts for operating lease agreements are
as follows:
2025 2024
No later than 1 year 3,188 6,222
Later than 1 year and no later than 5 years 10,670 8,502
Later than 5 years 4,701 3,518
Total 18,559 18,242
13. OTHER NON-CURRENT ASSETS
The breakdown of other non-current assets is as follows:
2025 2024
Claims for tax refund - net of current portion (Note 27b) 3,996 2,818
Prepaid expenses 1,432 1,056
Prepaid frequency license fees -
net of current portion (Note 35c.i) 1,201 1,594
Advances 734 205
Security deposits 284 234
Others (each below Rp100 billion) 226 301
Total 7,873 6,208
The Group reclassified trade receivables - net arising from transactions that do not have economic
substance and are not in accordance with the applicable financial reporting standards as well as the
Group’s policies and internal controls, to other non-current assets, as disclosed in Note 35.c.iv.
62
Page 524
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
14. INTANGIBLE ASSETS
The details of intangible assets are as follows:
Other intangible
Goodwill Software License assets Total
Gross carrying amount:
Balance, January 1, 2025 1,474 20,531 647 1,703 24,355
Additions - 2,878 68 16 2,962
Deductions - (8) (1) (3) (12)
Reclassifications/translations (85) 196 11 (2) 120
Balance, December 31, 2025 1,389 23,597 725 1,714 27,425
Accumulated amortization:
Balance, January 1, 2025 (479) (13,086) (277) (1,071) (14,913)
Amortization - (2,906) (94) (72) (3,072)
Deductions - 7 - - 7
Reclassifications/translations 4 (218) 1 3 (210)
Balance, December 31, 2025 (475) (16,203) (370) (1,140) (18,188)
Net book value 914 7,394 355 574 9,237
Other intangible
Goodwill Software License assets Total
Gross carrying amount:
Balance, January 1, 2024 1,492 21,642 550 1,694 25,378
Additions - 3,415 94 9 3,518
Deductions (18) (4,489) - - (4,507)
Reclassifications/translations - (37) 3 - (34)
Balance, December 31, 2024 1,474 20,531 647 1,703 24,355
Accumulated amortization and
impairment losses:
Balance, January 1, 2024 (413) (15,034) (200) (1,000) (16,647)
Amortization - (2,515) (76) (71) (2,662)
Impairment (77) - - - (77)
Deductions 11 4,472 - - 4,483
Reclassifications/translations - (9) (1) - (10)
Balance, December 31, 2024 (479) (13,086) (277) (1,071) (14,913)
Net book value 995 7,445 370 632 9,442
(i) Goodwill resulted from the acquisition by Mitratel, Metranet, Sigma, TDE, Telkomsat, and Metra
amounted to Rp467 billion, Rp220 billion, Rp78 billion, Rp77 billion, Rp68 billion, and Rp4 billion,
respectively.
(ii) The remaining amortization periods of software for years ended December 31, 2025 and 2024
are from 1 to 6 years, respectively. The amortization expense is presented as part of “Depreciation
and amortization expenses” in the consolidated statements of profit or loss and other
comprehensive income.
(iii) As of December 31, 2025 and 2024, the cost of fully amortized intangible assets that are still
utilized in operations amounted to Rp10,664 billion and Rp8,345 billion, respectively.
63
Page 525
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
15. TRADE PAYABLES
The breakdown of trade payables is as follows:
2025 2024
Related parties
Purchases of equipment, materials, and services 337 378
Payables to other telecommunication providers 234 248
Sub-total 571 626
Third parties
Purchases of equipment, materials, and services 10,006 9,729
Payables to other telecommunication providers 3,123 2,350
Radio frequency usage charges, concession fees,
and Universal Service Obligation (“USO”) charges 2,484 2,631
Sub-total 15,613 14,710
Total 16,184 15,336
Trade payables by currency are as follows:
2025 2024
Rupiah 13,476 13,217
U.S. Dollar 2,657 2,059
Others 51 60
Total 16,184 15,336
Terms and conditions of the above trade payables:
a. The Group’s trade payables are non-interest bearing and normally settled within 1 year term.
b. Refer to Note 32c for details on related party transactions.
c. Refer to Note 37b.v for the Group’s liquidity risk management.
GSD, Telkom Akses, and Mitratel entered into supply chain financing with several banks. Those
facilities can be used by the GSD, Telkom Akses, and Mitratel's supplier to obtain payment of invoices
that have been approved to be paid by the bank in accordance with certain terms and conditions.
As of December 31, 2025 and 2024, the carrying amount of liabilities under supplier finance
arrangement is as follows:
2025 2024
Liabilities under supplier finance arrangement 353 475
Total amount of which the supplier has received payment
from finance provider 353 473
Range of payment due dates 1-3 month 1-3 month
There were no material business combinations or foreign exchange differences that would affect the
liabilities under the supplier finance arrangement in either period. There were non-cash transfers from
trade payables to bank loans under the supplier finance arrangement in 2025 and 2024 amounted to
RpNil and Rp115 billion, respectively.
64
Page 526
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
16. ACCRUED EXPENSES
The breakdown of accrued expenses is as follows:
2025 2024
Salaries and benefits 5,673 3,856
Operation, maintenance,
and telecommunication services 5,459 6,424
General, administrative, and marketing expenses 3,525 3,665
Interest and bank charges 210 247
Total -
14,867 14,192
Refer to Note 32 for details of related party transactions.
17. CONTRACT LIABILITIES
The breakdown of contract liabilities is as follows:
a. Current
2025 2024
Advances from customers for B2C 3,396 3,529
Advances from customers for B2B ICT 2,774 2,208
Advances from customers for International 814 679
Advances from customers for B2B Infra 492 699
Advances from customers for others 494 623
Total 7,970 7,738
b. Non-Current
2025 2024
Advances from customers for International 1,059 948
Advances from customers for B2B ICT 581 244
Advances from customers for B2C 558 602
Advances from customers for others 653 690
Total 2,851 2,484
Movements of contract liabilities for the years ended December 31, 2025 and 2024 are as follows:
2025 2024
At January, 1 10,222 9,439
Deferred during the year 8,337 7,631
Recognized as revenue during the year (7,738) (6,848)
At December, 31 10,821 10,222
Current (7,970) (7,738)
Non-Current 2,851 2,484
Refer to Note 32 for details of related party transactions.
65
Page 527
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
18. SHORT-TERM BANK LOANS
Outstanding
Lenders 2025 2024
Related parties
Bank Mandiri 804 3,755
BNI 586 1,799
BRI 100 -
Sub-total 1,490 5,554
Third parties
MUFG Bank ("MUFG") 2,805 1,805
PT Bank HSBC Indonesia ("HSBC") 2,100 2,440
PT Bank DBS Indonesia ("DBS") 420 440
PT Bank Maspion Indonesia Tbk. ("Bank Maspion") 95 167
Bank of China - 1,000
UOB Indonesia - 100
Others 19 19
Sub-total 5,439 5,971
Total 6,929 11,525
Other significant information relating to short-term bank loans as of December 31, 2025 is as follows:
Total
facility
(in Interest Interest rate per
Borrower Currency billions)* Maturity date rate annum Security**
Bank Mandiri
2020 Finnet Rp 500 April 28, 2026 Monthly 1 month None
IndONIA + 1.30%
2021 Nutech Rp 100 September 27, 2026 Monthly 9.00% Trade
receivables
and property
and equipment
2022 Mitratel Rp 3,450 July 25, 2026 Monthly 5.50% None
BNI
2014 Sigma Rp 150 January 9, 2026 Monthly 8.50% Trade
receivables
and property
and equipment
2017 - 2021 Infomedia, Rp 985 March 28, 2026 - Monthly 1 month None
Telkom Infra June 6, 2026 JIBOR + 1.75%;
1 month
IndONIA + 2.78%
2019 Metranet Rp 150 February 18, 2026 Monthly 1 month Trade
JIBOR + 2.00% receivables
BRI
2025 Finnet Rp 500 June 19, 2026 Monthly 6.70% None
MUFG
2018 Telkomsel Rp 1,000 April 30, 2026 Monthly 5.05% None
2018 - 2019 Infomedia, Rp 2,176 January 31, 2026 - Monthly, 1 month JIBOR + None
Metra, GSD, October 31, 2026 Quarterly 0.25%-0.80%;
Telkom Infra, 3 months JIBOR +
Telkomsat 0.25%-0.80%
HSBC
2014 Sigmaa Rp 400 November 6, 2026 Monthly 6.42%-7.63% Trade
receivables
2018 - 2023 Sigma, Metra, Rp 2,588 January 12, 2026 - Monthly, 1 month None
PINS, October 25, 2026 Quarterly JIBOR + 0.35%;
Metranet, 3 months
Telkomsat, JIBOR + 2.00%
GSD, TDE
DBS
2018 Telkom Infra, Rp 600 August 1, 2026 Monthly 1 month None
Infomedia JIBOR + 1.20%
Bank Maspion
2023 Metranet Rp 170 October 26, 2026 Monthly 7.25% None
* In original currency
** Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral
a
Unsettled loan will be automatically extended
66
Page 528
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
18. SHORT-TERM BANK LOANS (continued)
As stated in the agreements, the Group is required to comply with all covenants or restrictions such
as limitation that the Company must have a majority shareholding of at least 51% of the subsidiaries
and must maintain certain level of financial ratios. As of December 31, 2025, the Group has complied
with all covenants regarding these financial ratios, except for Sigma which debt to service coverage
ratio is still lower than required. As of December 31, 2025, the Group obtained waiver for loan
amounting to Rp9 billion from HSBC to not require payment as the consequence of the breach for
Sigma. The waiver from HSBC was received on December 15, 2025 and effective for 12 months after
reporting period.
The credit facilities were obtained by the Group for working capital purposes.
19. LONG-TERM LOANS
Current maturities of long-term loans consist of the following:
Notes 2025 2024
Bonds 19a - 2,347
Bank loans 19b 17,746 13,519
Total 17,746 15,866
Long-term loans consist of the following:
Notes 2025 2024
Bonds 19a 2,696 2,696
Bank loans 19b 23,403 22,822
Total 26,099 25,518
Scheduled principal payments as of December 31, 2025 are as follows:
Year
Notes Total 2027 2028 2029 2030 Thereafter
Bonds 19a 2,696 - - - 1,200 1,496
Bank loans 19b 23,403 6,175 5,554 4,979 4,003 2,692
Total 26,099 6,175 5,554 4,979 5,203 4,188
a. Bonds
Outstanding
Bonds 2025 2024
Bonds Telkom 2015
Series B - 2,100
Series C 1,200 1,200
Series D 1,500 1,500
Bonds Mitratel 2024 - 240
Sukuk Mitratel 2024 - 10
Total 2,700 5,050
Unamortized debt issuance cost (4) (7)
2,696 5,043
Current maturities - (2,347)
Long-term portion 2,696 2,696
67
Page 529
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
19. LONG-TERM LOANS (continued)
a. Bonds (continued)
i. Bonds Telkom 2015
Listed Issuance Interest Interest rate
Bonds Principal Issuer on date Maturity date payment period per annum
Series A 2,200 The Company IDX June 23, 2015 June 23, 2022 Quarterly 9.93%
Series B 2,100 The Company IDX June 23, 2015 June 23, 2025 Quarterly 10.25%
Series C 1,200 The Company IDX June 23, 2015 June 23, 2030 Quarterly 10.60%
Series D 1,500 The Company IDX June 23, 2015 June 23, 2045 Quarterly 11.00%
Total 7,000
The bonds are not secured by specific security but by all of the Company’s assets, movable
or non-movable, either existing or in the future (Note 11b.viii). The underwriters of the bonds
are PT. Bahana TCW Investment Management (“Bahana TCW”), PT BRI Danareksa
Sekuritas, PT Mandiri Sekuritas, and PT Trimegah Sekuritas Indonesia Tbk., and the trustee
is Bank Permata. The Company received the proceeds from the issuance of bonds on June
23, 2015.
The funds received from the public offering of bonds net of issuance costs, were used to
finance capital expenditures which consisted of broadband, backbone, metro network,
regional metro junction, information technology application and support, and acquisition of
some domestic and international entities.
As of December 31, 2025, the rating of the bonds issued by Pefindo is idAAA (Triple A).
Based on the Indenture Trusts Agreement, the Company is required to comply with all
covenants or restrictions, including maintaining financial ratios as follows:
(c) Debt to equity ratio should not exceed 2:1;
(d) EBITDA to interest ratio should not be less than 4:1;
(e) Debt service coverage is at least 125%.
As of December 31, 2025, the Company has complied with the above-mentioned ratios.
ii. Bonds Mitratel 2024
On July 4, 2024, Mitratel issued shelf register bonds phase I amounting Rp240 billion. Bonds
has annual interest rate 6.50% that will be paid quarterly. Bonds are already fully paid on
July 14, 2025.
BTN was appointed as trustee for the issuance of the bonds Mitratel 2024. The rating of the
Bonds issued by Pemeringkat Efek Indonesia is idAAA.
iii. Sukuk Mitratel 2024
On July 4, 2024, Mitratel issued sukuk Ijarah shelf register phase I amounting Rp10 billion.
Sukuk has annual interest rate 6.50% that will be paid quarterly. Sukuk is already fully paid on
July 14, 2025.
BTN was appointed as trustee for the issuance of sukuk Mitratel 2024. The rating of Sukuk
issued by Pemeringkat Efek Indonesia is AAAsy.
68
Page 530
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
19. LONG-TERM LOANS (continued)
b. Bank loans
2025 2024
Outstanding Outstanding
Foreign Foreign
currency Rupiah currency Rupiah
Lenders Currency (in millions) equivalent (in millions) equivalent
Related parties
BNI Rp - 13,155 - 6,030
Bank Mandiri Rp - 7,635 - 6,355
BSI Rp - 1,666 - 2,083
BRI Rp - 261 - 1,475
Sub-total 22,717 15,943
Third parties
BCA Rp - 7,313 - 9,755
DBS Rp - 4,350 - 4,800
Bank of China Rp - 1,900 - 1,900
Bank CIMB Niaga Rp - 1,750 - 1,710
US$ 10 173 6 99
Bank Permata Rp - 1,229 - 1,021
PT Bank Sinarmas Tbk. (“Bank Sinarmas”) Rp - 1,000 - -
HSBC Rp - 784 - 1,000
Bank Danamon Rp - 16 - 110
PT Bank ANZ Indonesia ("Bank ANZ") Rp - - - 22
Syndication of banks US$ - - 4 60
Others Rp - - - 3
MYR 6 26 7 27
Sub-total 18,541 20,507
Total 41,258 36,450
Unamortized debt issuance cost (109) (109)
41,149 36,341
Current maturities (17,746) (13,519)
Long-term portion 23,403 22,822
Other significant information relating to bank loans as of December 31, 2025, is as follows:
Current
Total period
facility payment Principal Interest
(in (in payment payment Interest rate
Borrower Currency billions)* billions)* schedule period per annum Security**
BNI
2013 Sigma Rp 650 61 2021-2027 Monthly 1 month Trade
IndONIA + 2.25% receivables
and property
and
equipment
2018 TLT Rp 1,540 110 2018-2033 Quarterly 3 months Property and
JIBOR + 1.50% equipment
2018 - 2025 The Rp 22,825 2,131 2018-2032 Monthly, 3 months None
Company, Quarterly JIBOR + 0.25%;
Mitratel, 1 month IndONIA +
UMT, PST, 0.75%-1.65%;
Telkomsel 3 months
IndONIA + 0.75%
Bank Mandiri
2018 Telkomsel Rp 4,000 11,000 2018-2026 Quarterly 5.00% None
2018 - 2024 The Rp 9,975 2,320 2020-2031 Monthly, 3 months JIBOR + None
Company, Quarterly 0.25%-1.50%;
GSD, PST, 1 month
Mitratel IndONIA + 0.85%;
3 months
IndONIA + 0.90%
BSI
2021 - 2022 Telkomsel Rp 2,000 5,000 2022-2027 Monthly 5.30% None
2024 Mitratel Rp 2,500 417 2024-2029 Monthly 1 month None
IndONIA + 0.85%
** In original currency
** Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral
69
Page 531
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
19. LONG-TERM LOANS (continued)
b. Bank loans (continued)
Other significant information relating to bank loans as of December 31, 2025, is as follows
(continued):
Current
Total period
facility payment Principal Interest
(in (in payment payment Interest rate
Borrower Currency billions)* billions)* schedule period per annum Security**
BRI
2019 - 2023 The Rp 3,000 1,214 2021-2030 Monthly, 3 months None
Company, Quarterly JIBOR + 0.75%;
Mitratel 1 month
IndONIA + 1.00%
2024 Telkomsel Rp 1,000 2,000 2024-2026 Semi- 6.50% None
annually
BCA
2020 - 2024 The Rp 18,686 2,443 2020-2032 Monthly, 3 months JIBOR + None
Company, Quarterly 0.50%-1.00%;
PST, GSD, 1 month
Mitratel IndONIA + 0.75%;
3 months IndONIA +
1.25%-1.89%
2022 Telkomsel Rp 2,000 5,000 2022-2026 Monthly 6.10% None
DBS
2021 - 2023 Mitratel Rp 5,500 1,283 2022-2030 Monthly 1 month None
IndONIA + 0.95%
2024 - 2025 The Rp 6,000 2,167 2025-2031 Quarterly 4.95%-6.50% None
Company,
Telkomsel
Bank of China
2019 Telkomsel Rp 1,900 1,900 2019-2026 Monthly 5.05% None
Bank CIMB
Niaga
2019 - 2022 PINS, Rp 2,300 960 2022-2028 Monthly, 3 months None
Mitratel Quarterly JIBOR + 1.95%;
1 month
IndONIA + 0.90%
2025 Telkomsel Rp 1,000 2,000 2025-2027 Monthly 4.70% None
2021 - 2022 Telin US$ 0 0 2025-2030 Semi- 6 months None
annually SOFR + 1.82%
Bank Permata
2020 - 2024 Mitratel Rp 2,250 292 2021-2031 Monthly 1 month None
IndONIA + 1.02%
2025 Telkomsel Rp 1,000 2,000 2025-2027 Monthly 5.85% None
Bank Sinarmas
2024 Telkomsel Rp 1,000 6,500 2025-2026 Quarterly 1 week None
JIBOR
HSBC
2021 - 2023 Mitratel Rp 1,250 216 2023-2030 Monthly 1 month None
IndONIA + 0.90%
Bank Danamon
2022 Mitratel Rp 636 91 2022-2025 Quarterly 3 months None
JIBOR + 1.50%
2024 SSI Rp 24 3 2024-2029 Monthly 8.75% None
Bank ANZ
2015 PINS, GSD Rp 440 22 2020-2025 Quarterly 3 months JIBOR + None
1.40%-2.00%
2025 Telkomsel Rp 1,500 3,000 2025-2027 Monthly 5.32% None
Syndication
of banks
2018 Telin US$ 0 0 2020-2025 Semi- 6 months None
annually SOFR + 1.55%
** In original currency
** Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral.
70
Page 532
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
19. LONG-TERM LOANS (continued)
b. Bank loans (continued)
As stated in the agreements, the Group is required to comply with all covenants or restrictions such
as dividend distribution, obtaining new loans, and maintaining financial ratios. As of December 31,
2025, the Group has complied with all covenants regarding these financial ratios, except for Sigma
which debt to service coverage ratio is still lower than required. As of December 31, 2025, the
Group obtained waiver for loan amounting to Rp47 billion from BNI to not require payment as the
consequence of the breach for Sigma. The waiver from BNI was received on December 15, 2025
and effective for 12 months after reporting period.
The credit facilities were obtained by the Group for working capital purposes and investment
purposes.
As of December 31, 2025, the Group had Rp42,109 billion and US$67 million of undrawn committed
borrowing facilities available.
20. NON-CONTROLLING INTERESTS
The details of non-controlling interests are as follows:
2025 2024
Non-controlling interests in net assets of subsidiaries:
Telkomsel 10,381 11,022
Mitratel 8,404 8,440
Others (each below Rp100 billion) 1,067 934
Total 19,852 20,396
2025 2024
Non-controlling interests in profit (loss)
in current year of subsidiaries:
Telkomsel 6,101 6,434
Mitratel 597 594
Others (54) 66
Total 6,644 7,094
Material partly-owned subsidiaries
The non-controlling interests which are considered material to the Company are the non-controlling
interests in Telkomsel and Mitratel. On December 31, 2025 and 2024, the non-controlling interest in
Telkomsel holds 30.10% and Mitratel holds 28.16%.
The summarized financial information of Telkomsel and Mitratel are provided below. These information
are based on amounts before intercompany eliminations and adjustments.
Summarized statements of financial position:
Telkomsel Mitratel
2025 2024 2025 2024
Current assets 17,651 19,374 3,051 3,447
Non-current assets 96,976 98,029 55,299 54,693
Current liabilities (41,560) (41,199) (7,500) (12,286)
Non-current liabilities (44,791) (45,216) (17,499) (12,467)
Total equity 28,276 30,988 33,351 33,387
Attributable to:
Owners of the parent company 17,895 19,966 24,947 24,947
Non-controlling interests 10,381 11,022 8,404 8,440
71
Page 533
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
20. NON-CONTROLLING INTERESTS (continued)
Material partly-owned subsidiaries (continued)
Summarized statements of profit or loss and other comprehensive income:
Telkomsel Mitratel
2025 2024 2025 2024
Revenues 109,307 113,340 9,534 9,308
Operation expenses (81,386) (83,883) (5,381) (5,129)
Other expenses - net (2,458) (2,108) (1,905) (1,918)
Profit before income tax 25,463 27,349 2,248 2,261
Income tax expense - net (5,776) (5,347) (129) (157)
Profit for the year 19,687 22,002 2,119 2,104
Other comprehensive income (loss) - net (43) 355 (3) 1
Total comprehensive
income for the year 19,644 22,357 2,116 2,105
Attributable to
non-controlling interests 6,101 6,434 597 594
Dividends paid to
non-controlling interests 6,729 6,627 545 407
Summarized statements of cash flows:
Telkomsel Mitratel
2025 2024 2025 2024
Operating 36,806 38,939 6,776 6,632
Investing (14,282) (14,932) (2,250) (3,490)
Financing (22,937) (25,631) (4,514) (3,436)
Net increase (decrease) in
cash and cash equivalents (413) (1,624) 12 (294)
CF
21. CAPITAL STOCK
2025
Percentage of Total paid-in
Description Number of shares
ownership capital
Series A Dwiwarna share
Government 1 0 0
Series B shares
DAM 51,602,353,559 52.09 2,580
The Bank of New York Mellon Corporation* 4,356,822,980 4.40 218
Directors (Note 1b):
Dian Siswarini 203,000 0 0
Veranita Yosephine 90,000 0 0
Nanang Hendarno 32,500 0 0
Faizal Rochmad Djoemadi 248,500 0 0
Commissioners (Note 1b):
Rizal Mallarangeng 3,240,600 0 0
Silmy Karim 1,344,700 0 0
Public (individually less than 5%) 43,088,935,360 43.50 2,155
Share buyback (Note 1c) 8,945,400 0.01 0
Total 99,062,216,600 100.00 4,953
72
Page 534
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
21. CAPITAL STOCK (continued)
2024
Percentage of Total paid-in
Description Number of shares
ownership capital
Series A Dwiwarna share
Government 1 0 0
Series B shares
Government 51,602,353,559 52.09 2,580
The Bank of New York Mellon Corporation* 4,185,694,580 4.23 209
Directors (Note 1b):
Ririek Adriansyah 9,336,755 0 0
Bogi Witjaksono 6,952,700 0 0
Afriwandi 6,995,200 0 0
Heri Supriadi 7,242,700 0 0
F.M. Venusiana R. 10,629,200 0 0
Herlan Wijanarko 6,995,200 0 0
Muhamad Fajrin Rasyid 6,952,700 0 0
Budi Setyawan Wijaya 7,407,700 0 0
Honesti Basyir 3,250,844 0 0
Commissioners (Note 1b):
Isa Rachmatarwata 3,312,700 0 0
Marcelino Rumambo Pandin 3,312,700 0 0
Ismail 3,312,700 0 0
Arya Mahendra Sinulingga 3,359,500 0 0
Rizal Mallarangeng 3,312,700 0 0
Silmy Karim 1,344,700 0 0
Public (individually less than 5%) 43,190,450,461 43.68 2,164
Total 99,062,216,600 100.00 4,953
* The Bank of New York Mellon Corporation serves as the Depositary of the registered ADS holders for the Company’s ADSs.
The Company issued only 1 Series A Dwiwarna share which is held by the Government of the Republic
of Indonesia and cannot be transferred to any party, and has a veto right in the General Meeting of
Stockholders of the Company with respect to the election and removal of the Boards of Commissioners
and Directors, issuance of new shares, and amendments of the Company’s Articles of Association.
Based on Notarial Deed of Jose Dima Satria, S.H., M.Kn., No. 121, dated March 22, 2025, the
Government transferred its ownership of 51,602,353,559 Series B shares, representing 52.09% of the
Company's total shares, to PT Biro Klasifikasi Indonesia (“BKI”) through “inbreng” capital contribution.
This share transfer was conducted in accordance with prevailing legal regulations, specifically:
(a) Government Regulation Number 15 Year 2025 regarding the Addition of Capital Participation of
the Republic of Indonesia into the Share Capital of BKI for the Establishment of an Operational
Holding;
(b) Government Regulation Number 16 Year 2025 regarding the State Capital Participation of the
Republic of Indonesia into the Daya Anagata Nusantara Investment Management Agency
(“Danantara”).
BKI, as the transferee, serves as the Operational Holding Company, with all of its shares owned by
the Government through the Minister of State-Owned Enterprises and Danantara. The Government
retains its position as the Company's Ultimate Beneficial Owner through its direct ownership of 1 Series
A Dwiwarna share with special rights and its indirect ownership of BKI's Series B shares through
Danantara. Based on Notarial Deed of Jose Dima Satria, S.H., M.Kn., No. 163, dated May 23, 2025,
BKI changed its name to DAM.
73
Page 535
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
22. OTHER EQUITY
2025 2024
Difference from the acquisition of non-controlling
interests in subsidiaries 8.364 8,364
Exchange rate translation adjustment 1.462 1,102
Effect of changes in associates’ equity 386 386
Unrealized gain on available-for-sale securities 10 9
Other equity components 37 37
Total 10.259 9,898
23. REVENUES
The Group derives revenues in the following major product lines:
Consolidated
2025 B2C B2B Infra B2B ICT Internasional Others revenue
Data, internet, and information
technology service revenues
Cellular data and internet 71,289 - - - - 71,289
Internet, data communication, and
information technology services 440 1,107 10,817 1,843 10 14,217
Others 48 1,237 505 159 2,589 4,538
Total data, internet, and information
technology service revenues 71,777 2,344 11,322 2,002 2,599 90,044
IndiHome revenues 26,119 - - - - 26,119
Interconnection revenues 386 1,345 - 7,241 - 8,972
Telephone revenues
Cellular 4,229 - - 171 - 4,400
Fixed lines - 88 484 - - 572
SMS 3,143 - 20 - - 3,163
Total telephone revenues 7,372 88 504 171 - 8,135
Network revenues 3 1,739 677 1,226 - 3,645
Other services
E-payment - - - - 1,684 1,684
Manage service and terminal - - 1,201 25 - 1,226
Call center service - - 1,154 - - 1,154
E-health - - - - - -
Others 241 538 442 8 1,659 2,888
Total other services 241 538 2,797 33 3,343 6,952
Total revenues from
contract with customer 105,898 6,054 15,300 10,673 5,942 143,867
Revenues from lessor transactions - 2,875 - - - 2,875
Total revenues 105,898 8,929 15,300 10,673 5,942 146,742
As restated
Consolidated
2024 B2C B2B Infra B2B ICT Internasional Others revenue
Data, internet, and information
technology service revenues
Cellular data and internet 72,639 - - - - 72,639
Internet, data communication, and
information technology services - 1,122 11,314 1,651 17 14,104
Others 134 834 578 260 1,984 3,790
Total data, internet, and information
technology service revenues 72,773 1,956 11,892 1,911 2,001 90,533
IndiHome revenues 26,262 - - - - 26,262
Interconnection revenues 363 1,193 - 7,631 - 9,187
Telephone revenues
Cellular 6,077 - - 183 - 6,260
Fixed lines - 82 397 - - 479
SMS 3,791 - 14 - - 3,805
Total telephone revenues 9,868 82 411 183 - 10,544
Network revenues 3 1,538 648 990 - 3,179
Other services
E-payment 14 - - - 1,286 1,300
Call center service - - 1,255 - - 1,255
Manage service and terminal - 1 1,039 5 - 1,045
E-health - - - - 767 767
Others 379 381 496 12 1,598 2,866
Total other services 393 382 2,790 17 3,651 7,233
Total revenues from
contract with customer 109,662 5,151 15,741 10,732 5,652 146,938
Revenues from lessor transactions - 3,029 - - - 3,029
Total revenues 109,662 8,180 15,741 10,732 5,652 149,967
74
Page 536
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
23. REVENUES (continued)
The Group derives revenues in the following major product lines:
Management expects that most of the transaction price allocated to the unsatisfied contracts as of
December 31, 2025 will be recognized as revenue during the next reporting periods. Unsatisfied
performance obligations as of December 31, 2025, which management expects to be realised within
one year is Rp8,512 billion, and more than one year is Rp5,453 billion.
The Group entered into non-cancellable lease agreements with both third and related parties. The
lease agreements cover leased lines, telecommunication equipment and land and building with terms
ranging from 1 to 29 years and with expiry dates between 2026 and 2039. Periods may be extended
based on the agreement by both parties.
Refer to Note 32 for details of related parties transactions.
24. PERSONNEL EXPENSES
The breakdown of personnel expenses is as follows:
2025 2024
Salaries and related benefits 9,411 9,457
Vacation pay, incentives, and other benefits 3,784 4,214
Pension and other post-employment
benefits (Note 30) 1,854 1,691
Early retirement program 937 1,186
LSA expense (Note 31) 284 226
Others 92 33
Total 16,362 16,807
Refer to Note 32 for details of related parties transactions.
25. OPERATION, MAINTENANCE, AND TELECOMMUNICATION SERVICE EXPENSES
The breakdown of operation, maintenance, and telecommunication service expenses is as follows:
2025 2024
Operation and maintenance 23,478 24,365
Radio frequency usage charges (Note 35c.i) 7,746 7,687
Leased lines and Customer Premise
Equipment ("CPE") 4,474 3,422
Concession fees and USO charges (Note 15) 2,885 2,933
Electricity, gas, and water 1,051 1,097
Cost of SIM cards, vouchers, and
sales of peripherals (Note 7) 532 584
Project management 445 427
Insurance 335 308
Vehicles rental and supporting facilities 164 271
Others (each below Rp100 billion) 124 108
Total 41,234 41,202
Refer to Note 32 for details of related parties transactions.
75
Page 537
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
26. GENERAL AND ADMINISTRATIVE EXPENSES
The breakdown of general and administrative expenses is as follows:
2025 2024
General expenses 2,241 2,448
Allowance for expected credit losses
trade receivables (Note 5) 1,465 904
Professional fees 824 855
Training, education, and recruitment 358 453
Traveling 343 421
Meeting 307 390
Social contribution 301 233
Collection expenses 291 194
Others (each below Rp100 billion) 471 327
Total 6,601 6,225
Refer to Note 32 for details of related parties transactions.
27. TAXATION
a. Prepaid income taxes
2025 2024
The Company:
Income Tax
Article 23 - Withholding tax on service delivery - 260
Subsidiaries:
Income Tax
Corporate income tax 4 1
Article 4(2) - Final tax 16 17
Article 23 - Withholding tax on service delivery 55 79
VAT 1,587 2,076
Total prepaid taxes 1,662 2,433
Current portion (1,662) (2,433)
Non-current portion - -
b. Claims for tax refund
2025 2024
The Company
Income Tax
Corporate income tax 663 641
Article 21 - Individual income tax 42 154
VAT 746 168
Subsidiaries
Income Tax
Corporate income tax 1,806 1,553
Article 21 - Individual income tax 6 7
Article 23 - Withholding tax on service delivery 60 -
VAT 990 706
Total claims for tax refund 4,313 3,229
Current portion (317) (411)
Non-current portion (Note 13) 3,996 2,818
76
Page 538
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
c. Taxes payable
2025 2024
The Company:
Income taxes
Article 4(2) - Final tax 31 11
Article 21 - Individual income tax 2 1
Article 22 - Withholding tax on goods delivery
and imports 1 1
Article 23 - Withholding tax on services 46 45
Article 25 - Installment of corporate income tax - 78
VAT 304 109
VAT - Tax collector 185 114
569 359
Subsidiaries:
Income taxes
Article 4(2) - Final tax 219 644
Article 21 - Individual income tax 52 160
Article 22 - Withholding tax on goods delivery
and imports 5 6
Article 23 - Withholding tax on services 183 33
Article 25 - Installment of corporate income tax 52 587
Article 26 - Withholding tax on non-resident income 14 178
Article 29 - Corporate income tax 317 203
VAT 147 473
VAT - Tax collector 467 650
1,456 2,934
Total taxes payable 2,025 3,293
d. The components of consolidated income tax expense (benefit) are as follows:
2025 2024
(As restated)
Current
The Company 1,017 905
Subsidiaries 6,588 6.730
7,605 7.635
Deferred
The Company (489) 316
Subsidiaries (472) 167
(961) 483
Net income tax expense 6,644 8.118
77
Page 539
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
d. The components of consolidated income tax expense (benefit) are as follows (continued):
The reconciliation between the profit before income tax and the estimated taxable income of
the Company for years ended December 31, 2025 and 2024 are as follows:
2025 2024
(As restated)
Profit before income tax consolidation 31,102 37,615
Add back consolidation eliminations 24,739 25,590
Consolidated profit before income tax and eliminations 55,841 63,205
Less: profit before income tax of the subsidiaries (37,007) (38,949)
Profit before income tax attributable to the Company
before deduction of income subject to final tax 18,834 24,256
Less: income subject to final tax (1,156) (801)
Profit before income tax attributable to the Company
after deduction of income subject to final tax 17,678 23,455
Temporary differences:
Allowance for expected credit losses (273) (324)
Deferred installation fee (31) 17
Leases (1) 7
Provision for employee benefits 116 (127)
Land rights, intangible assets, and other 24 67
Net periodic pension and other post-employment
benefits costs 777 (175)
Difference between accounting and tax bases
of property and equipment 1,870 (1,157)
Accrued expenses - (127)
Others 26 (7)
Net temporary differences 2,508 (1,826)
Permanent differences:
Net periodic post-retirement health care benefit costs 282 282
Donations 172 211
Employee benefits 11 14
Expense related to income subject to final tax 407 242
Equity in net income of associates and subsidiaries (16,576) (18,342)
Other expense from tax assesment result 47 69
Others 88 95
Net permanent differences (15,569) (17,429)
Taxable income of the Company 4,617 4,200
Current corporate income tax expense 878 798
Final income tax expense 139 107
Total current income tax expense of the Company 1,017 905
Current income tax expense of the subsidiaries 6,588 6,730
Total current income tax expense 7,605 7,635
78
Page 540
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
d. The components of income tax expense (benefit) are as follows (continued):
The reconciliation between the income tax expense calculated by applying the applicable tax rate
of 19% to the profit before income tax less income subject to final tax, and the net income tax
expense as shown in the consolidated statements of profit or loss and other comprehensive income
is as follows:
2025 2024
(As restated)
Profit before income tax consolidation 31,102 37,615
Less consolidated income subject to final tax - net (8,471) (7,598)
22,631 30,017
Income tax expense calculated at the Company’s
applicable statutory tax rate 4,300 5,703
Difference in applicable statutory tax rate for
subsidiaries 657 738
Non-deductible expenses 1,295 1,229
Final income tax expense 138 107
Deferred tax adjustment 295 (4)
Unrecognized deferred tax 39 8
Others (80) 337
Net income tax expense 6,644 8,118
In Law No. 7 of 1983 concerning Income Tax as amended several times, most recently by Law No.
6 of 2023 concerning Stipulation of Government Regulations in Lieu of Law No. 2 of 2022
concerning Job Creation becomes Law, Article 17 paragraph (1) letter b which stipulates that the
tax rate applied to Taxable Income for domestic corporate taxpayers and permanent
establishments is 22%, which comes into force in the 2022 fiscal year, and in article 17 paragraph
(2b) stipulates that for corporate taxpayers in the form of a limited liability company with a total
number of paid-up shares is traded on a stock exchange in Indonesia of at least 40% and meeting
certain requirements can receive 3% tax rate lower than the expected rate.
The Company applied the tax rate of 19% for the years ended December 31, 2025 and 2024. The
subsidiaries applied the tax rate of 22% for the years ended December 31, 2025 and 2024.
The Company has submitted its Annual Corporate Income Tax Return for the 2024 fiscal year on
April 30, 2025 to the Tax Authority in accordance with the applicable tax regulations.
e. Tax assessments
(i) The Company
In the year ended December 31, 2024, the Company received a number of tax assessments
from tax audits for the 2019, 2020 and 2021 fiscal years, and from these tax assessments the
Company received a net refund of Rp7.7 billion after being deducted by other types of tax
collection letters and assessments. In addition to the restitution from the tax audit results, the
Company also received a restitution of Rp37.9 billion for the decision to approve the
cancellation of the 2015 and 2016 VAT Tax Collection Letters.
In July 2024, the Company received a Field Audit Notification Letter for all types of taxes in
2023. In September 2024, the Company received a VAT Field Audit Notification Letter for
2022.
In June 2025, the Company received a number of tax assessments resulting from the 2023
tax audit. In August 2025, from all tax assessments, the Company received a net refund
amounting to Rp589.1 billion after deducting other types of tax collection letters and
assessments. In August 2025, the Company received a Tax Underpayment Assessment
Letters ("SKPKB") of VAT audit results for 2022 fiscal year amounting to Rp10.1 billion
(including tax fine).
79
Page 541
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
e. Tax assessments (continued)
(i) The Company (continued)
In August 2025, the Company received a Field Audit Notification Letter for all 2024 taxes.
In October 2025, the Company received a tax objection decision letter rejecting the Company’s
objection of the 2019 and 2020 tax assessments amounting of Rp35.7 billion. The Company
is currently in the process of appealing the 2019 and 2020 tax dispute. As of the issuance of
these consolidated financial statements, the tax audit process for the 2024 tax year and the
appeal process for the 2019 and 2020 tax dispute are still ongoing.
(ii) Telkomsel
As of December 31, 2025, Telkomsel has a number of tax assessments that are in the appeal
process. The details of claims for tax refund, both associated with tax assessments or that
have not been determined by the Tax Authority, including tax assessment exposure that are
not accompanied by tax claims by Telkomsel, are as follows:
2025
Objection Appeal Others Total
Claims for tax refund which are not yet
confirmed by the Tax Authority
Telkomsel
Corporate Income Tax
2025 fiscal year - - 261 261
2024 fiscal year - - 791 791
Subsidiaries
VAT
2025 fiscal year - - 46 46
Withholding tax
2025 fiscal year - - 1 1
Tax assessment with claims for
tax refund
Corporate Income Tax
2018 fiscal year - 35 - 35
2015 fiscal year - 294 - 294
2014 fiscal year - 35 - 35
Witholding tax
2015 fiscal year - - 0 0
- 364 1,099 1,463
Tax assesment with no associated
claims for tax refund
Corporate Income Tax
2023 fiscal year 1,623 - - 1,623
Withholding tax
2023 fiscal year 12,844 - - 12,844
14,467 - - 14,467
For the year ended December 31, 2025, Telkomsel received a number of SKPKB for VAT for
the fiscal years 2021 to 2023 amounting to Rp606 billion (including sanctions of Rp181 billion),
as well as for Income Tax Article 23 and Corporate Income Tax for the fiscal year 2023
amounting to Rp12,844 billion (including sanctions of Rp3,823 billion) and Rp1,623 billion
(including sanctions of Rp445 billion), respectively. In relation to the underpayment of VAT,
where Telkomsel acts as a Tax Collector, Telkomsel accepted the entire amount of the tax
underpayment and recorded a penalty of Rp181 billion as a tax expense in the 2025
consolidated income statement, and compensated the principal VAT underpayment of Rp425
billion as a VAT tax credit in 2025. In relation to the underpayment of Income Tax Article 23
and Corporate Income Tax for the 2023 fiscal year, Telkomsel has strong technical arguments
to support its tax position and believes that it has complied with the provisions of the applicable
tax laws and regulations, therefore Telkomsel considers that no provision is necessary for the
underpayment of tax. Telkomsel has filed an objection to the Directorate General of Taxes on
December 10, 2025. As of the date of issuance of these consolidated financial statements, the
results of the objection have not been received.
80
Page 542
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
e. Tax assessments (continued)
(ii) Telkomsel (continued)
Management believes that Telkomsel has a strong ground to defend its position inherent in
the claims for tax refund. Therefore, Telkomsel determines that such allowance is not
necessary.
f. Deferred tax assets and liabilities
The details of the Group's deferred tax assets and liabilities are as follows:
Deferred tax asset and liabilities (Charged) credited to
in financial position profit or loss
2025 2024 2023 2025 2024
(As restated) (As restated) (As restated)
The Company
Allowance for expected credit losses 718 770 831 (52) (61)
Net periodic pension and other
post-employment benefit costs 1,001 781 822 148 (34)
Difference between accounting and tax
bases of property and equipment 2,519 1,894 2,082 367 (189)
Provision for employee benefits 298 276 299 22 (23)
Deferred installation fee 19 25 21 (6) 4
Land rights, intangible assets and others 47 42 29 5 13
Accrued expenses - - 24 - (24)
Leases 1 1 - - 1
Others 78 73 76 5 (3)
Total deferred tax assets - net 4,681 3,862 4,184 489 (316)
Telkomsel
Provision for employee benefits 1,698 1,445 1,385 241 160
Allowance for expected credit losses 571 324 205 247 119
Leases 15 481 554 (466) (73)
Contract liabilities 399 370 400 29 (30)
Fair value measurement of financial
instruments (8) (8) - - (8)
Difference between accounting and tax bases of
property and equipment (857) (1,361) (1,228) 504 (133)
License amortization (195) (174) (171) (21) (3)
Contract costs (6) (23) (46) 17 23
Other financial instruments (270) (242) (165) (28) (77)
Deferred tax assets (liabilities) of Telkomsel - net 1,347 812 934 523 (22)
Deferred tax assets of the other subsidiaries - net 575 680 704 (99) (15)
Deferred tax liabilities of the other subsidiaries - net (1,233) (992) (841) 48 (130)
Deferred tax expense (benefit) 961 (483)
Total deferred tax assets - net 6,603 5,354 5,822
Total deferred tax liabilities - net (1,233) (992) (841)
As of December 31, 2025 and 2024 the aggregate amounts of temporary differences associated
with investments in subsidiaries and associated companies, for which deferred tax liabilities are
not recognized were Rp28,516 billion and Rp84,310 billion, respectively.
Realization of the deferred tax assets is dependent upon the Group’s capability in generating future
profitable operations. Although realization is not assured, the Group believes that it is probable that
these deferred tax assets will be realized through reduction of future taxable income when
temporary differences reverse. The amount of deferred tax assets is considered realizable;
however, it can be reduced if actual future taxable income is lower than estimates.
81
Page 543
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
g. Administration
In December 2024, the Government issued Decree of the Minister of Finance Number 465 of 2024
concerning the Implementation of the Core System of Tax Administration and Regulation of the
Minister of Finance concerning Tax Provisions in the Framework of Implementing the Core System
of Tax Administration No. 81 of 2024. In order to realize the aspect of justice in society, at the end
of December 2024 the Government issued Regulation of the Minister of Finance Number 131 of
2024 concerning Value Added Tax Treatment on Imports of Taxable Goods, Delivery of Taxable
Goods, Delivery of Taxable Services, Utilization of Intangible Taxable Goods from Outside the
Customs Area within the Customs Area, and Utilization of Taxable Services from Outside the
Customs Area within the Customs Area (PMK 131/2024) which is effective as of January 1, 2025.
PMK 131/2024 regulates that on the Import and/or delivery of Taxable Goods within the Customs
Area by Entrepreneurs other than Taxable Goods classified as luxury, delivery of Taxable Services
within the Customs Area by Entrepreneurs, utilization of Intangible Taxable Goods from outside the
Customs Area within the Customs Area, utilization of Taxable Services from outside the Customs
Area within the Customs Area, Tax is payable VAT is calculated by multiplying the 12% (twelve
percent) rate by the Taxable Base, which is another value.
The issuance of PMK 131/2024 is in accordance with Law Number 7 of 2021 concerning the
Harmonization of Tax Regulations (HPP Law), which stipulates that a VAT rate of 12% will be
implemented no later than January 1, 2025. In February 2025, the Government issued Minister of
Finance Regulation Number 11 of 2025 concerning Provisions on Other Values as Taxable Bases
and Certain Amounts of Value Added Tax. The Company ensures coordination with relevant units,
the IT Team and tax authorities to ensure smooth tax administration processes conducted through
the Tax Administration Core System application, as well as the provisions for using other values
as VAT Taxable Bases.
In response to the implementation of the Organisation for Economic Co-operation and
Development (“OECD”) Pillar Two framework, on December 31, 2024, Indonesian Government
implemented Pillar Two framework through Regulation of the Minister of Finance No. 136/2024
(PMK 136/2024). The Pillar Two model rules as implemented under PMK 136/2024 which came
into effect on January 1, 2025.
PMK 136/2024 applies new taxing mechanisms under which a Multinational Enterprises (“MNE”)
would pay a top-up tax in a jurisdiction whenever the effective tax rate, determined on a
jurisdictional basis under the Pillar Two rules is below a 15% minimum rate. PMK 136/2024 sets
out the mechanics for determining which entity or entities in an MNE Group should apply the top-
up tax and the portion of such tax that is charged to each relevant entity.
The Group has conducted an analysis based on applicable tax regulations and identified potential
top-up tax for constituent entities operating in the jurisdiction of Timor Leste. The Group believes,
based on the results of the analysis, that the impact of these potential top-up tax is not material to
the consolidated financial statements for the year ended December 31, 2025.
82
Page 544
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
27. TAXATION (continued)
g. Administration (continued)
Related to the implementation of the provisions of Article 222 of the Minister of State-owned
Enterprise Regulation Number PER-2/MBU/03/2023 concerning Guidelines for Governance and
Significant Corporate Activities of State-owned Enterprise. State-owned enterprise is required to
convey the realization of contributions to the state (cash basis). Details of contributions to the state
as of December 31, 2025 are as follow:
2025
Tax
Income tax 18,120
VAT and VAT on luxury goods 13,457
Import/exit duties, customs, and stamp duties 23
Regional taxes and levies, including
property tax for urban and rural 96
Total tax contribution 31,696
Non-tax contribution
Dividend 10,964
Other non-tax contribution 10,221
Total other non-tax contribution 21,185
Total contribution to the state 52,881
28. BASIC EARNINGS PER SHARE
Basic earnings per share is computed by dividing profit for the year attributable to owners of the parent
company amounting to Rp17,814 billion and Rp22,403 by the weighted average number of shares
outstanding during the year totaling to 99,061,024,659 shares for the years ended December 31, 2025
and 99,062,216,600 shares for the years ended December 31, 2024 (as restated), respectively. The
weighted average number of shares takes into account the weighted average effect of changes in
treasury stock transaction during the period.
Basic earnings per share amounting to Rp179.83 and Rp226.15 (in full amount) for the years ended
December 31, 2025 and 2024 (as restated), respectively. The Company does not have potentially
dilutive financial investments for the years ended December 31, 2025 dan 2024 (as restated).
29. CASH DIVIDENDS AND GENERAL RESERVE
Pursuant to the AGM of Stockholders of the Company stated in Notarial Deed No. 52 dated
May 27, 2025 of Ashoya Ratam, S.H., M.Kn., the Company’s stockholders approved the distribution
of cash dividend for 2024 amounting to Rp21,047 billion (Rp212.47 per share). The Company paid
cash dividend on June 19, 2025.
Pursuant to the AGM of Stockholders of the Company stated in Notarial Deed No. 04 dated
May 3, 2024 of Ashoya Ratam, S.H., M.Kn., the Company’s stockholders approved the distribution of
cash dividend for 2023 amounting to Rp17,683 billion (Rp178.50 per share). The Company paid cash
dividend on May 29, 2024.
Under the Limited Liability Company Law, the Company is required to establish a statutory reserve
amounting to at least 20% of its issued and paid-up capital.
The balance of the appropriated retained earnings of the Company as of December 31, 2025 and 2024
is Rp15,337 billion, respectively.
83
Page 545
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS
The details of pension and other post-employment benefit liabilities are as follows:
Notes 2025 2024
Pension benefit and other post-employment
benefit obligations
Pension benefit program
The Company - funded 30a.i.a
Defined pension benefit obligation 30a.i.a.i 3,725 3,543
Additional pension benefit obligation 30a.i.a.ii 42 42
The Company - unfunded 30a.i.b 216 215
Telkomsel 30a.ii 5,978 4,950
Projected pension benefit obligations 9,961 8,750
Net periodic post-employment health care
benefit 30b 1,708 1,550
Other post-employment benefit 30c 187 175
Long service employee benefit 30d 1 1
Obligation under the Labor Law 30e 1,139 1,064
Total 12,996 11,540
The details of net pension benefit expense recognized in the consolidated statements of profit or loss
and other comprehensive income is as follows:
Notes 2025 2024
Pension benefit cost
The Company - funded 30a.i.a
Defined pension benefit obligation 30a.i.a.i 357 518
Additional pension benefit obligation 30a.i.a.ii 3 3
The Company - unfunded 30a.i.b 25 (27)
Telkomsel 30a.ii 978 663
Total periodic pension benefit cost 24 1,363 1,157
Net periodic post-employment health care
benefit cost 24,30b 281 282
Other post-employment benefit cost 24,30c 17 20
Long service employee benefit cost 24,30d 1 0
Labor Law employee benefit cost 24,30e 192 232
Total 1,854 1,691
The amounts recognized in OCI are as follows:
Notes 2025 2024
Defined benefit plan actuarial gain (loss)
The Company - funded 30a.i.a
Defined pension benefit obligation 30a.i.a.i (381) 72
Additional pension benefit obligation 30a.i.a.ii (1) 1
The Company - unfunded 30a.i.b 14 (53)
Telkomsel 30a.ii (77) 420
Total periodic pension benefit cost (445) 440
Post-employment health care benefit cost 30b 123 202
Other post-employment benefit cost 30c (6) 6
Long service employee benefit cost 30c - 0
Labor Law employee benefit cost 30e 5 107
Sub-total (323) 755
Deferred tax effect at the applicable tax rates 87 (120)
Defined benefit plan actuarial gain (loss) -
net of tax (236) 635
84
Page 546
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
The following table presents the changes in projected pension benefit obligation and post-employment
health care benefit obligations, changes in pension benefit and post-employment health care benefit
plan assets, funded status of the pension plan and post-employment health care benefit plan, and net
amount recognized in the consolidated statements of financial position as of December 31, 2025 and
2024, under the defined benefit pension plan:
Funded Post-employment
Defined pension benefit obligation health care benefit
The Company Telkomsel The Company
Projected
Projected Projected post-employment Post-employment
pension Pension pension Pension health care health care
benefit benefit benefit benefit benefit benefit
obligations plan assets obligations plan assets obligation plan assets Total
Balance, January 1, 2025 22,377 (18,834) 6,089 (1,139) 14,152 (12,602) 10,043
Service costs 177 - 332 - - - 509
Past service costs - - 294 - - - 294
Interest costs (income) 1,500 (1,271) 406 (55) 970 (862) 688
Plan administration cost (110) 110 - 1 - 173 174
Cost recognized in the consolidated
statement of profit or loss 1,567 (1,161) 1,032 (54) 970 (689) 1,665
Actuarial (gain) loss on:
Experience adjustments (17) - (187) - (66) - (270)
Changes in demographic assumptions (1) - - - 0 - (1)
Changes in financial assumptions 1,053 - 261 - 478 - 1,792
Return on plan assets
(excluding amount included in
net interest expense) - (654) - 3 - (535) (1,186)
Cost recognized in OCI 1,035 (654) 74 3 412 (535) 335
Employer’s contributions - (605) - (27) - - (632)
Pension plan participants’ contributions 10 (10) 1 (1) - - -
Benefits paid from plan assets (1,843) 1,843 - - (584) 584 -
Benefits paid by employer (17) 17 (288) 288 - - -
Past benefits paid by employer - - (221) 221 - - -
Balance, December 31, 2025 23,129 (19,404) 6,687 (709) 14,950 (13,242) 11,411
Projected pension benefit
obligation at end of year 3,725 5,978 1,708 11,411
Funded Post-employment
Defined pension benefit obligation health care benefit
The Company Telkomsel The Company
Projected
Projected Projected post-employment Post-employment
pension Pension pension Pension health care health care
benefit benefit benefit benefit benefit benefit
obligations plan assets obligations plan assets obligation plan assets Total
Balance, January 1, 2024 23,718 (20,052) 5,796 (1,070) 14,624 (13,154) 9,862
Service costs 279 - 346 - - - 625
Transferred employees costs (2) 1 2 (2) - - (1)
Interest costs (income) 1,533 (1,304) 381 (65) 966 (866) 645
Plan administration cost (115) 115 - 1 - 182 183
Additional welfare benefits 34 - - - - - 34
Cost recognized in the consolidated
statement of profit or loss 1,729 (1,188) 729 (66) 966 (684) 1,486
Actuarial (gain) loss on:
Experience adjustments (609) - (121) - 65 - (665)
Changes in demographic assumptions (1) - - - 0 - (1)
Changes in financial assumptions (491) - (314) - (863) - (1,668)
Return on plan assets
(excluding amount included in
net interest expense) - 1,029 - 15 - 596 1,640
Cost recognized in OCI (1,101) 1,029 (435) 15 (798) 596 (694)
Employer’s contributions - (558) - (18) - - (576)
Pension plan participants’ contributions 13 (13) 1 (1) - - -
Benefits paid from plan assets (1,948) 1,948 (2) 1 (640) 640 (1)
Benefits paid by employer (34) - - - - - (34)
Balance, December 31, 2024 22,377 (18,834) 6,089 (1,139) 14,152 (12,602) 10,043
Projected pension benefit
obligation at end of year 3,543 4,950 1,550 10,043
85
Page 547
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
The following table presents the changes in unfunded projected pension benefit obligations, additional
pension benefit obligations, other post-employment benefit obligations and obligations under the Labor
Law, changes in additional pension benefit plan assets, and net amount recognized in the consolidated
statements of financial position as of December 31, 2025 and 2024, under the defined benefit pension
plan:
The Company
The Company and its subsidiaries
Other
Additional post-employment Long service Obligations
pension benefit benefit employee under
obligations Unfunded obligations benefit the Labor Law Total
Balance, January 1, 2025 42 215 175 1 1,064 1,497
Service costs 0 10 5 1 134 150
Past service costs - - - - (10) (10)
Interest costs 3 15 12 - 68 98
Cost recognized in the consolidated
statement of profit or loss 3 25 17 1 192 238
Actuarial (gain) loss recognized in OCI 1 (14) 6 - (5) (12)
Benefits paid by employer (4) (10) (11) (1) (68) (94)
Divestment - - - - (44) (44)
Balance, December 31, 2025 42 216 187 1 1,139 1,585
The Company
The Company and its subsidiaries
Other
Additional post-employment Long service Obligations
pension benefit benefit employee under
obligations Unfunded obligations benefit the Labor Law Total
Balance, January 1, 2024 44 258 244 1 1,005 1,552
Service costs 0 9 6 0 204 219
Past service costs - - 1 - 18 19
Interest costs 3 14 13 - 10 40
Transferred employees costs (0) (0) (0) - (0) (0)
Early retirement settlement costs - (50) 0 (0) (0) (50)
Cost recognized in the consolidated
statement of profit or loss 3 (27) 20 0 232 228
Actuarial (gain) loss recognized in OCI (1) 53 (6) (0) (107) (61)
Benefits paid by employer (4) (69) (83) - (62) (218)
Divestment - - - - (4) (4)
Balance, December 31, 2024 42 215 175 1 1,064 1,497
a. Pension benefit program
i. The Company
(a) Funded pension plan
(i) Defined pension benefit obligation
The Company sponsors a defined benefit pension plan for employees with permanent
status prior to July 1, 2002. The plan is governed by the pension laws in Indonesia and
managed by Telkom Pension Fund (“Dana Pensiun Telkom” or “Dapen”). Pension Fund
Management in accordance with the Pension Fund and Investment Directives
Regulations determined by the Founder is carried out by the Board of Management.
The Board of Management is monitored by the Oversight Board consisting of
representatives of the Company and participants.
The pension benefits are paid based on the participating employees’ latest basic salary
at retirement and the number of years of their service. The participating employees
contribute 18% (before March 2003: 8.4%) of their basic salaries to the pension fund.
The Company made contributions to the pension fund amounted to Rp605 billion and
Rp558 billion, for the years ended December 31, 2025 and 2024, respectively.
86
Page 548
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
a. Pension benefit program (continued)
i. The Company (continued)
(a) Funded pension plan (continued)
(i) Defined pension benefit obligation (continued)
Risks exposed to defined benefit programs are risks such as asset volatility and
changes in bond yields. The project liabilities are calculated using a discount rate that
refers to the level of government bond yields, if the return on program assets is lower,
it will result in a program deficit. A decrease in the yield of government bonds will
increase the program liabilities, although this will be offset in part by an increase in the
value of the program bonds held. The Company ensures that the investment position is
set within the framework of asset-liability matching ("ALM") that has been formed to
achieve long-term results that are in line with the liabilities in the defined benefit pension
plan. Within the ALM framework, the Company's objective is to adjust its pension assets
and liabilities by investing in a well diversified portfolio to produce an optimal rate of
return, taking into account the level of risk. Investment in the program has been well
diversified, so that one investment's poor performance will not have a material impact
on all asset groups.
As of December 31, 2025 and 2024, plan assets consist of:
2025 2024
Quoted in Quoted in
active market Unquoted active market Unquoted
Cash and cash equivalents 1,255 - 921 -
Equity instruments:
Financials 1,004 - 1,265 -
Consumer non-cyclicals 325 - 48 -
Basic material 383 - 203 -
Infrastructures 431 - 510 -
Energy 175 - 146 -
Technology 91 - 91 -
Industrials 268 - 239 -
Consumer cyclicals 60 - 448 -
Properties and real estate 75 - 110 -
Healthcare 141 - 175 -
Transportation and logistic 7 - 4 -
Equity-based mutual fund 74 - 193 -
Fixed income instruments:
Corporate bonds - 2,031 - 2,034
Government bonds 11,191 - 10,608 -
Fixed income mutual funds ("RDPT") - - - 66
Index mutual funds 14 - - -
Medium-term notes ("MTN") - 105 - 100
Asset-backed securities ("EBA") - 5 - 7
Sukuk - 980 - 935
Non-public equity:
Direct placement - 359 - 377
Property - 204 - 202
Others - 495 - 356
Total 15,494 4,179 14,961 4,077
Pension plan assets include Series B shares issued by the Company with fair values
totaling to Rp256 billion and Rp294 billion, representing 1.32% and 1.54% of total plan
assets as of December 31, 2025 and 2024, respectively, and bonds issued by the
Company with fair value totaling to Rp248 billion and Rp338 billion representing 1.28%
and 1.78% of total plan assets as of December 31, 2025 and 2024, respectively.
87
Page 549
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
a. Pension benefit program (continued)
i. The Company (continued)
(a) Funded pension plan (continued)
(i) Defined pension benefit obligation (continued)
The expected return is determined based on market expectation for returns over the
entire life of the obligation by considering the portfolio mix of the plan assets. The actual
return on plan assets was Rp1,924 billion and Rp275 billion for the years ended
December 31, 2025 and 2024, respectively. Based on the Company’s policy issued on
January 14, 2014 regarding Dapen’s Funding Policy, the Company will not contribute
to Dapen when Dapen’s Funding Sufficiency Ratio (“FSR”) is above 105%. Based on
Dapen’s financial statements as of December 31, 2025 and 2024, Dapen’s FSR is
below 105%. Therefore, the Company will contribute to the defined benefit pension plan.
Based on the Company Regulations issued on September 30, 2022, regarding the
Pension Fund Regulations from the Telkom Pension Fund, the Company stipulates
those retirees who quit other than because of Disciplinary Punishment, Early
Retirement, and at their own request and receive Pension Benefits of less than
Rp1 million per month are given increase in monthly Pension Benefits to Rp1 million. In
2025 and 2024, the Company provided employee welfare benefit to pensioners and
pension beneficiaries who entered their retirement period before June 30, 2002
amounting to Rp17 billion and Rp34 billion, respectively.
The actuarial valuation for the defined benefit pension plan was performed based on
the measurement date as of December 31, 2025 and 2024, with reports dated
April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The
principal actuarial assumptions used by the independent actuary for December 31, 2025
and 2024 are as follows:
2025 2024
Discount rate 6.50% 7.00%
Rate of compensation increases 8.00% 8.00%
Indonesian mortality table 2019 2019
(ii) Additional pension benefit obligation
Based on the Company Regulations issued on September 30, 2022, regarding the
Regulations on Pension Funds from Telkom Pension Funds, the Company organizes a
Defined Contribution Other Benefit Program (“PMLIP”) in the form of Additional Benefits.
PMLIP participants are entitled to receive Periodic Pension Benefits every month in
accordance with the provisions in the Pension Fund Regulations. Additional Benefit
Funds are sourced from Employer Additional Benefit contributions and provision for
investment development proceeds if the FSR is achieved above 102% and the rate of
Return on Investment (“ROI”) is above the actuarial interest rate for funding. The
employer's additional benefit contribution for each PMLIP participant is set at
Rp120 thousand for a 12-month contribution period which is calculated proportionally
according to the amount received.
88
Page 550
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
a. Pension benefit program (continued)
i. The Company (continued)
(a) Funded pension plan (continued)
(ii) Additional pension benefit obligation (continued)
The actuarial valuation for additional pension benefit plan was performed based on
the measurement date as of December 31, 2025 and 2024, with reports dated
April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI.
The principal actuarial assumptions used by the independent actuary for
December 31, 2025 and 2024 are as follows:
2025 2024
Discount rate 6.50% 7.00%
Indonesian mortality table 2019 2019
Additional pension benefit obligation has been set aside since 2018 according to the
approval by the Oversight Board. As of December 31, 2025, there are no additional
obligations set aside because the requirements for recognizing additional benefits as
mentioned above have not been fulfilled.
(b) Unfunded pension plan
The Company sponsors unfunded defined benefit pension plans and a defined contribution
pension plan for its employees. The defined contribution pension plan is provided to
employees with permanent status hired on or after July 1, 2002. The plan is managed by
Financial Institutions Pension Fund (Dana Pensiun Lembaga Keuangan or “DPLK”). The
Company’s contribution to DPLK is determined based on a certain percentage of the
participants’ salaries and amounted to Rp48 billion and Rp52 billion, for the years ended
December 2025 and 2024, respectively.
Since 2007, the Company has provided pension benefit based on uniformization for both
participants prior to and from April 20, 1992 effective for employees retiring beginning
February 1, 2009. In 2010, the Company replaced the uniformization with Manfaat Pensiun
Sekaligus (“MPS”). MPS is given to those employees reaching retirement age, upon death
or upon becoming disabled starting from February 1, 2009.
The Company also provides benefits to employees during a pre-retirement period in which
they are inactive for 6 months prior to their normal retirement age of 56 years, known as
pre-retirement benefits (Masa Persiapan Pensiun or “MPP”). During the pre-retirement
period, the employees still receive benefits provided to active employees, which include,
but are not limited to, regular salary, health care, annual leave, bonus, and other benefits.
Since April 1, 2012, the employee is required to file a request for MPP and if the employee
does not file the request, such employee is required to work until the retirement date.
The actuarial valuation for the unfunded defined benefit pension plan was performed,
based on the measurement date as of December 31, 2025 and 2024, with reports dated
April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The
principal actuarial assumptions used by the independent actuary as of December 31, 2025
and 2024 are as follows:
2025 2024
Discount rate 6.25% 7.00%
Rate of compensation increases 6.00%-8.00% 6.00%-8.00%
Indonesian mortality table 2019 2019
89
Page 551
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
a. Pension benefit program (continued)
ii. Telkomsel
Telkomsel provides a defined benefit pension plan to its employees. Under this plan, employees
are entitled to pension benefits determined based on their latest basic salary or take-home pay
(exclusive of functional allowances) and number of service years. The plan is managed by
PT Asuransi Jiwasraya (Persero) (“Jiwasraya”), a state-owned life insurance company, through
an annuity insurance contract. Until 2004, employees contributed 5% of their monthly salaries
to the plan, while Telkomsel contributed the remaining part required under the plan. Beginning
in 2005, Telkomsel has been taking responsibility for the full amount of the contributions.
On April 23, 2021, Telkomsel and Jiwasraya agreed to terminate the insurance program contract
(as mentioned above) and entered into restructuring agreement. The agreement replaced the
benefit plan from annuities to lumpsum benefit. Based on this agreement, both parties agreed
to determine the Cash Value (“CV”) at the termination date which divided into CV for active
participant and passive participant amounting to Rp857 billion and Rp73 billion, respectively.
There was a 5% cut from CV for active participant, hence the 95% of Rp857 billion (or equal to
Rp814 billion) plus Rp73 billion will be the amount that subsequently taken over by PT Asuransi
Jiwa IFG (“IFG Life”) when the agreement with IFG Life become effective and accordingly, the
restructuring agreement will be terminated. As of November 30, 2023, the cash fund had been
completely taken over by IFG Life with no changes was applied to the terms of the plan and
cash value being transferred at the transfer date, and accordingly, the restructuring agreement
was terminated.
On June 27, 2023, the Company and Telkomsel signed an agreement regarding Dapen to
appoint Telkomsel as a Partner of the Company as the sole Founder, which resulted in rights
and obligations to Telkomsel as governed in the Pension Fund Agreement effective from the
business transfer of IndiHome consumer business segment to Telkomsel.
Effective from the business transfer of IndiHome consumer business segment to Telkomsel,
Telkomsel sponsors a defined benefit pension plan for transferring employees hired prior to
July 1, 2002. The plan is governed by the pension laws in Indonesia and managed by Dapen.
Dapen is managed in accordance with the Pension Fund and Investment Directives
Regulations, which is determined by the Company as the Founder and is carried out by the
Board of Management. The Board of Management is monitored by the Oversight Board,
appointed by the Founder.
The pension benefits are paid based on the participating employee’s latest basic salary at
retirement and the number of years of their service. The participating employees contribute 18%
of their basic salaries to the pension fund. Telkomsel’s contribution to the pension fund for the
year ended December 31, 2025 was amounting to Rp27 billion (2024: Rp18 billion).
The actuarial valuation for the defined benefit pension plan was performed based on the
measurement date as of December 31, 2025 and 2024 with reports dated February 13, 2026
and March 6, 2025, respectively, by KKA Halim and Partner, an independent actuary in
association with Milliman. The principal actuarial assumptions used by the independent actuary
as of December 31, 2025 and 2024, are as follows:
2025 2024
Discount rate 6.30% 7.10%
Rate of compensation increases 7,00%-8,00% 7,25%-8,00%
Indonesian mortality table 2019 2019
90
Page 552
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
b. Post-employment health care benefit cost
The Company provides post-employment health care benefits to all its employees hired before
November 1, 1995 who have worked for the Company for 20 years or more when they retire, and
to their eligible dependents. The requirement to work for 20 years does not apply to employees
who retired prior to June 3, 1995. The employees hired by the Company starting from
November 1, 1995 are no longer entitled to this plan. The plan is managed by Yayasan Kesehatan
Telkom (“Yakes Telkom”).
The defined contribution post-employment health care benefit plan is provided to employees with
permanent status hired on or after November 1, 1995 or employees with terms of service less than
20 years at the time of retirement. The Company did not make contributions to Yakes Telkom for
the years ended December 31, 2025 and 2024. As of December 31, 2025 and 2024, plan assets
consists of:
2025 2024
Quoted in Quoted in
active market Unquoted active market Unquoted
Cash and cash equivalents 700 - 375 -
Equity instruments:
Financials 983 - 1,070 -
Consumer non-cyclicals 300 - 78 -
Basic material 276 - 197 -
Infrastructures 500 - 517 -
Energy 238 - 164 -
Technology 62 - 43 -
Industrials 296 - 242 -
Consumer cyclicals 95 - 355 -
Properties and real estate 79 - 96 -
Healthcare 99 - 118 -
Transportation and logistic 3 - 4 -
Equity-based mutual funds 326 - 313 -
Fixed income instruments:
Government obligations 2,321 - 1,837 -
Corporate obligations 447 - 196 -
Fixed income mutual funds 5,972 - 6,484 -
Exchange Traded Fund ("ETF") 35 - 24 -
Index mutual funds - - 5 -
Unlisted shares:
Private placement - 535 - 507
Total 12,732 535 12,118 507
Yakes Telkom plan assets also include Series B shares issued by the Company with fair value
totaling Rp251 billion and Rp217 billion, representing 1.89% and 1.72% of total plan assets as of
December 31, 2025 and 2024, respectively. Bonds issued by The Company with a fair value of
Rp99 billion and Rp69 billion each represent 0.74% and 0.55% of total assets as of
December 31, 2025 and 2024. The expected return is determined based on market expectation for
the returns over the entire life of the obligation by considering the portfolio mix of the plan assets.
The actual return on plan assets was Rp1,397 billion and Rp270 billion for the years ended
December 31, 2025 and 2024, respectively.
91
Page 553
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
b. Post-employment health care benefit cost (continued)
The actuarial valuation for the post-employment health care benefits plan was performed based on
the measurement date as of December 31, 2025 and 2024, with reports dated April 15, 2026 and
March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial
assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:
2025 2024
Discount rate 6.75% 7.00%
Health care costs trend rate assumed for next year 7.00% 7.00%
Ultimate health care costs trend rate 7.00% 7.00%
Indonesian mortality table 2019 2019
c. Other post-employment benefits cost
The Company provides other post-employment benefits in the form of cash paid to employees on
their retirement or termination. These benefits consist of final housing allowance (Biaya Fasilitas
Perumahan Terakhir or “BFPT”) and home passage leave (Biaya Perjalanan Pensiun dan
Purnabhakti or “BPP”) and death allowance (Meninggal Dunia or “MD” allowance) is given to
employees who have passed away with an amount of 12 times from the last salary.
The actuarial valuation for the other post-employment benefits plan was performed based on
measurement date as of December 31, 2025 and 2024, with reports date April 15, 2026 and
March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial
assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:
2025 2024
Discount rate 6.00% 7.00%
Indonesian mortality table 2019 2019
d. Long service employee benefits
The Company provides long service employee benefits to employee hired before July 1, 2002 and
have a service period of more than 30 years and retired after September 19, 2019. Total obligation
recognized as of December 31, 2025 and 2024 amounted to Rp1 billion and Rp1 billion,
respectively. The related long service employee benefits cost charged to expense amounted to
Rp1 billion and Rp1 billion for the years ended December 31, 2025 and 2024, respectively.
e. Obligation under the Labor Law
Under Law No. 11 Year 2020, the Group is required to provide minimum pension benefits, if not
covered yet by the sponsored pension plans, to its employees upon retirement. Total obligation
recognized as of December 31, 2025 and 2024 amounted to Rp1,139 billion and Rp1,064 billion,
respectively. The related pension empoyee benefits cost charged to expense amounted to
Rp192 billion and Rp232 billion for the years ended December 31, 2025 and 2024, respectively.
The actuarial gain in OCI amounted to Rp5 billion and Rp107 billion for the years ended
December 31, 2025 and 2024, respectively.
92
Page 554
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
f. Maturity Profile of Defined Benefit Obligation (“DBO”)
The timing of benefits payments and weighted average duration of DBO for 2025 and 2024 are as
follows:
Expected Benefits Payment
The Company
Funded Post- Other
Defined Additional employment post- Obligation
pension benefit pension benefit health care employment under
Time Period obligation obligation Unfunded Telkomsel benefits benefits the Labor Law
2025
Within next 10 years 20,124 38 253 6,688 8,654 200 1,848
Within 10-20 years 14,464 27 95 9,486 13,671 119 5,030
Within 20-30 years 8,069 13 195 5,080 13,558 60 3,243
Within 30-40 years 2,667 4 6 77 7,185 1 238
Within 40-50 years 430 1 - - 1,800 - -
Within 50-60 years 26 - - - 281 - -
Within 60-70 years 0 - - - 52 - -
Within 70-80 years - - - - 5 - -
Weighted average
duration of DBO 8.11 years 8.11 years 6.28 years 10 years 16.34 years 5.04 years 11.35 years
2024
Within next 10 years 20,107 39 277 5,933 8,159 202 1,857
Within 10-20 years 15,035 28 110 9,831 13,330 118 4,874
Within 20-30 years 8,744 15 212 5,603 13,966 66 3,369
Within 30-40 years 3,079 5 20 93 7,931 2 319
Within 40-50 years 539 1 - - 2,142 - -
Within 50-60 years 37 - - - 340 - -
Within 60-70 years 1 - - - 62 - -
Within 70-80 years - - - - 7 - -
Weighted average
duration of DBO 8.16 years 8.16 years 6.48 years 10.47 years 16.75 years 5.18 years 11.29 years
g. Sensitivity Analysis
As of December 31, 2025 and 2024, 1% change in discount rate and rate of compensation would
have effect on DBO, are as follows:
Discount Rate Rate of Compensation
1% Increase 1% Decrease 1% Increase 1% Decrease
Increase (decrease) in amounts Increase (decrease) in amounts
Sensitivity
2025
Funded:
Defined pension benefit obligation (1,885) 2,205 139 (134)
Unfunded (10) 11 12 (11)
Telkomsel (492) 558 595 (534)
Post-employment health care benefits (1,738) 2,118 2,020 (1,693)
Other post-employment benefits (9) 10 3 (3)
Obligation under the Labor Law (93) 100 135 (124)
2024
Funded:
Defined pension benefit obligation (1,809) 2,113 153 (146)
Unfunded (11) 12 13 (12)
Telkomsel (434) 492 531 (475)
Post-employment health care benefits (1,666) 2,036 1,948 (1,628)
Other post-employment benefits (9) 10 3 (3)
Obligation under the Labor Law (71) 94 99 (77)
93
Page 555
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
30. PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)
g. Sensitivity Analysis (continued)
The sensitivity analysis was determined based on a method that extrapolates the impact on DBO
as a result of reasonable changes in key assumptions occurring at the end of the reporting period.
The sensitivity results above determine the individual impact on the Plan’s DBO at the end of the
year. In reality, the Plan is subject to multiple external experience items which may move the DBO
in similar or opposite directions, and the Plan’s sensitivity to such changes can vary over time.
There are no changes in the methods and assumptions used in preparing the sensitivity analysis
from the previous period.
31. LONG SERVICE AWARDS (“LSA”) PROVISIONS
Telkomsel and Telkomsat provide certain cash awards or certain number of days leave benefits to
28. their employees based on the employees’ length of service requirements, including LSA and Long
Service Leaves (“LSL”). LSA are either paid at the time the employees reach certain years of
employment, or at the time of termination. LSL are either certain number of days leave benefit or cash,
subject to approval by management, provided to employees who meet the requisite number of years
of service and reach a certain minimum age.
The obligation with respect to these awards which was determined based on an actuarial valuation
using the Projected Unit Credit method amounted to Rp1,308 billion and Rp1,192 billion as of
December 31, 2025 and 2024, respectively. The related benefit costs charged to expense amounted
Rp284 billion and Rp226 billion for the years ended December 31, 2025 and 2024, respectively
(Note 24).
32. RELATED PARTIES TRANSACTIONS
a. Nature of relationships and accounts or transactions with related parties
Details of the nature of relationships and accounts or transactions with significant related parties
are as follows:
Related parties Nature of relationships parties Nature of accounts/transactions
The Government
Ministry of Finance Majority stockholder Internet and data service revenues, other telecommunication
service revenues, finance costs, and investment in financial
instruments
State-owned enterprises
Indosat Entity under common control Interconnection revenues, leased lines revenues, satellite
transponder usage revenues, interconnection expenses,
telecommunication facilities usage expenses, operating
and maintenance expenses, and usage of data
communication network system expenses
PT Pertamina (Persero) Entity under common control Internet and data service revenues and other
(“Pertamina”) telecommunication service revenues
PT Garuda Indonesia (Persero) Entity under common control Internet and data service revenues and other
(“Garuda Indonesia”) telecommunication service revenues
State-owned banks Entity under common control Finance income and finance costs
BNI Entity under common control Internet and data service revenues, other telecommunication
service revenues, consultant expenses, medical expenses,
finance income, and finance costs
BRI Entity under common control Internet and data service revenues, other telecommunication
service revenues, finance income, and finance costs
Bank Mandiri Entity under common control Internet and data service revenues, other telecommunication
service revenues, finance income, and finance costs
PT Perusahaan Listrik Negara Entity under common control Internet and data service revenues, other telecommunication
(Persero) (“PLN”) service revenues, and electricity expenses
Indonesia Financial Group Entity under common control Property and equipment insurance expenses and personal
insurance expenses
Bahana TCW Entity under common control Mutual funds
Sarana Multi Infrastruktur Entity under common control Other borrowing and finance costs
94
Page 556
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
32. RELATED PARTIES TRANSACTIONS (continued)
a. Nature of relationships and accounts or transactions with related parties (continued)
Details of the nature of relationships and accounts/transactions with significant related parties are
as follows (continued):
Related parties Nature of relationships parties Nature of accounts/transactions
Other state-owned enterprises Entity under common control Internet and data service revenues, other telecommunication
services revenues, operating expenses, and purchase of
property and equipments
PT Omni Inovasi Indonesia Tbk. (“Omni Associated
Associatedcompany
company Distribution of SIM cards and pulse reload voucher
Inovasi Indonesia”)
PT Fintek Karya Nusantara (“Finarya”) Associated company Marketing expenses and distribution of SIM cards and pulse
reload voucher
PT Kereta Cepat Indonesia China Other related entities Other telecommunication service revenue
(“KCIC”)
Padi UMKM Other related entities Operational and maintenance expenses, collection fees,
training expenses, internal security expenses, research
and development expenses, printing expenses, meeting
expenses, general and other administrative expenses,
promotion expenses, advertising expenses, sales fees,
customer education expenses, and marketing expenses
Directors Key management personnel Honorarium and facilities
Commissioners Supervisory personnel Honorarium and facilities
The outstanding balances of trade receivables and payables as of December 31, 2025 and 2024
are unsecured and interest-free and the settlement occurs in cash. There have been no guarantees
provided or received for any related party receivables or payables. As of December 31, 2025 and
2024, the Group recorded an (decrease) increase of impairment loss from trade receivables of
related party amounted to (Rp29) billion and Rp29 billion, respectively.
b. Significant transactions with related parties
The following table presents significant transactions with related parties:
2025 2024
% of total % of total
Amount revenues Amount revenues
Revenues
Majority Stockholder
Ministry of Finance 387 0.26 234 0.16
Entities under common control
Indosat 2,392 1.63 2,209 1.47
BNI 586 0.40 531 0.35
Pertamina 573 0.39 488 0.33
Bank Mandiri 243 0.17 308 0.21
BRI 184 0.13 228 0.15
Garuda Indonesia 105 0.07 57 0.04
Others (each below Rp100 billion) 287 0.20 373 0.25
Sub-total 4,370 2.99 4,194 2.80
Other related entities
KCIC 103 0.07 357 0.24
Others 49 0.03 47 0.03
Sub-total 152 0.10 404 0.27
Associated companies 0 0.00 0 0.00
Total 4,909 3.35 4,832 3.23
95
Page 557
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
32. RELATED PARTIES TRANSACTIONS (continued)
b. Significant transactions with related parties (continued)
The following table presents significant transactions with related parties (continued):
2025 2024
% of total % of total
Amount expenses Amount expenses
Expenses
Entities under common control
PLN 2,905 2.59 2,779 2.55
Indosat 712 0.63 644 0.59
Indonesia Financial Group 137 0.12 112 0.10
Others (each below Rp100 billion) 239 0.21 333 0.32
Sub-total 3,993 3.55 3,868 3.56
Other related entities
Padi UMKM 388 0.35 508 0.47
Others 61 0.05 77 0.07
Sub-total 449 0.40 585 0.54
Associated companies 98 0.09 109 0.10
Total 4,540 4.04 4,562 4.20
2025 2024
% of total % of total
Amount finance income Amount finance income
Finance income
Entities under common control
State-owned banks 346 20.83 371 27.14
Total 346 20.83 371 27.14
2025 2024
% of total % of total
Amount finance cost Amount finance cost
Finance cost
Majority stockholder
Ministry of Finance - - 1 0.02
Entities under common control
State-owned banks 1,400 26.89 1,329 25.52
Sarana Multi Infrastruktur - - 8 0.15
Total 1,400 26.89 1,338 25.69
2025 2024
% of total % of total
Amount purchases Amount purchases
Purchase of property
and equipment
Entities under common control 42 0.17 29 0.12
Total 42 0.17 29 0.12
2025 2024
% of total % of total
Amount revenues Amount revenue
Distribution of SIM
card and voucher
Associated companies
Finarya 76 0.05 100 0.08
Omni Inovasi Indonesia - - 371 0.26
Total 76 0.05 471 0.34
96
Page 558
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
32. RELATED PARTIES TRANSACTIONS (continued)
c. Balance of accounts with related parties
The following table presents significant transactions with related parties:
2025 2024
% of total % of total
Amount assets Amount assets
Cash and cash equivalents
(Note 3) 27,231 9.46 26,217 9.00
Other current financial
asset (Note 4) 642 0.22 1,031 0.35
Trade receivables
(Note 5) 2,040 0.71 2,350 0.81
Contract assets
Majority stockholder
Ministry of Finance 94 0.03 16 0.01
Entities under common control 210 0.07 193 0.07
Associated companies 1 0.00 1 0.00
Other related entities 4 0.00 3 0.00
Total 309 0.10 213 0.08
Other current asset 151 0.05 138 0.05
Other non-current asset 7 0.00 12 0.00
2025 2024
% of total % of total
Amount liabilities Amount liabilities
Trade payables (Note 15)
Majority stockholder
Ministry of Finance 7 0.01 17 0.01
Entities under common control
State-owned enterprises 281 0.20 317 0.23
Indosat 200 0.15 212 0.15
Sub-total 481 0.35 529 0.38
Associated companies 3 0.00 20 0.01
Other related entities 80 0.06 60 0.04
Total 571 0.42 626 0.44
Accrued expenses
Entities under common control
State-owned enterprises 279 0.20 209 0.15
State-owned banks 58 0.04 81 0.06
Others 1 0.00 - -
Sub-total 338 0.24 290 0.21
Associated companies 7 0.01 1 0.00
Total 345 0.25 291 0.21
Contract liabilities
Majority stockholder
Ministry of Finance 58 0.04 90 0.07
Entities under common control
State-owned enterprises 698 0.51 474 0.35
Others 1 0.00 1 0.00
Sub-total 699 0.51 475 0.35
Associated companies 5 0.00 7 0.01
Other related entities
KCIC 1,023 0.75 1,113 0.81
Others 8 0.01 4 0.00
Sub-total 1,031 0.76 1,117 0.81
Total 1,793 1.31 1,689 1.24
Customer deposits 19 0.01 19 0.01
Short-term bank loans (Note 18) 1,490 1.09 5,554 4.05
Long-term bank loans (Note 19b) 22,717 16.55 15,943 11.62
97
Page 559
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
32. RELATED PARTIES TRANSACTIONS (continued)
d. Significant agreements with related parties
Indosat
The Company has an agreement with Indosat to provide international telecommunications services
to the public.
The Company has also entered into an interconnection agreement between the Company’s fixed
line network (Public Switched Telephone Network or “PSTN”) and Indosat’s Global System for
Mobile (“GSM”) cellular telecommunications network in connection with the implementation of
Indosat Multimedia Mobile services and the settlement of related interconnection rights and
obligations.
The Company also has an agreement with Indosat for the interconnection of Indosat's GSM mobile
cellular telecommunications network with the Company's PSTN, which enable each party’s
customers to make domestic calls between Indosat’s GSM mobile network and the Company’s
fixed line network, as well as enabling Indosat’s mobile customers to access the Company’s
International Direct Dialing (“IDD”) service by dialing “007”.
Indosat's owner, Ooredoo, has merged with Tri, CK Hutchison Holdings (“CKHH”) by merging their
companies into Indosat Ooredoo Hutchison. With this merger and the latest MoCI Regulation
No. 5 of 2021, the Company has amended the interconnection cooperation agreement for fixed-
line networks (local, Sambungan Langsung Jarak Jauh ("SLJJ"), and international) and mobile
networks on May 30, 2023 in order to implement cost-based tariff obligations based on the 2014
Interconnection Offering Document.
The Company also provides leased lines to Indosat and its subsidiaries, namely PT Aplikanusa
Lintasarta (“Lintasarta”). The leased lines can be used by these companies for telephone,
telegraph, data, telex, facsimile, or other telecommunication services.
e. Remuneration of key management and supervisory personnel
Key management personnel consists of the Directors of the Company and supervisory personnel
consists of the Board of Commissioners.
The Company provides remuneration in the form of salaries or honorarium and facilities to support
the governance and oversight duties of the Board of Commissioners along with the leadership and
management duties of the Directors. Total of such remuneration is as follows:
2025 2024
% of total % of total
Amount expenses Amount expenses
Directors 579 0.52% 504 0.46%
Board of Commissioners 48 0.04% 176 0.16%
The amounts disclosed in the table above are amounts recognized as general and administration
expense during the reporting periods.
98
Page 560
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
33. OPERATING SEGMENTS
In 2025, Management changed the basis for grouping the Group’s operating segments from a
Customer Facing Unit (“CFU”) based approach to a business pillar based approach. This change was
made to reflect how CODM reviews the performance of operating segments and allocates resources.
In connection with this change, the segment information for the prior year has been restated to conform
with the presentation of segment information in the current year.
The Group has identified five reportable segments, namely B2C, B2B Infra, B2B ICT,
International, and Others. There is no aggregation of operating segments in determining these
reportable segments. The B2C segment comprises the provision of telecommunications services to
individual and residential customers, including mobile and fixed broadband services. The B2B Infra
segment comprises the provision, management, and maintenance of telecommunications
infrastructure, including telecommunications towers, fiber optic networks, backbone infrastructure,
data centers, and satellites. The B2B ICT segment comprises the provision of system integration
services, information technology services, and digital solutions to corporate and institutional
customers. The International segment comprises the provision of international connectivity and
wholesale services to telecommunications operators and customers abroad. The Other segment
comprises supporting business activities, including media and content services, business consulting
and management services, trading and distribution, certain information technology services, as well
as investment and other business development activities.
CODM reviews the performance of each segment based on the segment’s profit or loss, which is
measured consistently with operating profit or loss in the consolidated financial statements. Segment
revenues and expenses also include intersegment transactions. These transactions are eliminated
upon consolidation and are determined based on prevailing market prices (on an arm’s length basis).
2025
Adjustment
Total and Total
B2C B2B Infra B2B ICT International Others segment elimination consolidated
Segment results
Revenues
External revenues 105,898 8,929 15,300 10,673 5,942 146,742 - 146,742
Inter-segment revenues 3,255 47,661 3,814 1,493 23,155 79,378 (79,378) -
Total segment revenues 109,153 56,590 19,114 12,166 29,097 226,120 (79,378) 146,742
Segment results 27,793 10,487 1,759 961 (4,491) 36,509 (5,407) 31,102
Other information
Capital expenditures (11,980) (10,042) (1,473) (1,086) (233) (24,814) 237 (24,577)
Depreciation and
amortization (21,704) (15,894) (3,156) (718) (613) (42,085) 4,436 (37,649)
Provision recognized in
current year (1,239) (52) (376) (120) (12) (1,799) 334 (1,465)
2024 (As restated)
Adjustment
Total and Total
B2C B2B Infra B2B ICT International Others segment elimination consolidated
Segment results
Revenues
External revenues 109,662 8,180 15,741 10,732 5,652 149,967 - 149,967
Inter-segment revenues 3,268 48,799 3,989 1,412 25,701 83,169 (83,169) -
Total segment revenues 112,930 56,979 19,730 12,144 31,353 233,136 (83,169) 149,967
Segment results 29,078 16,467 1,402 1,204 (5,903) 42,248 (4,633) 37,615
Other information
Capital expenditures (12,653) (12,579) (2,007) (460) (174) (27,873) 3,424 (24,449)
Depreciation and
amortization (21,880) (12,424) (3,290) (594) (679) (38,867) 4,686 (34,181)
Provision recognized in
current year (678) (7) 5 (32) (65) (777) (127) (904)
99
Page 561
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
33. OPERATING SEGMENTS (continued)
4
2023 (As restated)
Adjustment
Total and Total
B2C B2B Infra B2B ICT International Others segment elimination consolidated
Segment results
Revenues
External revenues 111,713 6,753 15,441 10,634 4,675 149,216 - 149,216
Inter-segment revenues 3,694 40,001 4,679 762 26,320 75,456 (75,456) -
Total segment revenues 115,407 46,754 20,120 11,396 30,995 224,672 (75,456) 149,216
Segment results 34,784 11,924 1,137 1,252 (4,532) 44,565 (5,467) 39,098
Other information
Capital expenditures (12,744) (17,330) (3,184) (865) (181) (34,304) 1,336 (32,968)
Depreciation and
amortization (24,486) (10,034) (3,387) (557) (776) (39,240) 4,881 (34,359)
Provision recognized in
current year (655) (15) 149 (5) (81) (607) 94 (513)
Segment result reconciliation:
2024 2023
2025 (As restated) (As restated)
Total segment results 36,509 42,248 44,565
Unrealized gain (loss) on changes in fair value of investments (242) 188 (748)
Other income - net 119 282 252
Gain (loss) on foreign exchange - net 180 136 (36)
Finance income - net 1,661 1,367 1,061
Finance cost (5,206) (5,208) (4,652)
Share of profit (loss) of long term investment in associates (1) 3 1
Adjustment and inter-segment elimination (1,918) (1,401) (1,345)
Consolidated profit before income tax 31,102 37,615 39,098
Geographic information:
2025 2024 2023
External revenues
Indonesia 137,858 141,062 141,157
Abroad 8,884 8,905 8,059
Total 146,742 149,967 149,216
The revenue information above is based on the location of the customers.
There are no revenue from major customer which exceeds 10% of total revenues for the years ended
December 31, 2025 and 2024.
2024 January 1, 2024
2025 (As restated) (As restated)
Non-current operating assets
Indonesia 171,604 176,927 177,862
Abroad 3,086 2,850 2,932
Total 174,690 179,777 180,794
Non-current operating assets for segment reporting purpose consist of property and equipment and
intangible assets.
100
Page 562
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
34. TELECOMMUNICATIONS SERVICE TARIFFS
Based on Law No. 36 of 1999 and Government Regulation No. 52 of 2000, tariffs for
telecommunications network and/or services are determined by operators based on tariff types and
structures, and by referring to tariff cap formulas established by the Government. Subsequently, these
provisions have been adjusted through Law No. 11 of 2020, as last amended by Law No. 6 of 2023,
and Government Regulation No. 46 of 2021, which grants the authorized minister the authority to
determine upper and/or lower tariff limits.
a. Fixed line telephone tariffs
The Government has issued a new adjustment tariff formula which is stipulated in MoCI Regulation
No. 5/2021 dated March 31, 2021 concerning “Telecommunication Operation”. This Decree
replaced the previous Decree No. 15/PER/M.KOMINFO/4/2008 dated April 30, 2008.
Under the Decree, tariff structure for basic telephony services connected through fixed line network
consists of the following:
i. Activation fee;
ii. Monthly subscription charges;
iii. Usage charges; and
iv. Additional facilities fee.
b. Mobile cellular telephone tariffs
On March 31, 2021, MoCD issued MoCI Regulation No. 5/2021, which provides guidelines to
determine cellular tariffs with a formula consisting of network element cost and retail services
activity cost.
Under MoCI Regulation No. 5/2021, cellular tariffs for the operation of telecommunication services
connected through mobile cellular network consist of the following:
i. Basic telephony services tariff;
ii. Value added services tariff; and/or
iii. Multimedia services tariff.
with the following traffic structure:
i. Activation fee;
ii. Monthly subscription charges; and/or
iii. Usage charges.
c. Interconnection tariffs
The Indonesian Telecommunication Regulatory Body (“ITRB”), in its letter No. 262/BRTI/XII/2011
dated December 12, 2011, decided to change the basis for SMS interconnection tariff to cost basis
with a maximum tariff of Rp23 per SMS effective from June 1, 2012, for all telecommunication
provider operators.
Based on letter No.118/KOMINFO/DJPPI/PI.02.04/01/2014 dated January 30, 2014 of the Director
General of Post and Informatics, the Director General of Post and Informatics decided to implement
new interconnection tariff effective from February 1, 2014 until December 31, 2016, subject to
evaluation on an annual basis. Pursuant to the Director General of Post and Informatics letter, the
Company and Telkomsel are required to submit the Reference Interconnection Offer (“RIO”)
proposal to ITRB to be evaluated.
101
Page 563
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
34. TELECOMMUNICATIONS SERVICE TARIFFS (continued)
c. Interconnection tariffs (continued)
Subsequently, ITRB in its letters No. 60/BRTI/III/2014 dated March 10, 2014 and
No. 125/BRTI/IV/2014 dated April 24, 2014 approved Telkomsel and the Company’s revision of
RIO regarding the interconnection tariff. Based on the letter, ITRB also approved the changes to
the SMS interconnection tariff to Rp24 per SMS.
On January 18, 2017, ITRB in its letters No. 20/BRTI/DPI/I/2017 and No. 21/BRTI/DPI/I/2017,
decided to use the interconnection tariff based on the Company and Telkomsel’s RIO in 2014 until
the new interconnection tariff is set.
d. Network lease tariffs
In 2008, the Director General of Post and Telecommunication issued Decree No. 115 of 2008 which
stated its agreement on Agreement on Network Lease Service Type Document, Network Lease
Service Tariff, Available Capacity of Network Lease Service, Quality of Network Lease Service,
and Provision Procedure of Network Lease Service Owned by Dominant Network Lease Service
Provider in conformity with the Company’s proposal. Through MoCI Regulation No. 5/2021, the
Government regulated the form, type, tariff structure, and tariff formula for services of network
lease.
e. Tariff for other services
The tariffs for satellite lease, telephony services, and other multimedia are determined by the
service provider by taking into account the expenditures and market price. The Government only
determines the tariff formula for basic telephony services. There is no stipulation for the tariff of
other services.
102
Page 564
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS
a. Capital expenditures
As of December 31, 2025, capital expenditures committed under the contractual arrangements are
Rp14.130 billion and US$25 million.
The above balance includes the following significant agreements:
Contracting parties Period of agreement Significant part of the agreement
Development and Rollout Agreement
("DRA") and Technical Support
September 12, 2019-
Telkomsel and PT Phincon Agreement ("TSA") Customer
September 11, 2027
Relationship Management ("CRM")
Solution System Integrator
Telkomsel, PT Ericsson Indonesia,
February 1, 2021- Procurement Agreement for Radio
PT Huawei Tech Investment, and
January 31, 2027 Ultimate Solution ("ROA") and TSA
PT ZTE Indonesia
Telkomsel and PT Ericsson February 13, 2022- Procurement Agreement for CS Core
Indonesia February 12, 2028 Solution ROA
Telkomsel and PT Ericsson February 13, 2022- Procurement Agreement for CS Core
Indonesia August 31, 2027 Solution TSA
Telkomsel and PT Lintas Teknologi February 13, 2022- Procurement Agreement for CS Core
Indonesia February 12, 2028 Solution ROA
Telkomsel and PT Lintas Teknologi February 13, 2022- Procurement Agreement for CS Core
Indonesia August 31, 2027 Solution TSA
Telkomsel and PT Huawei Tech March 24, 2022-
Procurement Agreement for PCRF
Investment March 23, 2028
Agreement for the Design,
June 24, 2024-
Telkomsel and PT Phincon Development, and Launch of the By.U
June 23, 2029
Platform Solution
Telkomsel, Amdocs Software
Agreement Online Charging System
Solutions Limited Liability October 8, 2024-
(“OCS”) and Service Control Points
Company, and PT Application October 7, 2029
(“SCP”) System Solution Development
Solutions
Telkomsel and PT Application October 8, 2024-
TSA for OCS and SCP
Solutions October 7, 2029
Contract Agreement of General
October 14, 2024-
TDE and PT ZTE Indonesia Contractor ("GC") for Delta Project
October 14, 2027
Level-2 Fit Out Works
Telkomsel and PT Mahardika November 14, 2024- Procurement Agreement for Fixed
Teknotama Integrasi November 13, 2027 Broadband Core ("FBB Core")
Agreement Procurement and Installation
The Company and PT Packet December 18, 2024-
for OTN Metro ("OTM") Future State
Systems Indonesia December 17, 2026
Architecture ("FSA") - Platform Huawei
January 3, 2025- Procurement for General Contractor for
TDI and KSO-PP Adhi
February 26, 2026 Data Center Construction
Procurement Agreement of Next
Telkomsel and PT Ericsson January 23, 2025-
Generation of Gateway GPRS Support
Indonesia January 22, 2028
Node ("GGSN") (Virtualized EPC)
Contract Agreement of General
TDE and PT Huawei Tech March 24, 2025-
Contractor ("GC") for Delta Project
Investment March 23, 2028
Level-3 and Level-4 Fit Out Works
Procurement Agreement of Next
Telkomsel and PT Lintas Teknologi April 8, 2025-
Generation of Gateway GPRS Support
Indonesia April 7, 2028
Node ("GGSN") (Virtualized EPC)
Procurement Agreement of Next
Telkomsel and PT Cahaya Mutiara May 26, 2025-
Generation of Gateway GPRS Support
Mandiri May 25, 2028
Node ("GGSN") (Virtualized EPC)
Telkomsat and PT Starlink December 22, 2025- Agreement for the Resale of Starlink
Services Indonesia December 31, 2026 Services and Equipment
Procurement and Installation Agreement
The Company and PT Lintas December 24, 2025-
of the South Papua Submarine Cable
Teknologi Indonesia June 23, 2027
Communication System
103
Page 565
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)
b. Borrowings and other credit facilities
(i) As of December 31, 2025, the Company has bank guarantee facilities for tender bonds,
performance bonds, maintenance bonds, deposit guarantee, and advance payment bonds for
various projects of the Company, as follows:
Lenders Total facility Maturity Currency Facility utilized
BRI 500 March 14, 2026 Rp 5
BNI 500 March 31, 2026 Rp 73
Bank Mandiri 500 June 21, 2026 Rp 136
Total 1,500 214
The Company has sufficient bank facilities to meet their current obligations (Note 37b.v).
(ii) As of December 31, 2025, Telkomsel has bank guarantee facilities for various projects, as
follows:
Lenders Total facility Maturity Currency Facility utilized
BRI 1,000 September 25, 2028 Rp 621
BNI 2,100 May 1, 2028 Rp 1,420
Total 3,100 2,041
Bank guarantee facility with BRI and BNI are mainly for performance bond and surety bond of
radio frequency (Note 35c.i).
(iii) Telin has a bank guarantee facilities from Bank Mandiri and BRI with a maximum credit limit
of US$25 million and US$5 million or equal to Rp417 billion and Rp83 billion, respectively.
As of December 31, 2025, there is no bank guarantee facility used.
c. Others
(i) Radio frequency usage
With reference to Law No. 36 of 1999, the use of radio frequency spectrum and the cost of
using radio frequency are determined by the government. With reference to the Decision Letter
No. 025/TEL.01.02/2022 Year 2022 dated January 28, 2022, of the MoCI which granted
Telkomsel the rights to provide mobile telecommunication services with radio frequency
bandwidth in the 800 MHz, 900 MHz, 1,800 MHz, 2.1 GHz, and 2.3 GHz; and basic
telecommunication services.
With reference to Decision Letters No. 509 Year 2016, No. 1896 Year 2017,
No. 806 Year 2019, No. 620 Year 2020, No. 178 Year 2021, No. 479 Year 2022,
No. 90 Year 2023, and No. 188 Year 2023 of the MoCI, Telkomsel is required, among other
things, to:
1. Issue a surety bond each year amounting Rp1,028 billion for spectrum 2.3 GHz.
2. Issue a surety bond each year amounting Rp360 billion for both spectrum 2.3 GHz
Block A and C.
3. Issue a surety bond amounting Rp617 billion for spectrum 2.1 GHz.
4. Pay an annual right of usage (“BHP”) as set forth in the decision letters. The BHP is
payable upon receipt of Surat Pemberitahuan Pembayaran (notification letter) from the
DGPI. The BHP fee is payable annually up to the expiry period of the license.
104
Page 566
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)
c. Others (continued)
(i) Radio frequency usage (continued)
The following are radio frequency band licenses owned by Telkomsel along with the BHP fees
paid during current year:
1. Radio frequency for band 800 MHz, 900 MHz, and 1,800 MHz
Based on Decree No. 620 Year 2020 of the MoCI, concerning the extension of the
determination of radio frequency bands 800 MHz, 900 MHz, and 1,800 MHz, Telkomsel
should pay annual frequency usage fees from 2020 to 2030.
2. Radio frequency for band up to 2.1 GHz
License No. Description
Decree No. 90 Year 2023 of On February 27, 2023, Telkomsel was granted to
the MoCI amd. Decree utilize the annual radio frequency license for band
No. 76 Year 2023 of the MoCI 1,975-1,980 MHz paired with 2,165-2,170 MHz until
March 18, 2033.
Decree No. 509 Year 2016 of MoCD granted the extension of the radio frequency
the MoCI amd. Decree license for band 1,970-1,975 MHz paired with
No. 76 Year 2023 of the MoCI 2,160-2,165 MHz until March 28, 2026.
Decree No. 806 Year 2019 of MoCD granted the extension of the radio frequency
the MoCI amd. Decree license for band 1,965-1,970 MHz paired with
No. 76 Year 2023 of the MoCI 2,155-2,160 MHz until September 30, 2029.
Decree No. 479 Year 2022 of Telkomsel as the winner of auction and was granted to
the MoCI amd. Decree utilize the radio frequency license for band
No. 76 Year 2023 of the MoCI 1,960-1,965 MHz paired with 2,150-2,155 MHz
effective from January 11, 2023 until
January 10, 2033.
3. Radio frequency for band up to 2.3 GHz
License No. Description
Decree No. 1896 Year 2017 Telkomsel was appointed to use the radio frequency
of the MoCI license for band 2,300-2,330 Mhz until 2026.
Decree No. 178 Year 2021 of Telkomsel as the winner to utilize the radio frequency
the MoCI license for band 2,330-2,340 MHz paired with
2,340-2,350 MHz for Block A and Block C, respectively
until 2030.
Decree No. 487 Year 2022 of On November 18, 2022, Telkomsel received a right to
the MoCI amd. Decree use reallocated radio frequency license for band
No. 92 Year 2023 of the MoCI 2,340-2,355 MHz paired with 2,330-2,360 MHz until
November 17, 2029.
Decree No. 188 Year 2023 of On April 18, 2023, Telkomsel was granted an approval
the MoCI to allocate part of the rights-of-use of 2.3 GHz radio
frequency spectrum to PT Smart Telecom.
105
Page 567
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)
c. Others (continued)
(ii) Radio frequency spectrum cooperation agreement
The MoCD has given approval to Telkomsel for a cooperation on the use of radio frequency
spectrum with KCIC through a letter No. B-171/M.KOMINFO/SP.01.01/03/2023 dated
March 17, 2023, regarding the Cooperation Agreement on the Use of Radio Frequency
Spectrum in the range of 891-895 MHz paired with 936-940 MHz, with a period up to
December 14, 2030.
As result from this agreement, KCIC shall pay to the Company several compensations, which
are annual utilization fees totaling Rp878 billion, network recovery fee of Rp1,250 billion, as
well as incremental operational and maintenance costs.
(iii) USO
On December 27, 2011, Telkomsel (on behalf of Konsorsium Telkomsel, a consortium which
was established with Mitratel on December 9, 2011) was selected by Balai Penyedia dan
Pengelola Pembiayaan Telekomunikasi dan Informatika (“BPPPTI”), now has been renamed
as Badan Aksesibilitas Telekomunikasi dan Informasi (“BAKTI”) as a provider of the USO
Program in the border areas with a total price of Rp261 billion. In 2015, the Program was
ceased. In January 2016, Telkomsel filed an arbitration claim to Badan Arbitrase Nasional
Indonesia (“BANI”) for the settlement of the outstanding receivables of USO Programs.
On June 22, 2017, Telkomsel received a decision letter from BANI No. 792/1/ARB-BANI/2016
requesting BAKTI to pay compensation to Telkomsel amounting to Rp218 billion, and as of
the date of the issuance of these consolidated financial statements Telkomsel has received
the payment from BAKTI amounting to Rp91 billion (before tax) and no additional payment.
The MoCD issued Regulation No. 5 Year 2021 dated March 31, 2021, which replaced previous
regulations regarding policies underlying the USO program. The regulation requires
telecommunications operators in Indonesia to contribute 1.25% of gross revenues (with due
consideration for bad debts and/or interconnection charges and/or connection charges and/or
the exclusion of certain revenues that are not considered as part of gross revenues as a basis
to calculate the USO charged) for USO development.
Based on Decree No. 827/KOMINFO/BAKTI.31/KS.1/10/2021 dated October 4, 2021,
of BAKTI granted Telkomsel as operating cooperation partners (“KSO”) for eight packages
KSO, which cover Nusa Tenggara, Kalimantan, Sulawesi, Maluku, West Papua, West Central
Papua, North Central Papua, and South East Papua for period from 2021 until 2031.
(iv) Contingency
Under PSAK 237: Provisions, Contingent Liabilities And Contingent Assets, a provision should
be recognized when there is a present obligation (legal or constructive) arising from a past
event, an outflow of economic benefits to settle the obligation is probable (more likely than
not), and the amount can be reliably estimated.
106
Page 568
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)
c. Others (continued)
(iv) Contingency (continued)
In October 2023, the Group received a document request from the U.S. Securities and
Exchange Commission (“SEC”) as it relates to Telkom Infra’s involvement in a project with the
Indonesian Information and Telecommunication Accessibility Agency of the Ministry of
Communication and Informatics (“BAKTI Kominfo”) regarding the provision of 4G Base
Transceiver Station (“BTS”) infrastructure. The SEC has since expanded its investigation to
include accounting and disclosures issues relating to the Group's revenue recognition and
financial reporting practices and internal control over financial reporting, as well as public
reports regarding certain Indonesian legal proceedings involving the Group, certain
subsidiaries and affiliates, and certain of the Group's clients and suppliers. Through our
internal audit process and investigations, we have determined, or we suspect (for those
projects and transactions which are still under investigation) that certain transactions lack
economic substance. Beginning in May 2024, the Group also received additional requests for
information from the U.S. Department of Justice (“DOJ”) focused on compliance with the U.S.
Foreign Corrupt Practices Act (“FCPA”). The Group retained outside counsel and a forensic
accounting firm to assist with its internal investigation into the issues being investigated by the
SEC and DOJ. The Internal Investigation is substantially complete while the SEC and DOJ’s
investigations remain ongoing and the Group continues to cooperate with the U.S. authorities.
Based on the results of the Internal Investigation to date, the Group has identified that
approximately 140 transactions, primarily those occurring prior to 2021 and particularly
between 2016 and 2019 and relate primarily to the enterprise business segment, lacked
economic substance and were not in compliance with applicable financial reporting standards
as well as the Group’s policies and internal controls, resulting in an overstatement of certain
financial information.
The Group does not believe that this overstatement constituted a misstatement that was
quantitatively material to the Group’s consolidated financial statements for any period
presented in the Group’s prior annual or interim financial statements. The Group believes that
these transactions resulted in an overstatement of revenues, gross trade receivables, and net
trade receivables, at least as follows:
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues 31 10 291 2,285 721 368 58 378 247 11 39
Trade receivable 23 22 288 1,687 1,972 1,999 2,018 2,154 2,152 2,094 1,927
Trade receivable-net 23 22 256 1,376 1,558 980 94 72 63 63 30
The Group has encountered challenges compiling detailed historical information for
a significant portion of the 140 transactions due to the age of the transactions, accounting
system challenges, and challenges related to the retention and retrieval of historical
accounting support that in some cases dates back nearly 10 years. The Company has
assumed that certain transactions lacked economic substance unless accounting and other
supporting information was available to demonstrate otherwise.
By December 31, 2020, the vast majority of the trade receivables associated with these
transactions had a full corresponding income statement provision and related allowance for
expected credit losses, and therefore the net trade receivable for these transactions reflected
on the Company’s Statement of Financial Positions from 2020 onward were de minimis.
Accordingly, based on information to date, these historical transactions do not require any
corrections to the Statements of Financial Position as of December 31, 2025 and 2024, or
the Statements of Profit or Loss and Other Comprehensive Income for the years ended 2025
and 2024.
107
Page 569
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)
c. Others (continued)
(iv) Contingency (continued)
The Group determined that Rp1,898 billion and Rp1,762 billion of gross trade receivables,
and a corresponding Rp1,898 billion and Rp1,762 billion allowance for expected credit losses
related to historical transactions that had been reviewed or were scheduled for review as part
of the internal investigation, were reclassified to other non-current assets in the consolidated
statements of financial position as of December 31, 2025 and 2024 (Note 13). This
reclassification was made to achieve a more appropriate presentation in accordance with the
economic substance of the transactions. The Group assessed that these trade receivables
did not have a reasonable chance of recovery and therefore no longer met the criteria for
presentation as trade receivables. As the reclassified gross receivables and the related
allowance for expected credit losses offset each other (net to zero), the reclassification had
no impact on the net trade receivables or other non-current assets as of
December 31, 2025 and 2024. Until the date of completion of these consolidated financial
statements, these receivables had been approved to be written off based on carrying amount
December 31, 2024 in accordance to the applicable regulations, but it is not a waiver of
collection right.
The Company is a state-owned enterprise, and accordingly, its receivable write-off process is
subject to specific governance and regulatory requirements applicable to state-owned
enterprises. Under the applicable write-off policy, receivables exceeding certain thresholds
and/or receivables of certain nature require approvals from relevant authorities and/or
government bodies. As such, the completion and timing of the write-off process are not solely
within Management’s control, as they depend on external review and approval processes
involving various governmental stakeholders.
The Group has also cooperated with Indonesian government law enforcement authorities,
and has in certain instances self-reported to them various matters involving alleged or
potential violations of Indonesian laws and regulations by the Group, certain subsidiaries and
affiliates, including anti-corruption, alleged fraud, embezzlement, and issues associated with
trade receivables, some of which are related to the above-described matters investigated by
the SEC and the DOJ. The Group has implemented various remedial actions, including
strengthening policies, procedures, and internal controls, as well as enhancing its compliance
function and corporate governance.
For the above mentioned investigation on the Group's accounting and disclosure issues
relating to revenue recognition and financial reporting practices and internal control over
financial reporting, based on the Group's assessment up to the date of the issuance of the
consolidated financial statements, the Group currently does not believe that the above
mentioned investigation will have a material adverse effect on its December 31, 2025 and
2024 consolidated financial statements.
As of the issuance date of the consolidated financial statements, the Group is not yet able to
reliably estimate the potential loss or range of losses that may arise from the investigations
by the SEC and DOJ, due to significant uncertainties regarding the final outcome, timing of
resolution, and potential sanctions or other impacts.
In addition, there is a possibility that the final outcome of the ongoing investigations or the
identification of additional information in the future could have a material impact on the
Group’s financial position, results of operations, or cash flows.
108
Page 570
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
36. ASSETS AND LIABILITIES DENOMINATED IN FOREIGN CURRENCIES
Assets and liabilities denominated in foreign currencies are as follows:
2025
U.S. Dollar Others* Rupiah equivalent
(in millions) (in millions) (in billions)
Assets
Cash and cash equivalents 522.25 21.10 9,097
Other current financial assets 53.23 - 895
Trade receivables
Related parties 0.24 0.02 3
Third parties 144.38 11.90 2,620
Contract assets 4.42 - 75
Other receivables 0.62 - 10
Other current assets 1.45 0.35 30
Long-term investment in financial instruments 307.89 6.17 5,241
Other non-current assets 0.40 0.74 19
Total assets 1,034.88 40.28 17,990
Liabilities
Trade payables
Related parties (0.05) - (1)
Third parties (158.59) (3.06) (2,707)
Other payables (19.61) (2.17) (365)
Accrued expenses (11.17) (11.08) (373)
Customer deposits (3.98) (0.32) (72)
Current maturities of long-term loans
and lease liabilities (10.82) (0.35) (187)
Long-term loans and lease liabilities (23.03) (1.30) (408)
Other liabilities (0.36) - (6)
Total liabilities (227.61) (18.28) (4,119)
Assets (liabilities) - net 807.27 22.00 13,871
2024
U.S. Dollar Others* Rupiah equivalent
(in millions) (in millions) (in billions)
Assets
Cash and cash equivalents 475.58 13.01 7,885
Other current financial assets 18.19 0.06 296
Trade receivables
Related parties 0.19 0.01 3
Third parties 134.77 18.64 2,479
Contract assets 2.77 - 45
Other receivables 1.09 - 18
Other current assets 2.05 0.31 38
Long-term investment in financial instruments 389.31 12.28 6,464
Other non-current assets 0.42 2.90 53
Total assets 1,024.37 47.21 17,281
Liabilities
Trade payables
Related parties (0.01) - 0
Third parties (127.43) (3.56) (2,119)
Other payables 3.76 (8.00) (70)
Accrued expenses (13.90) (1.83) (254)
Customer deposits (2.72) (0.27) (47)
Current maturities of long-term loans
and lease liabilities (9.33) (0.28) (155)
Long-term loans and lease liabilities (24.65) (1.47) (422)
Other liabilities (0.09) (0.05) (2)
Total liabilities (174.37) (15.46) (3,069)
Assets (liabilities) - net 850.00 31.75 14,212
*Assets and liabilities denominated in other foreign currencies are presented as U.S. Dollar equivalents using the buy and sell rates quoted by
Reuters prevailing at the end of the reporting period.
The Group’s activities expose them to a variety of financial risks, including the effects of changes in
debt and equity market prices, foreign currency exchange rates, and interest rates.
109
Page 571
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS
a. Financial assets and financial liabilities
i. Classification
(a) Financial assets
2025 2024
Amortized cost
Cash and cash equivalents 34,228 33,905
Other current financial assets 1,326 1,196
Trade receivables 11,223 12,193
Other receivables 172 621
Other non-current assets 208 165
FVTPL
Long-term investment in financial instruments 7,254 8,174
Other current financial assets 94 89
FVTOCI
Long-term investment in financial instruments 27 51
Total financial assets 54,532 56,394
(b) Financial liabilities
2025 2024
Financial liabilities measured at amortized cost
Trade payables 16,184 15,336
Other payables 648 454
Accrued expenses 14,867 14,192
Customers deposits 52 41
Short-term bank loans 6,929 11,525
Bonds 2,696 5,043
Long-term bank loans 41,149 36,341
Lease liabilities 24,137 23,959
Other liabilities 75 104
Total financial liabilities 106,737 106,995
ii. Fair values
The following table presents comparison of the carrying amounts and fair values of the
Company’s financial instruments, other than those the fair values are considered to
approximate their carrying amounts as the impact of discounting is not significant:
Fair value measurement at reporting date using
Quoted prices in
active markets Significant
for identical other Significant
unobservabl
assets or observable e
Carrying liabilities inputs inputs
2025 value Fair value (level 1) (level 2) (level 3)
FVTPL
Other current financial assets 94 94 94 - -
Long-term investment in financial instruments 7,254 7,254 1,529 - 5,725
FVTOCI
Long-term investment in financial instruments 27 27 - - 27
Financial liabilities at amortized cost
Interest-bearing loans:
Bonds 2,696 3,458 3,458 - -
Long-term bank loans 41,149 40,863 - - 40,863
Lease liabilities 24,137 24,137 - - 24,137
Other liabilities 75 75 - - 75
Total 75,432 75,908 5,081 - 70,827
110
Page 572
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
a. Financial assets and financial liabilities (continued)
ii. Fair values (continued)
The following table presents comparison of the carrying amounts and fair values of the
Company’s financial instruments, other than those the fair values are considered to
approximate their carrying amounts as the impact of discounting is not significant (continued):
Fair value measurement at reporting date using
Quoted prices in
active markets Significant
for identical other Significant
assets or observable unobservable
Carrying liabilities inputs inputs
2024 value Fair value (level 1) (level 2) (level 3)
FVTPL
Other current financial assets 89 89 89 - -
Long-term investment in financial instruments 8,174 8,174 1,668 - 6,506
FVTOCI
Long-term investment in financial instruments 51 51 - - 51
Financial liabilities at amortized cost
Interest-bearing loans:
Bonds 5,043 5,669 5,669 - -
Long-term bank loans 36,341 36,472 - - 36,472
Lease liabilities 23,959 23,959 - - 23,959
Other liabilities 104 104 - - 104
Total 73,761 74,518 7,426 - 67,092
Loss on fair value measurement recognized in consolidated statements of profit or loss and
other comprehensive income for the year ended December 31, 2025 amounting to
Rp103 billion.
Reconciliations of the beginning and ending balances for items measured at fair value using
significant unobservable inputs (level 3) as of December 31, 2025 and 2024 are as follows:
2025 2024
Beginning balance 6,557 5,997
Gain (loss) recognized in consolidated statement
of profit or loss and other comprehensive income (103) 578
Purchase/addition 26 49
Settlement/deduction (728) (67)
Ending balance 5,752 6,557
111
Page 573
These consolidated financial statements are originally issued in the Indonesian language.
PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
As of December 31, 2025 and For the Year Then Ended
(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
a. Financial assets and financial liabilities (continued)
ii. Fair values (continued)
Sensitivity Analysis
The following table summarizes the quantitative information about the significant unobservable
inputs used in level 3 fair value measurements:
Significant Range
Valuation unobservable (weighted Sensitivity of the input of
Industry technique input average) fair value
Investment in equity
Non-listed equity investment - OPM Backsolve Volatility 20%-75.40% 10% increase (decrease) in
technology method the percentage of volatility
would result in an increase
(decrease) Rp5 billion of the
Investment value
Time to 1-4 Years Increase (decrease) in 1 year
liquidity time to liquidity would result in
an increase (decrease) Rp5
billion of the Investment value
Market Volatility 30.40%-85.59% 10% increase (decrease) in
movement the percentage of volatility
would result in an increase
(decrease) Rp13 billion of the
Investment value
Time to 1-6 Years Increase (decrease) in 1 year
liquidity time to liquidity would result in
an increase (decrease) Rp15
billion of the Investment value
Guideline Volatility 10.77%-91.40% 10% increase (decrease) in
Public the percentage of volatility
Company would result in an increase
Method (decrease) Rp91 billion of the
Investment value
Time to 1-6 Years Increase (decrease) in 1 year
liquidity time to liquidity would result in
an increase (decrease) Rp134
billion of the Investment value
Non-listed equity investment - Discounted Weighted 9%-22% 1% decrease (increase) in the
credit rating agency cash flow Average Cost percentage of WACC would
of Capital result in an increase
("WACC") (decrease) Rp5 billion of the
Investment value
Terminal 1%-5% 1% increase (decrease) in
growth rate terminal growth rate would
result in an increase
(decrease) Rp3 billion of the
Investment value
Non-listed equity investment - Discounted WACC 3.03%-13.20% 0.5% decrease (increase) in
telecommunication cash flow WACC would result in an
increase (decrease) Rp6
billion of the Investment value
Terminal 1.97%-3.10% 1% increase (decrease) in
growth rate terminal growth rate would
result in an increase
(decrease) Rp12 billion of the
Investment value
112
Page 574
Program Pendanaan Usaha Mikro dan Usaha Kecil (”PUMK”) Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk Financial statements as of December 31, 2025 and for the year then ended with independent auditor’s report
Page 575
The original financial statements included herein are in
Indonesian language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
LAPORAN KEUANGAN FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2025 AS OF DECEMBER 31, 2025
DAN UNTUK TAHUN YANG BERAKHIR PADA AND FOR THE YEAR THEN ENDED
TANGGAL TERSEBUT
Daftar Isi Table of Contents
Halaman/
Pages
Surat Pernyataan Senior General Manager Statement of Senior General Manager
Social Responsibility Social Responsibility
Laporan Auditor Independen Independent Auditor’s Report
Laporan Posisi Keuangan ................................................ 1 ..................................Statement of Financial Position
Laporan Laba Rugi dan Aset Neto ................................... 2 ......... …...Statement of Profit or Loss and Net Assets
Laporan Arus Kas ............................................................ 3 ........................................... Statement of Cash Flows
Catatan Atas Laporan Keuangan ..................................... 4 - 24 ............................. Notes to the Financial Statements
************************
Page 576
Page 577
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen Independent Audit or’s Report
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 3/ 1/ IV/ 2026
Pemegang Saham, Dewan Komisaris, dan The Shareholders and t he Board of
Direksi Perusahaan Perseroan (Persero) Commissioners and Direct ors Perusahaan
PT Telekomunikasi Indonesia Tbk. Perseroan (Persero) PT Telekomunikasi Indonesia
Tbk.
Opini Opinion
Kami telah mengaudit laporan keuangan Program We have audited the accompanying financial
Pendanaan Usaha Mikro dan Usaha Kecil statements of Program Pendanaan Usaha Mikro
Perusahaan Perseroan (Persero) dan Usaha Kecil Perusahaan Perseroan (Persero)
PT Telekomunikasi Indonesia Tbk. (“ PUMK” ) PT Telekomunikasi Indonesia Tbk. (“ PUMK” ), which
terlampir, yang terdiri dari laporan posisi comprise the statement of financial position as of
keuangan tanggal 31 Desember 2025, serta December 31, 2025, and the statement of profit or
laporan laba rugi dan aset neto, dan laporan arus loss and net assets, and statement of cash flows for
kas untuk tahun yang berakhir pada tanggal the year then ended, and notes to the financial
tersebut, serta catatan atas laporan keuangan, statements, including material accounting policy
termasuk informasi kebijakan akuntansi material. information.
Menurut opini kami, laporan keuangan terlampir In our opinion, the accompanying financial
menyajikan secara wajar, dalam semua hal yang statements present fairly, in all material respect s,
material, posisi keuangan PUMK tanggal the financial position of the PUMK as of
31 Desember 2025, serta kinerja keuangan dan December 31, 2025, and its financial performance
arus kasnya untuk tahun yang berakhir pada and cash flows for the year then ended, in
tanggal tersebut, sesuai dengan Standar accordance with Indonesian Financial Accounting
Akuntansi Keuangan Entitas Privat di Indonesia. Standards of Private Entity.
KAP Purwanto Susanti dan Surja
Registered Public Accountants KMK No. 69/ MK/ SK/ 2025
i
A member firm of Ernst & Young Global Limited
Page 578
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen (lanjut an) Independent Audit or’s Report (cont inued)
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 (lanjutan) 3/ 1/ IV/ 2026 (continued)
Basis opini Basis for opinion
Kami melaksanakan audit kami berdasarkan We conducted our audit in accordance with
Standar Audit yang ditetapkan oleh Institut Standards on Auditing established by the
Akuntan Publik Indonesia (“ IAPI” ). Tanggung Indonesian Institute of Certified Public Accountants
jawab kami menurut standar tersebut diuraikan (“ IICPA” ). Our responsibilities under those
lebih lanjut dalam paragraf Tanggung Jawab standards are further described in the Auditor’s
Auditor terhadap Audit atas Laporan Keuangan Responsibilities for the Audit of the Financial
pada laporan kami. Kami independen terhadap Statements paragraph of our report. We are
PUMK berdasarkan ketentuan etika yang relevan independent of the PUMK in accordance with the
dalam audit kami atas laporan keuangan di ethical requirements relevant to our audit of the
Indonesia, dan kami telah memenuhi tanggung financial statements in Indonesia, and we have
jawab etika lainnya berdasarkan ketentuan fulfilled our other ethical responsibilities in
tersebut. Kami yakin bahwa bukti audit yang telah accordance with such requirements. We believe
kami peroleh adalah cukup dan tepat untuk that the audit evidence we have obt ained is
menyediakan suatu basis bagi opini kami. sufficient and appropriate to provide a basis for our
opinion.
Informasi lain Ot her informat ion
Manajemen bertanggung jawab atas informasi Management is responsible for the other
lain. Informasi lain terdiri dari informasi yang information. Other information comprises the
tercantum dalam Laporan Tahunan Tahun 2025 information included in the annual report year
(“ Laporan Tahunan” ). Laporan Tahunan 2025 (the “ Annual Report” ). The Annual Report is
diharapkan akan tersedia bagi kami setelah expected to be made available to us after the date
tanggal laporan auditor independen ini. of this independent auditor’s report.
Opini kami atas laporan keuangan terlampir tidak Our opinion on the accompanying financial
mencakup Laporan Tahunan, dan oleh karena itu, statements does not cover the Annual Report, and
kami tidak menyatakan bentuk keyakinan apapun accordingly, we do not express any form of
atas Laporan Tahunan tersebut. assurance on the Annual Report
Sehubungan dengan audit kami atas laporan In connection with our audit of the accompanying
keuangan terlampir, tanggung jawab kami adalah financial statements, our responsibility is to read
untuk membaca Laporan Tahunan dan, dalam the Annual Report when it becomes available and,
pelaksanaannya, mempertimbangkan apakah in doing so, consider whether the Annual Report is
Laporan Tahunan mengandung materially inconsistent with the accompanying
ketidakkonsistensian material dengan laporan financial statements or our knowledge obtained in
keuangan terlampir atau pemahaman yang kami the audit, or otherwise appears to be materially
peroleh selama audit, atau mengandung misstated.
kesalahan penyajian material.
Ketika kami membaca Laporan Tahunan, jika kami When we read the Annual Report, if we conclude
menyimpulkan bahwa terdapat suatu kesalahan that there is a material misst atement therein, we
penyajian material di dalamnya, kami diharuskan are required to communicate the matter to those
untuk mengomunikasikan hal tersebut kepada charged with governance and take appropriate
pihak yang bertanggungjawab atas tata kelola dan actions based on the applicable laws and
melakukan tindakan yang tepat berdasarkan regulations.
peraturan perundang-undangan yang berlaku.
ii
A member firm of Ernst & Young Global Limited
Page 579
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen (lanjut an) Independent Audit or’s Report (cont inued)
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 (lanjutan) 3/ 1/ IV/ 2026 (continued)
Tanggung jawab manajemen dan pihak yang Responsibilit ies of management and t hose
bert anggung jawab at as t at a kelola t erhadap charged wit h governance for t he financial
laporan keuangan st at ement s
Manajemen bertanggung jawab atas penyusunan Management is responsible for the preparation and
dan penyajian wajar laporan keuangan tersebut fair presentation of the financial statements in
sesuai dengan Standar Akuntansi Keuangan accordance with Indonesian Financial Accounting
Entitas Privat di Indonesia, dan atas pengendalian Standards of Private Entity, and for such internal
internal yang dianggap perlu oleh manajemen control as management determines is necessary to
untuk memungkinkan penyusunan laporan enable the preparation of financial statements that
keuangan yang bebas dari kesalahan penyajian are free from material misstatement, whether due
material, baik yang disebabkan oleh kecurangan to fraud or error.
maupun kesalahan.
Dalam penyusunan laporan keuangan, In preparing the financial statements, management
manajemen bertanggung jawab untuk menilai is responsible for assessing the PUMK’s ability to
kemampuan PUMK dalam mempertahankan continue as a going concern, disclosing, as
kelangsungan usahanya, mengungkapkan, sesuai applicable, matters related to going concern, and
dengan kondisinya, hal-hal yang berkaitan dengan using the going concern basis of accounting, unless
kelangsungan usaha, dan menggunakan basis management either intends to liquidate the PUMK
akuntansi kelangsungan usaha, kecuali or to cease its operations or has no realistic
manajemen memiliki intensi untuk melikuidasi alternative but to do so.
PUMK atau menghentikan operasi atau tidak
memiliki alternatif yang realistis selain
melaksanakannya.
Pihak yang bertanggung jawab atas tata kelola Those charged with governance are responsible for
bertanggung jawab untuk mengawasi proses overseeing the PUMK’s financial reporting process.
pelaporan keuangan PUMK.
iii
A member firm of Ernst & Young Global Limited
Page 580
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen (lanjut an) Independent Audit or’s Report (cont inued)
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 (lanjutan) 3/ 1/ IV/ 2026 (continued)
Tanggung jawab audit or t erhadap audit at as Audit or’s responsibilit ies for t he audit of t he
laporan keuangan financial st at ement s
Tujuan kami adalah untuk memeroleh keyakinan Our objectives are to obtain reasonable assurance
memadai tentang apakah laporan keuangan about whether the financial statements taken as a
secara keseluruhan bebas dari kesalahan whole are free from material misstatement,
penyajian material, baik yang disebabkan oleh whether due to fraud or error, and to issue an
kecurangan maupun kesalahan, dan untuk independent auditor’s report that includes our
menerbitkan laporan auditor independen yang opinion. Reasonable assurance is a high level of
mencakup opini kami. Keyakinan memadai assurance, but is not a guarantee that an audit
merupakan suatu tingkat keyakinan tinggi, namun conducted in accordance with Standards on
bukan merupakan suatu jaminan bahwa audit Auditing established by the IICPA will always detect
yang dilaksanakan berdasarkan Standar Audit a material misst atement when it exists.
yang ditetapkan oleh IAPI akan selalu mendeteksi Misstatements can arise from fraud or error and
kesalahan penyajian material ketika hal tersebut are considered material if, individually or in the
ada. Kesalahan penyajian dapat disebabkan oleh aggregate, they could reasonably be expected to
kecurangan maupun kesalahan dan dianggap influence the economic decisions of users t aken on
material jika, baik secara individual maupun the basis of these financial statement s.
agregat, dapat diekspektasikan secara wajar akan
memengaruhi keputusan ekonomi yang diambil
oleh pengguna berdasarkan laporan keuangan
tersebut.
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also:
audit. Kami juga:
Mengidentifikasi dan menilai risiko kesalahan Ident ify and assess the risks of material
penyajian material dalam laporan keuangan, misstatement of the financial statements,
baik yang disebabkan oleh kecurangan whether due to fraud or error, design and
maupun kesalahan, mendesain dan perform audit procedures responsive to such
melaksanakan prosedur audit yang responsif risks, and obt ain audit evidence that is
terhadap risiko tersebut, serta memeroleh sufficient and appropriate to provide a basis for
bukti audit yang cukup dan tepat untuk our opinion. The risk of not detecting a material
menyediakan basis bagi opini kami. Risiko misstatement resulting from fraud is higher
tidak terdeteksinya suatu kesalahan penyajian than for one resulting from error, as fraud may
material yang disebabkan oleh kecurangan involve collusion, forgery, intentional
lebih tinggi dari yang disebabkan oleh omissions, misrepresentations, or override of
kesalahan, karena kecurangan dapat internal control.
melibatkan kolusi, pemalsuan, penghilangan
secara sengaja, pernyataan salah, atau
pengabaian atas pengendalian internal.
iv
A member firm of Ernst & Young Global Limited
Page 581
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen (lanjut an) Independent Audit or’s Report (cont inued)
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 (lanjutan) 3/ 1/ IV/ 2026 (continued)
Tanggung jawab audit or t erhadap audit at as Audit or’s responsibilit ies for t he audit of t he
laporan keuangan (lanjut an) financial st at ement s (cont inued)
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also
audit. Kami juga (lanjutan): (continued):
Memeroleh suatu pemahaman tentang Obtain an understanding of internal control
pengendalian internal yang relevan dengan relevant to the audit in order to design audit
audit untuk mendesain prosedur audit yang procedures that are appropriate in the
tepat sesuai dengan kondisinya, tetapi bukan circumstances, but not for the purpose of
untuk tujuan menyatakan opini atas expressing an opinion on the effectiveness of
keefektivitasan pengendalian internal PUMK. the PUMK’s internal control.
Mengevaluasi ketepatan kebijakan akuntansi Evaluate the appropriateness of accounting
yang digunakan serta kewajaran estimasi policies used and the reasonableness of
akuntansi dan pengungkapan terkait yang accounting estimates and related disclosures
dibuat oleh manajemen. made by management.
Menyimpulkan ketepatan penggunaan basis Conclude on the appropriateness of
akuntansi kelangsungan usaha oleh management's use of the going concern basis
manajemen dan, berdasarkan bukti audit yang of accounting and, based on the audit evidence
diperoleh, apakah terdapat suatu obtained, whether a material uncertainty exists
ketidakpastian material yang terkait dengan related to events or conditions that may cast
peristiwa atau kondisi yang dapat significant doubt on the PUMK's ability to
menyebabkan keraguan signifikan atas continue as a going concern. If we conclude
kemampuan PUMK untuk mempertahankan that a material uncertainty exists, we are
kelangsungan usahanya. Ketika kami required to draw attention in our independent
menyimpulkan bahwa terdapat suatu auditor’s report to the related disclosures in
ketidakpastian material, kami diharuskan the financial statements or, if such disclosures
untuk menarik perhatian dalam laporan are inadequate, to modify our opinion. Our
auditor independen kami ke pengungkapan conclusion is based on the audit evidence
terkait dalam laporan keuangan atau, jika obtained up to the date of our independent
pengungkapan tersebut tidak memadai, auditor’s report. However, future events or
memodifikasi opini kami. Kesimpulan kami conditions may cause the PUMK to cease to
didasarkan pada bukti audit yang diperoleh continue as a going concern.
hingga tanggal laporan auditor independen
kami. Namun, peristiwa atau kondisi masa
depan dapat menyebabkan PUMK tidak dapat
mempertahankan kelangsungan usaha.
v
A member firm of Ernst & Young Global Limited
Page 582
The original report included herein is in
the Indonesian language.
Laporan Audit or Independen (lanjut an) Independent Audit or’s Report (cont inued)
Laporan No. 01141/ 2.1505/ AU.2/ 10/ 1902- Report No. 01141/ 2.1505/ AU.2/ 10/ 1902-
3/ 1/ IV/ 2026 (lanjutan) 3/ 1/ IV/ 2026 (continued)
Tanggung jawab audit or t erhadap audit at as Audit or’s responsibilit ies for t he audit of t he
laporan keuangan (lanjut an) financial st at ement s (cont inued)
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also:
audit. Kami juga: (lanjutan) (continued)
Mengevaluasi penyajian, struktur, dan isi Evaluate the overall presentation, structure,
laporan keuangan secara keseluruhan, and content of the financial statements,
termasuk pengungkapannya, dan apakah including the disclosures, and whether the
laporan keuangan mencerminkan transaksi financial statements represent the underlying
dan peristiwa yang mendasarinya dengan transactions and events in a manner that
suatu cara yang mencapai penyajian wajar. achieves fair present ation.
Kami mengomunikasikan kepada pihak yang We communicate with those charged with
bertanggung jawab atas tata kelola mengenai, governance regarding, among other matters, the
antara lain, ruang lingkup dan saat yang planned scope and timing of the audit and
direncanakan atas audit serta temuan audit significant audit findings, including any significant
signifikan, termasuk setiap defisiensi signifikan deficiencies in internal control that we identify
dalam pengendalian internal yang teridentifikasi during our audit.
oleh kami selama audit.
KAP Purwant o Susant i dan Surja
Yuki, CPA
Registrasi Akuntan Publik No.: AP.1902 / Public Accountant Registration No.: AP.1902
29 April 2026/ April 29, 2026
vi
A member firm of Ernst & Young Global Limited
Page 583
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO
USAHA KECIL DAN USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
Tanggal 31 Desember 2025 As of December 31, 2025
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
Catatan/
2025 Notes 2024
ASET ASSETS
Kas di Bank 241.180 4 254.915 Cash in Banks
Pinjaman kepada Mitra Binaan setelah Loan to Foster Partners
dikurangi penyisihan kerugian net of allowance for
penurunan nilai sebesar impairment losses of
Rp36.437, 2024: Rp53.343 6.317 5 36.014 Rp36,437, 2024: Rp53,343
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
Mitra Binaan setelah dikurangi Foster Partners net of
penyisihan kerugian penurunan allowance for impairment
nilai sebesar Rp176, 2024: Rpnil 22.171 6 28.021 losses of Rp176, 2024: Rpnil
Piutang Kerjasama PUMK PUMK Collaboration Receivable
kepada PT Bank Rakyat to PT Bank Rakyat
Indonesia Tbk. (“BRI”) 58.561 7 2.098 Indonesia Tbk. (“BRI”)
Pinjaman Bermasalah Troubled Loan
setelah dikurangi penyisihan net of allowance
penurunan nilai sebesar impairment losses of
Rp334.548, 2024: Rp320.222 - 8 - Rp334,548, 2024: Rp320,222
JUMLAH ASET 328.229 321.048 TOTAL ASSETS
LIABILITAS DAN ASET NETO LIABILITIES AND NET ASSETS
LIABILITAS LIABILITIES
Utang dan Liabilitas Lancar Payables and Other
Lainnya 417 9 406 Current Liabilities
Kelebihan Pembayaran Angsuran 259 10 261 Overpayment of Installments
JUMLAH LIABILITAS 676 667 TOTAL LIABILITIES
ASET NETO NET ASSETS
Tanpa Pembatasan dari Without Restrictions from
Pemberi Sumber Daya 327.553 320.381 Resource Provider
JUMLAH ASET NETO 327.553 320.381 TOTAL NET ASSETS
JUMLAH LIABILITAS DAN TOTAL LIABILITIES AND
ASET NETO 328.229 321.048 NET ASSETS
Catatan atas laporan keuangan terlampir merupakan The accompanying notes form an integral part of these
bagian tidak terpisahkan dari laporan keuangan ini financial statements
1
Page 584
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
LAPORAN LABA RUGI STATEMENT OF PROFIT OR LOSS
DAN ASET NETO AND NET ASSETS
untuk Tahun yang Berakhir pada Tanggal For the Year Ended
31 Desember 2025 December 31, 2025
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
Catatan/
2025 Notes 2024
TANPA PEMBATASAN DARI WITHOUT RESTRICTIONS
PEMBERI SUMBER DAYA FROM RESOURCE PROVIDER
PENDAPATAN REVENUES
Pendapatan Jasa Administrasi Loan Administration
Pinjaman 500 11 2.728 Service Income
Pendapatan Jasa Administrasi Loan Administration Service
Pinjaman Kerjasama BRI 789 6, 7 119 Income from BRI Collaboration
Interest Income from
Pendapatan Jasa Giro 3.722 12 3.359 Current Accounts
Pendapatan Lain - lain 2 4 Other Income
JUMLAH PENDAPATAN 5.013 6.210 TOTAL REVENUES
PENDAPATAN/(BEBAN) LAIN-LAIN OTHER INCOME/(EXPENSES)
Kerugian Penyisihan Allowance for
Nilai Pinjaman kepada Impairment of Loan
Mitra Binaan - bersih (3.091) 5d (10.008) to Foster Partners - net
Pemulihan Penyisihan Recovery for Impairment
Nilai Pinjaman Bermasalah 5.671 8 7.306 of Troubled Loan
Kerugian Penyisihan Piutang Allowance for Impairment of PUMK
Kerjasama PUMK kepada BRI (176) 6 - Collaboration Receivable to BRI
Beban Lainnya (245) (558) Other Expenses
JUMLAH PENDAPATAN/ TOTAL OTHER INCOME/
(BEBAN) LAIN-LAIN 2.159 (3.260) (EXPENSES)
KENAIKAN ASET NETO TANPA INCREASE IN NET ASSETS
PEMBATASAN DARI PEMBERI WITHOUT RESTRICTIONS
SUMBER DAYA 7.172 2.950 FROM RESOURCE PROVIDER
TOTAL PENGHASILAN TOTAL COMPREHENSIVE
KOMPREHENSIF 7.172 2.950 INCOME
ASET NETO TANPA NET ASSETS WITHOUT
PEMBATASAN DARI RESTRICTION FROM
PEMBERI SUMBER DAYA RESOURCE PROVIDER
PADA AWAL TAHUN 320.381 317.431 IN THE BEGINNING PERIOD
ASET NETO TANPA NET ASSETS WITHOUT
PEMBATASAN DARI RESTRICTION FROM
PEMBERI SUMBER DAYA RESOURCE PROVIDER
PADA AKHIR TAHUN 327.553 320.381 IN THE END PERIOD
Catatan atas laporan keuangan terlampir merupakan The accompanying notes form an integral part of these
bagian tidak terpisahkan dari laporan keuangan ini financial statements
2
Page 585
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
LAPORAN ARUS KAS STATEMENT OF CASH FLOWS
untuk Tahun yang Berakhir pada For the Year Ended
Tanggal 31 Desember 2025 December 31, 2025
(Disajikan dalam Jutaan Rupiah) (Expressed in millions of Rupiah)
Catatan/
2025 Notes 2024
AKTIVITAS OPERASI OPERATING ACTIVITIES
Pengembalian Pinjaman Loan Repayments from
dari Mitra Binaan 26.356 79.232 Foster Partners
Pengembalian Pinjaman Repayments
Bermasalah 5.671 8 7.306 from Troubled Loan
Penerimaan Jasa Administrasi Receipt from
Pinjaman 569 2.694 Loan Administration Service
Pendapatan Jasa Giro 3.722 12 3.359 Interest Income from Current Assets
Penyetoran dana PUMK PUMK funds transferred
kepada BRI (50.000) 7 (10.000) to BRI
Pembayaran Utang (5) (5) Payable Payment
Pengembalian Kelebihan Angsuran Refund of Overpayment Installment
ke Mitra Binaan (48) 10 (68) to Foster Partners
KAS NETO DITERIMA DARI/ NET CASH FLOWS PROVIDED BY/
(DIGUNAKAN UNTUK) (USED FOR)
DARI AKTIVITAS OPERASI (13.735) 82.518 BY OPERATING ACTIVITIES
KENAIKAN/(PENURUNAN) INCREASE/(DECREASE)
KAS DI BANK (13.735) 82.518 CASH IN BANK
KAS DI BANK PADA CASH IN BANK
AWAL PERIODE 254.915 172.397 AT BEGINNING OF PERIOD
KAS DI BANK PADA CASH IN BANK
AKHIR PERIODE 241.180 254.915 AT END OF PERIOD
Catatan atas laporan keuangan terlampir merupakan The accompanying notes form an integral part of these
bagian tidak terpisahkan dari laporan keuangan ini financial statements
3
Page 586
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
1. INFORMASI MENGENAI UNIT SOCIAL 1. INFORMATION OF SOCIAL RESPONSIBILITY
RESPONSIBILITY CENTER CENTER UNIT
a. Pendirian dan Informasi Umum a. Establishment and General Information
Pusat Pengelolaan Program Tanggung Jawab Pusat Pengelolaan Program Tanggung Jawab
Sosial dan Lingkungan (Community Sosial dan Lingkungan (Community
Development Center) didirikan oleh Development Center) was established by
Perusahaan Perseroan (Persero) Perusahaan Perseroan (Persero)
PT Telekomunikasi Indonesia Tbk. (BUMN PT Telekomunikasi Indonesia Tbk. (“Foster
Pembina) melalui Peraturan Perusahaan SOE”) based on Decree of the Directors
Nomor: KD. 61/ PS150/CTG-10/2003 tentang Number: 61/ PS150/ CTG-10/ 2003 regarding
Pembentukan Organisasi Pusat Pengelola Organization of Pusat Pengelola Program
Program Kemitraan dan Program Bina Kemitraan dan Program Bina Lingkungan
Lingkungan (Community Development Center). (Community Development Center).
Peraturan Perusahaan ini telah beberapa kali Establishment of this Company Regulation
diubah terakhir dengan Peraturan Direktur has been amended several times,
Human Capital Management Nomor: most recently with Decree of the Director of
PR.202.60/r.03/HK250/COP - A0200000/2024 Human Capital Management Number.
tanggal 29 Februari 2024 tentang Organisasi PR.202.60/r.03/HK250/COP - A0200000/2024
Social Responsibility Center (”SRC”). dated February 29, 2024 regarding
Organization of Social Responsibility Center
(”SRC”).
SRC didirikan sebagai implementasi dari SRC was established as an implementation
Keputusan Menteri Badan Usaha Milik Negara from the Decree of Minister of State-Owned
(“BUMN”) No. KEP-236/MBU/2003 tanggal Enterprises (“SOE”) No. KEP-236/MBU/2003
17 Juni 2003 tentang Program Kemitraan dated June 17, 2003 regarding SOE’s
BUMN dan Usaha Kecil dan Program Bina Partnership Program and Small Enterprises and
Lingkungan. Keputusan Menteri BUMN Community Development Program. The Decree
tersebut didasarkan pada Undang-Undang of Minister SOE was based on The Law of
Republik Indonesia No. 19 Tahun 2003 tentang Republic of Indonesia No. 19 Tahun 2003
penyisihan laba untuk pembinaan usaha regarding allowance from profit to develop
kecil/koperasi serta pembinaan masyarakat. small/cooperative business and community
development.
Keputusan Menteri BUMN tersebut telah The Minister of SOEs Decree has undergone
beberapa kali mengalami perubahan dengan several amendments, with the latest
perubahan terakhir yang tertuang pada PER- amendment set out in PER-1/MBU/03/2023
1/MBU/03/2023 tanggal 3 Maret 2023 tentang dated March 3, 2023, concerning Special
Penugasan Khusus dan Program Tanggung Assignments and the Social and Environmental
Jawab Sosial dan Lingkungan (“TJSL”). Responsibility (“TJSL”) Program.
Kantor pusat SRC berdomisili di Graha Merah SRC head office is located at Graha Merah
Putih PT Telkom Indonesia (Persero) Tbk, Putih PT Telkom Indonesia (Persero) Tbk, Gatot
Jalan Gatot Subroto Kav. 52 Jakarta. Social Subroto Kav. 52 Jakarta. Social Responsibility
Responsibility (“SR”) Regional dan SR Witel (“SR”) Regional and SR Witel is located in
berdomisili di Kantor Telkom Regional dan Telkom Regional Office and Telkom Wilayah
Kantor Telkom Wilayah (“Witel”) yang tersebar Office (“Witel”) Telkom which spread all over
di seluruh Indonesia. Indonesia.
4
Page 587
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
1. INFORMASI MENGENAI UNIT SOCIAL 1. INFORMATION OF SOCIAL RESPONSIBILITY
RESPONSIBILITY CENTER (lanjutan) CENTER UNIT (continued)
b. Kegiatan Utama b. Primary Activities
Sebelum periode tahun 2023, kegiatan utama Before the 2023 period, SRC’s primary activities
yang dilakukan SRC adalah pembiayaan dan are financing and developing Micro and Small
pembinaan Usaha Mikro dan Usaha Kecil Business (“SME”) through Program Pendanaan
(“UMK”) melalui Program Pendanaan UMK UMK to Foster Partners.
kepada mitra binaan.
Sejak tahun 2023, kegiatan utama yang Since 2023 period, SRC’s primary activities are
dilakukan SRC adalah pembiayaan dan financing and developing SME through Program
pembinaan UMK melalui Program Pendanaan Pendanaan UMK to foster partners in
UMK kepada mitra binaan yang bekerjasama collaboration with BRI.
dengan BRI.
c. Sumber Dana c. Fund Resources
Sumber dana Program PUMK berasal dari: The source of funds for the PUMK Program
i. Saldo dana program kemitraan yang comes from:
teralokasi sampai dengan akhir tahun 2015, i. Balance of partnership program funds
dan/ atau allocated until the end of 2015, and/or
ii. Jasa administrasi pinjaman/ margin jual beli/ ii. Administration service income/ sale and
porsi bagi hasil, bunga deposito dan/ atau purchase margin/profit sharing portion,
jasa giro dari dana program kemitraan. deposit interest and/or current account
services from partnership program funds.
d. Susunan Pengelola d. Management Structures
Susunan Pengelola SRC pada tanggal Management structures of SRC as of
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 is as follows:
berikut:
2025 2024
Senior General Manager Hery Susanto Hery Susanto Senior General Manager
Pengelola Fungsi Dukungan: Supporting Management:
Senior Manager Planning, Senior Manager Planning
Governance and Support Arif Swasono Arif Swasono Governance and Support
Senior Manager Community Senior Manager Community
Involvement and Development Soni Galih Riadi Soni Galih Riadi Involvement and Development
Senior Manager Sustainable Senior Manager Sustainable
Development Goals Suharsono Suharsono Development Goals
Senior Manager Micro Small Senior Manager Micro Small
Enterprise Incubation Adrian Sani H Adrian Sani H Enterprise Incubation
5
Page 588
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
1. INFORMASI MENGENAI UNIT SOCIAL 1. INFORMATION OF SOCIAL RESPONSIBILITY
RESPONSIBILITY CENTER (lanjutan) CENTER UNIT (continued)
d. Susunan Pengelola (lanjutan) d. Management Structure (continued)
Berdasarkan KD.21/PR000/COP-030000/2010 Based on KD.21/PR000/COP-B0030000/2010
tentang Pengelolaan Program Kemitraan dan regarding Management of Partnership Program
Program Bina Lingkungan yang telah diubah and Community Development Program
dengan PD.703.00/r.01/HK200/SRC- which was amended by PD.703.00/r.01/
A1000000/2023 tanggal 24 November 2023 HK200/SRC- A1000000/ 2023 dated November
tentang Program Tanggung Jawab Sosial dan 24, 2023 regarding Social and Environmental
Lingkungan, dimana SRC adalah Unit Kerja Responsibility Program where SRC is the TJSL
Pengelola Program TJSL di bawah supervisi Program Management Unit is supervised by the
Direktur Human Capital Management Director of Human Capital Management
(“HCM”). (“HCM”).
Pada tanggal 31 Desember 2024, Direktur As of December 31, 2024, the Director of HCM
HCM PT Telkom Indonesia (Persero) Tbk. of PT Telkom Indonesia (Persero) Tbk. is
adalah Bapak Afriwandi. Pada tanggal Mr. Afriwandi. As of December 31, 2025, the
31 Desember 2025, Direktur HCM PT Telkom Director of HCM of PT Telkom Indonesia
Indonesia (Persero) Tbk adalah Bapak Willy (Persero) Tbk is Mr. Willy Saelan.
Saelan.
Jumlah karyawan pada tanggal Number of employees as of December 31,
31 Desember 2025 dan 2024 adalah sebagai 2025 and 2024 are as follows:
berikut:
2025 2024
SRC Pusat 42 37 SRC Corporate
Seluruh pegawai adalah pegawai yang All employees are employees who earn salaries
memperoleh gaji dan manfaat lainnya dari BUMN and other benefits from Foster SOE so that the
Pembina sehingga penerapan Imbalan Kerja Employee Benefits is implemented by and
dilaksanakan dan menjadi beban BUMN charged to Foster SOE.
Pembina.
Pemotongan dan penyetoran atas pajak Witholding and payment for income tax
penghasilan pasal 21 atas pegawai BUMN Article 21 of Foster SOE’s employee who is
Pembina yang ditempatkan di SRC dilakukan assigned at SRC are performed by Foster SOE.
oleh BUMN Pembina.
Berdasarkan Peraturan Direksi Nomor: Based on Decree of the Director Number:
PD.202.06/r.06/HK.250/COP-A0200000/2024 PD.202.06/r.06/HK.250/COP-A0200000/2024,
tanggal 29 Juli 2024 tentang Organisasi Divisi dated July 29, 2024 regarding Organization of
Telkom Regional bahwa: Telkom Regional Division that:
1. Untuk meningkatkan efektivitas organisasi 1. To enhance the effectiveness of Telkom
Divisi Telkom Regional guna mendukung Regional Division in supporting the
pencapaian strategic objective, terdapat achievement of strategic objectives, the
penyesuaian jumlah Divisi Telkom total of Telkom Regional Division was
Regional yang sebelumnya berjumlah adjusted from 7 divisions to 5 divisions,
7 divisi menjadi 5 divisi, secara spesifik specifically, regional II and regional III
adalah regional II dan regional III merged into regional II, regional IV and
bergabung menjadi regional II, regional IV regional V merged into regional III and
dan regional V bergabung menjadi regional regional VI and VII became regional IV and
III dan regional VI dan VII masing - masing V, respectively.
menjadi regional IV dan V.
.
6
Page 589
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
1. INFORMASI MENGENAI UNIT SOCIAL 1. INFORMATION OF SOCIAL RESPONSIBILITY
RESPONSIBILITY CENTER (lanjutan) CENTER UNIT (continued)
d. Susunan Pengelola (lanjutan) d. Management Structure (continued)
2. Terjadi perubahan atas Peraturan 2. There were changes to Company
Direksi No: PD.202.06/r.05/HK200/COP Regulation No: PD.202.06/r.05/HK200/COP
A2000000/2023 tanggal 27 Juni 2023 A2000000/2023 dated June 27 2023
tentang Organisasi Divisi Regional. Organization of Telkom Regional Division.
Manajemen meyakini bahwa Peraturan Management believes that Decree of the
Direksi No: PD.202.06/r.06/HK.250/COP Director No: PD.202.06/r.06/HK.250/COP
A0200000/2024 tanggal 29 Juli 2024 tidak A0200000/2024, dated July 29, 2024 does not
berdampak signifikan terhadap operasional have a significant impact on SRC operations.
SRC.
e. Penyelesaian dan Otorisasi Penerbitan e. Completion and Authorization of the
Laporan Keuangan Issuance of Financial Statements
Laporan keuangan telah diselesaikan dan The financial statements were completed and
disahkan untuk diterbitkan oleh Pengelola SRC authorized for issuance by SRC’s Management
pada 29 April 2026. on April 29, 2026.
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL POLICIES INFORMATION
Kebijakan akuntansi material dan diterapkan dalam The material accounting principles which are applied
menyusun laporan keuangan untuk tahun yang consistently in the preparation of the financial
berakhir pada tanggal 31 Desember 2025 adalah statements for the year then ended December 31,
sebagai berikut: 2025 are as follows:
a. Dasar Penyusunan Laporan Keuangan a. Basis of Preparation of Financial Statements
Laporan keuangan disusun berdasarkan The financial statement is prepared based on
Standar Akuntansi Keuangan Entitas Privat Private Entities Financial Accounting Standards
(SAK EP) yang diterbitkan oleh Dewan Standar (SAK EP) that was issued by the Financial
Akuntansi Keuangan - Ikatan Akuntan Indonesia. Accounting Standard Board - Indonesian
dan mempertimbangkan Surat Edaran Badan Institute of Accountants. and consider the
Pengelola BUMN No. 1 Tahun 2026 tanggal 7 Regulatory Agency of SOE Circular Letter No. 1
Januari 2026 tentang Pedoman Akuntansi Tahun 2026 dated on January 1, 2026
Program Pendanaan Usaha Mikro dan Usaha concerning Accounting Guidelines for the Micro
Kecil Badan Usaha Milik Negara. and Small Business Funding Program of State-
owned Enterprise.
Efektif tanggal 1 Januari 2025, SAK EP Effective January 1, 2025, SAK EP superseded
menggantikan Standar Akuntansi Keuangan Non - Publicly Accountable Entities Financial
Entitas Tanpa Akuntabilitas Publik. Perubahan Accounting Standards. The changes arising
yang timbul dari penerapan SAK EP tersebut from the implementation of SAK EP do not have
tidak berdampak material terhadap laporan a material impact on the financial statements of
keuangan Program PUMK yang berakhir pada the Program PUMK for the year ended
31 Desember 2024, sehingga tidak memerlukan December 31, 2024; therefore, restatement is
penyajian kembali. not required.
7
Page 590
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL (lanjutan) POLICIES INFORMATION (continued)
a. Dasar Penyusunan Laporan Keuangan a. Basis of Preparation of Financial Statements
(lanjutan) (continued)
Laporan keuangan, kecuali laporan arus kas, The financial statements, except for statement of
disusun dengan konsep harga perolehan dan cash flows, are prepared based on the historical
dasar akrual, kecuali disebutkan lain dalam cost concept and accrual basis, except as
catatan atas laporan keuangan yang relevan. otherwise disclosed in the relevant notes to the
financial statements herein.
Laporan arus kas disusun dengan menggunakan The statements of cash flows are prepared
metode langsung, menyajikan penerimaan dan based on the direct method, presenting cash
pengeluaran kas dan setara kas yang receipt and payment and cash equivalents that
diklasifikasikan ke dalam aktivitas operasi, are classified into operating, investing and
investasi dan pendanaan. financing activities.
Mata uang yang digunakan pada laporan Amounts in the financial statements are
keuangan adalah Rupiah yang juga merupakan presented in Rupiah which also represents its
mata uang fungsionalnya. functional currency.
b. Pinjaman kepada Mitra Binaan b. Loan to Foster Partners
Pinjaman pada awalnya diakui sebesar nilai Loan is initially measured based on fair values
wajar dan selanjutnya diukur pada biaya and subsequently measured at amortized cost,
perolehan diamortisasi, setelah dikurangi after deducted by allowance for impairment
penyisihan penurunan nilai. Penyisihan losses. The allowance for impairment is based
penurunan nilai dibentuk berdasarkan evaluasi on SRC’s Management evaluation on the
Pengelola SRC terhadap tingkat ketertagihan collectibility of these loans.
saldo pinjaman.
Pinjaman kepada Mitra Binaan dicatat sebagai Loan to Foster Partners are recognized in the
pinjaman sebesar pokok pinjaman yang amount of principal and administration service
diberikan dan jasa administrasi pinjaman yang income earned as agreed in the contract.
telah jatuh tempo sesuai dengan kontrak. Administration service income are recorded as
Pendapatan jasa administrasi pinjaman dicatat loan to foster partners and as revenues on
sebagai pinjaman kepada mitra binaan dan accrual basis for loans classified as current
pendapatan secara akrual untuk pinjaman yang and substandard loan.
berkualitas lancar dan kurang lancar.
Pinjaman kepada Mitra Binaan disajikan dalam Loan to Foster Partners are presented in
laporan posisi keuangan sebesar jumlah yang statement of financial position at its realizable
diharapkan dapat ditagih dari mitra binaan value although the agreed repayment of loan
walaupun pengembalian pinjaman yang may be more than one year after reporting
disepakati akan diterima melebihi satu tahun period.
setelah akhir periode pelaporan.
8
Page 591
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL (lanjutan) POLICIES INFORMATION (continued)
b. Pinjaman kepada Mitra Binaan b. Loan to Foster Partners
Penggolongan kualitas pinjaman ditetapkan The classification of loan based on its
sebagai berikut: collectibility are as follows:
i. Lancar adalah pembayaran angsuran i. Current represents principal installment and
pokok dan jasa administrasi pinjaman administration service income payment are
terjadi tepat waktu atau keterlambatan paid on time or those late payments of
pembayaran angsuran pokok dan/atau jasa maximum 30 (thirty) days from the payment
administrasi yaitu selambat-lambatnya 30 due date as agreed with the agreement.
(tiga puluh) hari dari tanggal jatuh tempo
pembayaran angsuran, sesuai dengan
perjanjian yang telah disepakati.
ii. Kurang Lancar apabila terjadi ii. Substandard when late payment of principal
keterlambatan pembayaran angsuran and/or administration service income
pokok dan/atau jasa administrasi pinjaman payment are between 30 (thirty) days and
yang telah melampaui 30 (tiga puluh) hari 180 (one hundred and eighty) days from the
dan belum melampaui 180 (seratus payment due date of installment as agreed in
delapan puluh) hari dari tanggal jatuh the agreement.
tempo pembayaran angsuran sesuai
dengan perjanjian yang telah disepakati.
iii. .Diragukan apabila terjadi keterlambatan iii. Doubtful when late payment of principal
pembayaran angsuran pokok dan/atau jasa and/or administration service income
administrasi pinjaman yang telah payment are between 180 (one hundred and
melampaui 180 (seratus delapan puluh) eighty) days and 270 (two hundred and
hari dan belum melampaui 270 (dua ratus seventy) days from the payment due date of
tujuh puluh) hari dari tanggal jatuh tempo installment as agreed in the agreement.
pembayaran angsuran sesuai dengan
perjanjian yang telah disepakati.
iv….Macet apabila terjadi keterlambatan iv. Loss when late payment of principal and/ or
pembayaran angsuran pokok dan/atau administration service income payment over
jasa administrasi pinjaman yang telah 270 (two hundred and seventy) days from
melampaui 270 (dua ratus tujuh puluh) hari the payment due date of installment as
dari tanggal jatuh tempo pembayaran agreed in the agreement.
angsuran sesuai dengan perjanjian yang
telah disepakati.
c. Penyisihan Penurunan Nilai Pinjaman c. Allowance for Impairment of Loan
Penyisihan pinjaman merupakan penyisihan Allowance for impairment of loan represents
atas pinjaman yang mungkin tidak tertagih. allowance for doubtful loan. This allowance is
Penyisihan penurunan nilai pinjaman dibentuk calculated based on the Management’s SRC
berdasarkan taksiran Pengelola SRC terhadap estimation of their collectibility.
tingkat ketertagihan saldo pinjaman.
9
Page 592
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL (lanjutan) POLICIES INFORMATION (continued)
c. Penyisihan Penurunan Nilai Pinjaman c. Allowance for Impairment of Loan
(lanjutan) (continued)
SRC pertama kali menentukan apakah terdapat SRC firstly determines whether there is objective
bukti objektif mengenai penurunan nilai secara evidence that there is impairment, individually for
individual atas pinjaman yang signifikan secara significant loan or collectively for loan which are
individual atau secara kolektif untuk penerimaan insignificant. If SRC decides that there is no
yang jumlahnya tidak signifikan secara objective evidence of individual impairment,
individual. Jika SRC menentukan tidak terdapat regardless those loans are significant or
bukti objektif mengenai penurunan nilai atas insignificant, SRC classifies these loan as having
aset keuangan yang dinilai secara individual, similar credit risk characteristics and determining
terlepas aset keuangan tersebut signifikan atau the impairment collectively.
tidak, maka SRC memasukkan piutang tersebut
ke dalam kelompok pinjaman yang memiliki
karakteristik risiko kredit yang sejenis dan
menilai penurunan nilai kelompok tersebut
secara kolektif.
Penyisihan pinjaman dihitung berdasarkan Allowance for impairment of loan is calculated
estimasi kerugian yang tidak dapat ditagih yaitu based on estimated uncollectible loss, which
secara kolektif berdasarkan prosentase tertentu collectively based on specific percentage of
tingkat ketertagihan (collection) data historis available historical collectibility rate (2 years of
yang ada (minimal 2 tahun). historical data at minimum).
d. Pinjaman Kerjasama BUMN d. PUMK Collaboration Receivable
Piutang Kerjasama PUMK adalah pinjaman PUMK Collaboration Receivable represents
yang diberikan kepada Mitra Binaan melalui loan is provided to Foster Partners through
BRI sebagai bentuk sinergi untuk meningkatkan BRI as a synergy to increase efficiency and
efisiensi dan efektivitas dalam pengembangan effectiveness in the economic development and
dan pemberdayaan ekonomi usaha mikro dan empowerment of micro and small businesses.
usaha kecil. Piutang Kerjasama PUMK diakui PUMK Collaboration Receivable is recognized
pada saat terjadi penyetoran dana kepada BRI, when funds are transferred to BRI, measured,
diukur serta dicatat sebesar jumlah dana yang and recorded at the amount of funds transferred.
disetorkan. Penyaluran ini bersifat jangka This distribution is long term for 5 years. This
panjang selama 5 tahun. Piutang ini terdiri receivable are consists of PUMK Receivable
Piutang Kerjasama kepada Mitra Binaan dan Collaboration to Foster Partners and PUMK
Piutang Kerjasama kepada BRI. Receivable Collaboration to BRI.
Piutang Kerjasama PUMK kepada Mitra PUMK Collaboration Receivable to Foster
Binaan Partners
Piutang Kerjasama PUMK kepada Mitra Binaan PUMK Collaboration Receivable to Foster
adalah pinjaman yang diberikan kepada Mitra Partners represents loan is provided to Foster
Binaan melalui BRI dan dicatat sebesar jumlah Partners through BRI and recorded at the
dana yang belum dikembalikan oleh Mitra amount of funds that have not been returned by
Binaan. the Foster Partners.
10
Page 593
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL (lanjutan) POLICIES INFORMATION (continued)
d. Pinjaman Kerjasama BUMN (lanjutan) d. PUMK Collaboration Receivable (continued)
Piutang Kerjasama PUMK kepada BRI PUMK Collaboration Receivable to BRI
Piutang Kerjasama PUMK kepada BRI adalah PUMK Collaboration Receivable represents
pinjaman untuk Mitra Binaan yang telah loan for Foster Partners that have been returned
dikembalikan kepada BRI dan akan to BRI and will be returned to SRC when the
dikembalikan kepada SRC pada saat perjanjian agreement ends and also include loan fund was
berakhir dan juga termasuk dana pinjaman received by BRI from SRC that have not been
yang diterima BRI dari SRC yang belum distributed to Foster Partners.
disalurkan kepada Mitra Binaan.
e. Pinjaman Bermasalah e. Troubled Loan
Pinjaman bermasalah merupakan pinjaman Troubled loan represents loss loan which has
macet yang telah diupayakan pemulihannya been attempted to be recovered by rescheduling
dengan penjadwalan kembali (rescheduling) and reconditioning but cannot be recovered.
dan peninjauan kembali persyaratan Troubled loan will be represented at loan
(reconditioning), namun tidak terpulihkan. principal value with 100% of troubled loan
Pinjaman bermasalah disajikan sebesar nilai balance.
pokok pinjaman dengan besarnya alokasi
penyisihan sebesar 100% dari saldo pinjaman
bermasalah.
Tata cara penghapusbukuan pinjaman The procedures to write-off the troubled loan
bermasalah mengacu kepada Keputusan adhere to the Decree of Minister of SOE
Menteri BUMN No. SK-277/MBU/10/2023 No. SK-277/MBU/10/2023 dated October 4,
tanggal 4 Oktober 2023. 2023.
f. Kelebihan Pembayaran Angsuran f. Overpayment of Installments
Kelebihan pembayaran angsuran adalah Overpayment of installments represents
penerimaan angsuran yang melebihi saldo repayment which exceeds its loan balance from
pinjaman kepada mitra binaan saat foster partners at the final payment. This
pembayaran terakhir. Kelebihan pembayaran overpayment is recognized and presented as
angsuran diakui dan disajikan sebagai liabilitas liability when the installment is received.
pada saat setoran diterima.
Kelebihan pembayaran angsuran setiap Mitra Overpayment of installment from each Foster
Binaan sampai dengan nilai Rp100.000 (dalam Partners to maximum amount of Rp100,000 (full
jumlah penuh) diakui sebagai Pendapatan Lain- amount) is recognized as Other Income,
lain sesuai dengan Peraturan Senior based on Decree of Senior General
General Manager Manager
Nomor:.PK.703.01.01/r.00/HK200/SRC100000 Number:.PK.703.01.01/r.00/HK200/SRC10000
0/2022 tanggal 30 Mei 2022 tentang Petunjuk 00/2022 dated on May 30, 2022 regarding
Pelaksanaan Operasional Program Tanggung Operational Guidelines of Social and
Jawab Sosial dan Lingkungan. Environmental Responsibility Program.
11
Page 594
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
YANG MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Utang dan Liabilitas Lancar Lainnya g. Payables and Other Current Liabilities
Utang dan liabilitas lancar lainnya merupakan Payables and other current liabilities are
penerimaan angsuran yang diterima setelah repayment after the foster partners’s loans have
pinjaman mitra binaan dinyatakan lunas. Utang been fully settled. Payables are recognized
diakui pada saat terjadinya transaksi atau saat when transactions occur or when contract are
perjanjian kontrak diselesaikan dan dicatat completed and recognized based on transaction
sebesar nilai transaksi atau perjanjian kontrak. amount or contracts.
h. Aset Neto h. Net Assets
Aset neto tanpa pembatasan dari pemberi Net assets without restrictions from resource
sumber daya adalah aset yang penggunaannya provider represent assets that can be utilized
tidak dibatasi untuk tujuan tertentu. without being limited for specific purposes.
i. Pendapatan dan Beban i. Revenue and Expenses
Pendapatan Jasa Administrasi Pinjaman Loan Administration Service Income
Pendapatan jasa administrasi pinjaman diukur Loan administration service income is
dan dicatat sebesar nilai yang telah jatuh tempo measured and recorded at the value that has
sesuai dengan kontrak untuk pinjaman dengan matured in accordance with the contract for
status lancar dan kurang lancar. current and substandard status.
Pendapatan Jasa Giro Interest income from Current Accounts
Pendapatan jasa giro merupakan penerimaan Interest income from current account is
jasa giro setelah dikurangi pajak yang bersifat consideration received from interest income net
final. of final tax
Beban Lainnya Other Expenses
Beban lainnya merupakan beban atas Other expenses are the write-off of
penghapusan jasa administrasi saat dilakukan administration service income incurred during
peninjauan kembali persyaratan reconditioning. Expense is recognised as
(reconditioning). Beban diakui pada saat incurred.
terjadinya.
. .
12
Page 595
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. ACCOUNTING JUDGEMENTS, ESTIMATION,
DAN ASUMSI AND ASSUMPTIONS
a. Estimasi dan Asumsi a. Estimation and Assumptions
. .
Penyisihan penurunan nilai pinjaman Allowance for impairment of loan
SRC menggunakan pertimbangan berdasarkan SRC uses judgement based on best facts
fakta-fakta terbaik yang tersedia untuk available to recognize individual allowance for
mengakui penyisihan secara individu atas mitra foster partners and distributing partners to
binaan dan lembaga penyalur terhadap jumlah adjust the individual loan to its realizable
yang jatuh tempo untuk menurunkan pinjaman amount. This individual allowance will be
individu jumlah yang diharapkan dapat ditagih. assessed if there is additional information
Pencadangan secara individu ini ditelaah jika received which affect the estimated amount.
terdapat informasi tambahan yang diterima
yang mempengaruhi jumlah yang
diestimasikan.
SRC juga melakukan penilaian penyisihan SRC also assesses the allowance for
penurunan nilai secara kolektif terhadap risiko impairment loss collectively. Allowance for
pinjaman. Penyisihan penurunan nilai pinjaman impairment of loan is measured based on the
dihitung berdasarkan kajian nilai terkini dan evaluation of current value and historical rate of
historis tingkat ketertagihan dari pinjaman. loan collectability.
Penyisihan pinjaman dihitung berdasarkan Allowance for impairment of loan is recognised
estimasi kerugian yang tidak dapat ditagih yaitu based on the estimation of uncollectible amount,
secara kolektif berdasarkan prosentase tertentu which is done collectively based on a specific
tingkat ketertagihan (collection) data historis percentage of the two-year-minimum historical
yang ada (minimal 2 tahun). Penyisihan ini rate of loan collectibility. This allowance is
disesuaikan secara berkala untuk adjusted periodically to reflect actual result and
mencerminkan hasil aktual dan estimasi estimation (Notes 5 and 6).
(Catatan 5 dan 6).
13
Page 596
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
4. KAS DI BANK 4. CASH IN BANKS
2025 2024
______________________________________________
Kas di Bank: Cash in Banks:
PT Bank Negara Indonesia (Persero) Tbk. 137.260 121.022 PT Bank Negara Indonesia (Persero) Tbk.
PT Bank Mandiri (Persero) Tbk. 90.622 121.297 PT Bank Mandiri (Persero) Tbk.
PT Bank Syariah Indonesia (Persero) Tbk. 13.298 12.596 PT Bank Syariah Indonesia (Persero) Tbk.
______________________________________________
Jumlah Kas di Bank 241.180 254.915 Total Cash in Banks
5. PINJAMAN KEPADA MITRA BINAAN 5. LOAN TO FOSTER PARTNERS
a. Pinjaman kepada Mitra Binaan berdasarkan a. Loan to Foster Partners Classified by
SR Regional SR Regional
2025 2024
______________________________________________
Pinjaman kepada Mitra Binaan Loan to Foster Partners
Regional I 9.592 18.435 Regional I
Regional II 8.748 20.230 Regional II
Regional III 16.686 32.768 Regional III
Regional IV 2.825 7.512 Regional IV
Regional V 4.903 10.412 Regional V
____________________________________________
Jumlah 42.754 89.357 Total
Penyisihan Penurunan Nilai Pinjaman (36.437) (53.343) Allowance for Impairment of Loan
____________________________________________
Jumlah Pinjaman kepada Mitra
Binaan - Neto 6.317 36.014 Total Loan to Foster Partners - Net
b. Pinjaman kepada Mitra Binaan Menurut b. Loan to Foster Partners Classified by Sector
Sektor
2025 2024
_________________________________
Perdagangan 23.006 47.080 Trading
Industri 7.912 19.102 Industry
Jasa 5.523 12.325 Service
Peternakan 2.083 3.776 Farming
Pertanian 1.726 2.828 Agriculture
Perikanan 1.586 2.520 Fishing
Perkebunan 502 850 Plantation
Lainnya 416 876 Others
Jumlah 42.754 89.357 Total
Penyisihan penurunan nilai pinjaman (36.437) (53.343) Allowance for impairment of loan
Jumlah pinjaman kepada Mitra
Binaan - Neto 6.317 36.014 Total Loan to Foster Partners - Net
Manajemen berpendapat bahwa saldo Management believes that the balance of
penyisihan penurunan nilai pinjaman cukup allowance for impairment of loan is adequate
untuk menutup kerugian atas tidak tertagihnya to cover losses from the uncollectible loan.
pinjaman.
14
Page 597
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
5. PINJAMAN KEPADA MITRA BINAAN (lanjutan) 5. LOAN TO FOSTER PARTNERS (continued)
c. Pendapatan Jasa Administrasi Pinjaman c. Loan Administration Service Income
Tingkat suku bunga mulai 1 Oktober 2022 Interest rate start from October 1, 2022 is
diatur berdasarkan PER-06/MBU/09/2022 regulated on PER-06/MBU/09/2022 as
sebagaimana diubah oleh PER-01/MBU/03/2023 amended to PER-01/MBU/03/2023 become 3%
menjadi sebesar 3% per tahun. per annum.
d. Penyisihan Pinjaman kepada Mitra Binaan d. Allowance for Impairment of Loan to Foster
Partners
Mutasi cadangan penurunan nilai pinjaman Movement of allowance for impairment of loan
adalah sebagai berikut: is as follow:
2025 2024
_________________________________
Saldo awal 53.343 65.468 Beginning balance
Penyisihan - bersih* 3.091 10.008 Allowance - net*
Reklasifikasi ke Reclassification to
pinjaman bermasalah (Catatan 8) (19.997) (22.133) troubled loan (Note 8)
Saldo akhir 36.437 53.343 Ending balance
*) Pada tanggal 31 Desember 2025, total penyisihan dan pemulihan dari pinjaman kepada mitra binaan masing-masing sebesar Rp19.997 dan Rp16.906 (2024: Rp22.133
dan Rp12.125)/In December 31, 2025, total allowance and recovery of loan to foster partners amounted Rp19.997 and Rp16.906 (2024:Rp22.133 and Rp12.125),
respectively.
Rincian pinjaman kepada mitra binaan The breakdown of loan to foster partners based
berdasarkan kolektibilitas adalah sebagai berikut: on collectability is as follow:
31 Desember 2025/ December 31, 2025
% Akumulasi Saldo Setelah
Saldo Pinjaman/ Penyisihan/ Penyisihan/ Penyisihan/
Loan Allowance Accumulated Balance After
Kualitas Pinjaman Balance % Allowance Allowance Loan Quality
_ _
Lancar 918 1,09% 10 908 Current
Kurang lancar 3.069 1,79% 55 3.014 Substandard
Diragukan 2.515 4,77% 120 2.395 Doubtful
Macet 36.252 100,00% 36.252 - Loss
Sub jumlah 42.754 36.437 6.317 Subtotal
Bermasalah Troubled
Mitra Binaan 325.348 100,00% 325.348 - Foster Partner
BUMN Pembina lain/ Other Foster SOE/
Lembaga Penyalur 9.200 100,00% 9.200 - Distributing Partners
Sub jumlah 334.548 334.548 - Sub total
Jumlah 377.302 370.985 6.317 Total
31 Desember 2024/ December 31, 2024
% Akumulasi Saldo Setelah
Saldo Pinjaman/ Penyisihan/ Penyisihan/ Penyisihan/
Loan Allowance Accumulated Balance After
Kualitas Pinjaman Balance % Allowance Allowance Loan Quality
_ _
Lancar 20.493 0,61% 125 20.368 Current
Kurang lancar 11.730 2,86% 335 11.395 Substandard
Diragukan 4.614 7,86% 363 4.251 Doubtful
Macet 52.520 100,00% 52.520 - Loss
Sub jumlah 89.357 53.343 36.014 Subtotal
Bermasalah Troubled
Mitra Binaan 311.022 100,00% 311.022 - Foster Partner
BUMN Pembina lain/ Other Foster SOE/
Lembaga Penyalur 9.200 100,00% 9.200 - Distributing Partners
Sub jumlah 320.222 320.222 - Sub total
409.579 373.565 36.014 Total
15
Page 598
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
6. PIUTANG KERJASAMA PUMK KEPADA MITRA 6. PUMK COLLABORATION RECEIVABLE TO
BINAAN FOSTER PARTNERS
Pada tanggal 29 Agustus 2023, SRC telah On August 29, 2023, SRC signed Perjanjian Kerja
menandatangani Perjanjian Kerja Sama Induk Sama Induk No. B 30/MBD/08/2023 or No. Tel.
No. B 30/MBD/08/2023 atau No. Tel. 1194/HK.810/ 1194/HK.810/CDC-A1000000/2023 with BRI)
CDC-A1000000/2023 dengan BRI tentang regarding Implementation of Program Pendanaan
Pelaksanaan Program Pendanaan Usaha Mikro dan Usaha Mikro dan Usaha Kecil. This agreement is
Usaha Kecil. Perjanjian ini berlaku untuk jangka valid for 5 (five) years from the signing of the
waktu selama 5 (lima) tahun terhitung sejak agreement.
ditandatanganinya perjanjian.
2025 2024
_________________________________
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
Mitra Binaan 22.309 28.021 Foster Partners
Receivables for accrual of
Piutang atas akrual jasa administrasi 38 - administrative services
Jumlah 22.347 28.021 Total
Allowance for Impairment of
Penyisihan Piutang Kerjasama PUMK Collaboration Receivable
kepada Mitra Binaan (176) - to Foster Partners
Jumlah Piutang Kerjasama PUMK Total PUMK Collaboration Receivable to
Kepada Mitra Binaan-Neto 22.171 28.021 to Foster Partners-Net
Mutasi piutang kerjasama PUMK kepada Mitra Binaan Movement of PUMK collaboration receivable to Foster
adalah sebagai berikut: Partners is as follow:
2025 2024
_________________________________
Saldo awal dana yang dipinjamkan Beginning balance of funds
kepada Mitra Binaan 28.021 - loaned to Foster Partners
Dana yang dipinjamkan kepada
Mitra Binaan 9.251 30.000 Funds loaned to Foster Partners
Pembayaran pokok dari Mitra Binaan (14.963) (1.979) Principal payment from Foster Partners
Receivables for accrual of
Piutang atas akrual jasa administrasi 38 - administrative services
Saldo akhir dana yang dipinjamkan Ending balance of funds loaned
Kepada Mitra Binaan 22.347 28.021 to Foster Partners
Allowance for Impairment of
Penyisihan Piutang Kerjasama PUMK Collaboration Receivable
kepada Mitra Binaan (176) - to Foster Partners
Jumlah Piutang Kerjasama PUMK Total PUMK Collaboration Receivable to
kepada Mitra Binaan - Neto 22.171 28.021 to Foster Partners - Net
Mutasi penyisihan atas Piutang Kerjasama PUMK Movement of allowance for impairment PUMK
kepada Mitra Binaan sebagai berikut: collaboration receivable to Foster Partners is as follow:
2025 2024
_________________________________
Saldo awal - - Beginning balance
Penambahan 176 - Additional
Saldo akhir 176 - Ending balance
16
Page 599
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
6. PIUTANG KERJASAMA PUMK KEPADA MITRA 6. PUMK COLLABORATION RECEIVABLE TO
BINAAN (lanjutan) FOSTER PARTNERS (continued)
31 Desember 2025/ December 31, 2025
% Akumulasi Saldo Setelah
Saldo Pinjaman/ Penyisihan/ Penyisihan/ Penyisihan/
Loan Allowance Accumulated Balance After
Kualitas Pinjaman Balance % Allowance Allowance Loan Quality
_ _
Lancar 20.915 0,03% 6 20.909 Current
Kurang lancar 998 1,60% 16 982 Substandard
Diragukan 282 14,18% 40 242 Doubtful
Macet 114 100,00% 114 - Loss
Jumlah 22.309 176 22.133 Total
31 Desember 2024/ December 31, 2024
% Akumulasi Saldo Setelah
Saldo Pinjaman/ Penyisihan/ Penyisihan/ Penyisihan/
Loan Allowance Accumulated Balance After
Kualitas Pinjaman Balance % Allowance Allowance Loan Quality
_ _
Lancar 27.897 0% - 27.897 Current
Kurang lancar 124 0% - 124 Substandard
Diragukan - 0% - - Doubtful
Macet - 0% - - Loss
Jumlah 28.021 - 28.021 Total
7. PIUTANG KERJASAMA PUMK KEPADA BRI 7. PUMK COLLABORATION RECEIVABLE TO BRI
Pada tanggal 29 Agustus 2023, SRC telah On August 29, 2023, SRC signed Perjanjian Kerja
menandatangani Perjanjian Kerja Sama Induk Sama Induk No. B 30/MBD/08/2023 or No. Tel. 1194/
No. B 30/MBD/08/2023 atau No. Tel. 1194/ HK.810/ HK.810/ CDC-A1000000/2023 with BR) regarding
CDC-A1000000/2023 dengan BRI tentang Pelaksanaan Implementation of Program Pendanaan Usaha Mikro
Program Pendanaan Usaha Mikro dan Usaha Kecil. dan Usaha Kecil. This agreement is valid for 5 (five)
Perjanjian ini berlaku untuk jangka waktu selama 5 (lima) years from the signing of the agreement. On November
tahun terhitung sejak ditandatanganinya perjanjian. Pada 29, 2023, SRC signed Perjanjian Kerja Sama Turunan
tanggal 29 November 2023, SRC menandatangani No. B.827-MBD/11/2023 or No. Tel 1603/ HK.810/
Perjanjian Kerja Sama Turunan No.B.827-MBD/11/2023 CDC-A1000000/ 2023 with BRI regarding transferred
atau No. Tel.1603/ HK.810/ CDC-A1000000/ 2023 funds to BRI’s checking account of Rp20,000. On
dengan BRI tentang penyetoran dana ke rekening giro November 25, 2024, SRC signed Perjanjian Kerja
BRI sebesar Rp20.000. Pada tanggal 25 November 2024, Sama Turunan No.B.663-MBD/11/2024 or
SRC menandatangani Perjanjian Kerja Sama Turunan No.Tel.2161/ HK800/ SRT-A1000000/ 2024 with BRI
No.B.663-MBD/11/2024 atau No. Tel.2161/ HK800/ SRT- regarding transferred funds to BRI’s checking account
A1000000/ 2024 dengan BRI tentang penyetoran dana ke of Rp10,000. On December 29, 2025, SRC signed
rekening giro BRI sebesar Rp10.000. Pada tanggal 29 Perjanjian Kerja Sama Turunan No.B.29-MBD/12/2025
Desember 2025, SRC menandatangani Perjanjian Kerja or No. Tel.4350/HK800/SRT-A1000000/2025 with BRI
Sama Turunan No.B.29-MBD/12/2025 atau No. regarding transferred funds to BRI’s checking account
Tel.4350/HK800/SRT-A1000000/2025 dengan BRI of Rp50,000.
tentang penyetoran dana ke rekening giro BRI sebesar
Rp50.000.
Berdasarkan perjanjian, BRI berkewajiban untuk Based on the agreement, BRI is obliged to
(1) melakukan penyaluran dana Program Pendanaan (1) distribute funds from the SRC's Program
UMK SRC kepada usaha mikro dan usaha kecil, (2) Pendanaan UMK to micro and small businesses, (2)
melakukan penagihan angsuran pinjaman UMK Binaan collect installments of the Foster MSE loans for the
atas penyaluran dana Program Pendanaan UMK SRC funds distribution of the SRC’s Program Pendanaan
sampai dengan pelunasan pinjaman oleh UMK Binaan UMK until the loan repayment by the Foster MSEs is
yang disetorkan melalui rekening SRC oleh BRI, transferred through SRC's account by BRI, even
meskipun perjanjian telah berakhir, (3) melakukan though the agreement has ended, (3) carry out
efektivitas kinerja penyaluran dan kolektibilitas Program effective performance of distribution and collectibility
Pendanaan UMK, (4) melaporkan pelaksanaan of Program Pendanaan UMK, (4) report the
penyaluran dana Program Pendanaan UMK implementation of the funds distribution for Program
sebagaimana diatur dalam Peraturan Menteri BUMN Pendanaan UMK as regulated in Minister of SOE
No: PER-1/2023 kepada Kementerian BUMN, (5) Regulation No: PER-1/2023 to the Ministry of SOE,
melakukan monitoring dan evaluasi atas pelaksanaan (5) carry out monitoring and evaluation of the
penyaluran dana Program Pendanaan UMK SRC, implementation of the distribution of funds for SRC's
Program Pendanaan UMK,
17
Page 600
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
7. PIUTANG KERJASAMA PUMK KEPADA BRI 7. PUMK COLLABORATION RECEIVABLE TO BRI
(lanjutan) (continued)
(6) memberikan laporan atas penyaluran dana Program (6) providing report on the distribution of funds for
Pendanaan UMK SRC sebagai dasar dari pelaksanaan SRC's Program Pendanaan UMK as a basis for the
audit Program Pendanaan UMK SRC, (7) audit of the implementation of Program Pendanaan
mengalokasikan kembali jasa administrasi yang diperoleh UMK, (7) reallocating administrative services obtained
dari penyaluran dana Program Pendanaan UMK yang from the distribution of Program Pendanaan UMK funds
untuk selanjutnya menjadi bagian dari penyaluran dana for then becomes part of the distribution of funds for the
Program Pendanaan UMK pada periode berikutnya yang Program Pendanaan UMK in the following period which
akan dikembalikan kepada SRC pada akhir periode will be returned to SRC at the end of the period of
Perjanjian Kerja Sama Induk. Perjanjian Kerja Sama Induk.
SRC berkewajiban (1) melakukan penyetoran/ SRC is obliged to (1) deposit/transfer funds from
pemindahbukuan dana Program Pendanaan UMK pada Program Pendanaan UMK to BRI's checking account,
rekening giro BRI, (2) melakukan pembinaan sesuai (2) carry out development in accordance with the scope
ruang lingkup perjanjian, (3) menyampaikan bukti of the agreement, (3) submit evidence of deposit/book-
penyetoran/ pemindahbukuan penyaluran dana Program entry of disbursement of Program Pendanaan UMK.
Pendanaan UMK. SRC dan BRI sepakat untuk SRC and BRI agree to hold a meeting at least 1 time in
mengadakan pertemuan minimal 1 kali dalam 1 tahun 1 year to evaluate the implementation of the
untuk mengevaluasi pelaksanaan perjanjian. agreement.
2025 2024
_________________________________
Piutang kepada BRI 57.691 1.979 Receivable to BRI
Piutang jasa administrasi pinjaman 870 119 Loan administration service receivable
Jumlah 58.561 2.098 Total
Mutasi piutang kerjasama PUMK kepada BRI adalah Movement of PUMK collaboration receivable to BRI is
sebagai berikut: as follow:
2025 2024
_________________________________
Saldo awal Piutang kepada BRI 2.098 20.000 Beginning balance of receivable to BRI
Titipan dana tahun berjalan 50.000 10.000 Loan administration service receivable
Dana yang dipinjamkan
kepada Mitra Binaan (9.251) (30.000) Funds loaned to Foster Partners
Pembayaran pokok dari Mitra Binaan 14.963 1.979 Principal payment from Foster Partners
Piutang jasa administrasi pinjaman 751 119 Loan administration service receivable
Saldo akhir 58.561 2.098 Ending balance
18
Page 601
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
8. PINJAMAN BERMASALAH 8. TROUBLED LOAN
Pinjaman Bermasalah Kepada Mitra Binaan Troubled Loan to Foster Partners Classified by
Berdasarkan SR Regional SR Regional
Pada tanggal 31 Desember 2025 dan 2024, pinjaman As of December 31, 2025 and 2024, the troubled
bermasalah yang di klasifikasikan berdasarkan SR loan which classified per SR Regional is as follow:
Regional adalah sebagai berikut:
2025 2024
_________________________________
Regional I 71.331 68.872 Regional I
Regional II 100.413 96.760 Regional II
Regional III 82.204 77.705 Regional III
Regional IV 30.761 30.133 Regional IV
Regional V 40.639 37.552 Regional V
325.348 311.022
_________________________________
SR Corporate SR Corporate
PT Sang Hyang Seri (Persero) (“SHS”) 7.582 7.582 PT Sang Hyang Seri (Persero) (“SHS”)
Baitul Mal Wal Tamwil (“BMT Hidayah”) 1.618 1.618 Baitul Mal Wal Tamwil (“BMT Hidayah”)
9.200 9.200
Jumlah 334.548 320.222 Total
Penyisihan Pinjaman Bermasalah (334.548) (320.222) Allowance for Impairment of Troubled Loan
Jumlah Pinjaman Bermasalah-Neto - - Troubled Loan Distribution-Net
Mutasi penyisihan penurunan nilai pinjaman Movement of allowance for impairment of troubled
bermasalah adalah sebagai berikut: loan is as follow:
2025 2024
_________________________________
Saldo awal 320.222 305.395 Beginning balance
Reklasifikasi dari pinjaman kepada Reclassification from loan to
Mitra Binaan (Catatan 5d) 19.997 22.133 Foster Partners (Note 5d)
Pemulihan (5.671) (7.306) Recovery
Saldo akhir 334.548 320.222 Ending balance
19
Page 602
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
9. UTANG DAN LIABILITAS LANCAR LAINNYA 9. PAYABLES AND OTHER CURRENT LIABILITIES
Pada tanggal 31 Desember 2025 dan 2024, akun ini As of December 31, 2025 and 2024, this account
merupakan uang titipan. represents incidental deposit.
10. KELEBIHAN PEMBAYARAN ANGSURAN 10. OVERPAYMENT OF INSTALLMENTS
2025 2024
_________________________________
Saldo awal 261 237 Beginning balance
Penambahan 46 92 Additional
Pengembalian (48) (68) Refund
Saldo akhir 259 261 Ending balance
11. PENDAPATAN JASA ADMINISTRASI PINJAMAN 11. LOAN ADMINISTRATION SERVICE INCOME
2025 2024
Pinjaman kepada Mitra Binaan Loan to Foster Partners
Regional I 84 503 Regional I
Regional II 114 632 Regional II
Regional III 194 922 Regional III
Regional IV 74 433 Regional IV
Regional V 34 238 Regional V
Jumlah 500 2.728 Total
12. TRANSAKSI DAN SALDO DENGAN PIHAK 12. TRANSACTIONS AND BALANCES WITH
BERELASI RELATED PARTIES
Hubungan dan sifat saldo akun/ transaksi dengan The relationship and nature of account balances/
pihak - pihak berelasi adalah sebagai berikut: transactions with related parties were as follows:
Hubungan/ Pihak-pihak berelasi/ Transaksi/
`
Relationship Related parties Transactions
Perusahaan dibawah entitas PT Bank Negara Indonesia (Persero) Tbk. Jasa perbankan/ Banking services
sepengendali oleh Pemerintah/
Entity under common control of
the Government
Perusahaan dibawah entitas PT Bank Mandiri (Persero) Tbk. Jasa perbankan/ Banking services
sepengendali oleh Pemerintah/
Entity under common control of
the Government
Perusahaan dibawah entitas PT Bank Syariah Indonesia (Persero) Tbk. Jasa perbankan/ Banking services
sepengendali oleh Pemerintah/
Entity under common control of
the Government
Perusahaan dibawah entitas PT Sang Hyang Seri (Persero) BUMN Penyalur lain/ Other Foster
sepengendali oleh Pemerintah/ SOE
Entity under common control of
the Government
Perusahaan dibawah entitas PT Bank Rakyat Indonesia (Persero) Tbk. BUMN Penyalur lain/ Other Foster SOE
sepengendali oleh Pemerintah/
Entity under common control of
the Government
20
Page 603
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
12. TRANSAKSI DAN SALDO DENGAN PIHAK 12. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
Rincian akun dan transaksi signifikan dengan pihak - The details of accounts and significant transactions
pihak berelasi adalah sebagai berikut: with related parties are as follows:
Persentase terhadap
jumlah aset/
Percentage to
Jumlah total assets
2025 2024 2025 2024
Kas di Bank (Catatan 4) Cash in Banks (Note 4)
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk. 137.260 121.022 41,8% 37,7% (Persero) Tbk.
PT Bank Mandiri (Persero) Tbk. 90.622 121.297 27,6% 37,8% PT Bank Mandiri (Persero) Tbk.
PT Bank Syariah Indonesia PT Bank Syariah Indonesia
(Persero) Tbk. 13.298 12.596 4,1% 3,9% (Persero) Tbk.
241.180 254.915 73,5% 79,4%
Piutang Kerjasama BUMN PUMK Collaboration Receivable
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
Mitra Binaan 22.171 28.021 6,8% 8,7% Foster Partners
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
BRI 58.561 2.098 17,8% 0,7% BRI
80.732 30.119 24,6% 9,4%
Persentase terhadap
jumlah pendapatan/
Percentage to
Jumlah total revenue
2025 2024 2025 2024
Pendapatan Jasa Giro Interest from Current Account
Kas di bank Cash in banks
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk. 1.860 1.603 37,1% 25,8% (Persero) Tbk.
PT Bank Mandiri (Persero) Tbk. 1.763 1.664 35,2% 26,8% PT Bank Mandiri (Persero) Tbk.
PT Bank Syariah Indonesia PT Bank Syariah Indonesia
(Persero) Tbk. 99 92 2,0% 1,5% (Persero) Tbk.
3.722 3.359 74,3% 54,1%
21
Page 604
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
13. REKLASIFIKASI AKUN LAPORAN KEUANGAN 13. RECLASSIFICATION OF FINANCIAL
STATEMENT ACCOUNTS
Beberapa akun dalam laporan posisi keuangan pada Certain accounts in the statement of financial
tanggal 31 Desember 2024 telah direklasifikasi position as of December 31, 2024, have been
sehingga sesuai dengan penyajian laporan reclassified to conform to the presentation of the
keuangan pada tanggal 31 Desember 2025 dan financial statements as of December 31, 2025, and
untuk tahun yang berakhir pada tanggal tersebut. for the year then ended. A summary of these
Ringkasan dari akun-akun tersebut adalah sebagai accounts is as follows:
berikut:
31 Desember 2024
Sebelum Reklasifikasi/ Reklasifikasi/ Setelah Reklasifikasi/
Before Reclassification Reclassification After Reklasifikasi
ASET ASSETS
Kas di Bank 254.915 (254.915) - Cash in Banks
Pinjaman kepada Mitra Binaan setelah Loan to Foster Partners
dikurangi penyisihan kerugian net of allowance for
penurunan nilai 36.014 (36.014) - impairment losses
JUMLAH ASET LANCAR 290.929 (290.929) - TOTAL CURRENT ASSETS
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
Mitra Binaan setelah dikurangi Foster Partners net of
penyisihan kerugian penurunan allowance for impairment
nilai 28.021 (28.021) - loss
Piutang Kerjasama PUMK PUMK Collaboration Receivable
kepada PT Bank Rakyat to PT Bank Rakyat
Indonesia Tbk. (“BRI”) 2.098 (2.098) - Indonesia Tbk. (“BRI”)
Pinjaman Bermasalah Troubled Loan
setelah dikurangi penyisihan net of allowance
penurunan nilai - - - impairment losses
JUMLAH ASET TIDAK LANCAR 30.119 (30.119) - TOTAL NON-CURRENT ASSETS
JUMLAH ASET 321.048 (321.048) - TOTAL ASSETS
31 Desember 2024
Sebelum Reklasifikasi/ Reklasifikasi/ Setelah Reklasifikasi/
Before Reclassification Reclassification After Reklasifikasi
ASET ASSETS
Kas di Bank - 254.915 254.915 Cash in Banks
Pinjaman kepada Mitra Binaan setelah Loan to Foster Partners
dikurangi penyisihan kerugian net of allowance for
penurunan nilai - 36.014 36.014 impairment losses
Piutang Kerjasama PUMK kepada PUMK Collaboration Receivable to
Mitra Binaan setelah dikurangi Foster Partners net of
penyisihan kerugian penurunan allowance for impairment
nilai - 28.021 28.021 losses
Piutang Kerjasama PUMK PUMK Collaboration Receivable
kepada PT Bank Rakyat to PT Bank Rakyat
Indonesia Tbk. (“BRI”) - 2.098 2.098 Indonesia Tbk. (“BRI”)
Pinjaman Bermasalah Troubled Loan
setelah dikurangi penyisihan net of allowance
penurunan nilai - - - impairment losses
JUMLAH ASET - 321.048 321.048 TOTAL ASSETS
22
Page 605
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
13. REKLASIFIKASI AKUN LAPORAN KEUANGAN 13. RECLASSIFICATION OF FINANCIAL
(lanjutan) STATEMENT ACCOUNTS (continued)
31 Desember 2024
Sebelum Reklasifikasi/ Reklasifikasi/ Setelah Reklasifikasi
Before Reclassification Reclassification After Reklasifikasi
TANPA PEMBATASAN DARI WITHOUT RESTRICTIONS
PEMBERI SUMBER DAYA FROM RESOURCE PROVIDER
PENDAPATAN REVENUES
Pendapatan Jasa Administrasi Loan Administration Service
Pinjaman 2.847 (119) 2.728 Income
Pendapatan Jasa Administrasi Loan Administration Service
Pinjaman Kerjasama BRI - 119 119 Income from BRI Collaboration
Interest Income from
Pendapatan Jasa Giro 3.359 - 3.359 Current Accounts
Pendapatan Lain - lain 4 - 4 Other Income
JUMLAH PENDAPATAN 6.210 - 6.210 TOTAL REVENUES
PENDAPATAN/(BEBAN) LAIN-LAIN OTHER INCOME/(EXPENSES)
Kerugian/(Pemulihan) Penyisihan (Allowance)/Recovery for
Nilai Pinjaman (2.702) 2.702 - Impairment of Loan
Kerugian Penyisihan Allowance for
Nilai Pinjaman kepada Impairment of Loan
Mitra Binaan - bersih - (10.008) (10.008) to Foster Partners - net
Pemulihan Penyisihan Recovery for Impairment
Nilai Pinjaman Bermasalah - 7.306 7.306 of Troubled Loan
Kerugian Penyisihan Piutang Allowance for Impairment of PUMK
Kerjasama PUMK Collaboration Receivable
kepada BRI - - - to BRI
Beban Lainnya (558) - (558) Other Expenses
JUMLAH PENDAPATAN/ TOTAL OTHER INCOME/
(BEBAN) LAIN-LAIN (3.260) - (3.260) (EXPENSES)
KENAIKAN ASET NETO TANPA INCREASE IN NET ASSETS
PEMBATASAN DARI PEMBERI WITHOUT RESTRICTIONS
SUMBER DAYA 2.950 - 2.950 FROM RESOURCE PROVIDER
TOTAL PENGHASILAN TOTAL COMPREHENSIVE
KOMPREHENSIF 2.950 - 2.950 INCOME
ASET NETO TANPA NET ASSETS WITHOUT
PEMBATASAN DARI RESTRICTION FROM
PEMBERI SUMBER DAYA RESOURCE PROVIDER
PADA AWAL TAHUN 317.431 - 317.431 IN THE BEGINNING PERIOD
ASET NETO TANPA NET ASSETS WITHOUT
PEMBATASAN DARI RESTRICTION FROM
PEMBERI SUMBER DAYA RESOURCE PROVIDER
PADA AKHIR TAHUN 320.381 - 320.381 IN THE END PERIOD
23
Page 606
The original financial statements included herein are in Indonesian
language.
PROGRAM PENDANAAN USAHA MIKRO DAN PROGRAM PENDANAAN USAHA MIKRO DAN
USAHA KECIL USAHA KECIL
PERUSAHAAN PERSEROAN (PERSERO) PERUSAHAAN PERSEROAN (PERSERO)
PT TELEKOMUNIKASI INDONESIA Tbk. PT TELEKOMUNIKASI INDONESIA Tbk.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 dan Tahun yang Berakhir As of December 31, 2025 and
pada Tanggal Tersebut For the Year Ended
(Disajikan dalam Jutaan Rupiah) (Expressed in Millions of Rupiah)
13. REKLASIFIKASI AKUN LAPORAN KEUANGAN 13. RECLASSIFICATION OF FINANCIAL
(lanjutan) STATEMENT ACCOUNTS (continued)
Beberapa akun dalam laporan arus kas untuk tahun Certain accounts in the statement of cash flows for
yang berakhir pada tanggal 31 Desember 2024 telah the year ended December 31, 2024, have been
direklasifikasi sehingga sesuai dengan penyajian reclassified to conform to the presentation of the
laporan keuangan pada tanggal 31 Desember 2025 financial statements as of December 31, 2025, and
dan untuk tahun yang berakhir pada tanggal for the year then ended. A summary of these
tersebut. Ringkasan dari akun-akun tersebut adalah accounts is as follows:
sebagai berikut:
31 Desember 2024
Sebelum Reklasifikasi/ Reklasifikasi/ Setelah Reklasifikasi
Before Reclassification Reclassification After Reklasifikasi
AKTIVITAS OPERASI OPERATING ACTIVITIES
Pengembalian Pinjaman Loan Repayments from
dari Mitra Binaan 86.538 (7.306) 79.232 Foster Partners
Pengembalian Pinjaman Repayments from
Bermasalah - 7.306 7.306 Troubled Loan
Penerimaan Jasa Administrasi Receipt from
Pinjaman 2.694 - 2.694 Loan Administration Service
Interest Income from
Penerimaan Jasa Giro 3.359 - 3.359 Current Accounts
Penyetoran dana PUMK PUMK funds transferred
Kepada BRI (10.000) - (10.000) to BRI
Pembayaran Utang (5) - (5) Payable Payment
Pengembalian Kelebihan Angsuran Refund of Overpayment
Ke Mitra Binaan (68) - (68) Installment to Foster Partners
KAS NETO DITERIMA DARI/ NET CASH FLOWS
(DIGUNAKAN UNTUK) PROVIDED BY/(USED FOR)
DARI AKTIVITAS OPERASI 82.518 - 82.518 BY OPERATING ACTIVITIES
KENAIKAN/(PENURUNAN) INCREASE/(DECREASE)
KAS DI BANK 82.518 - 82.518 CASH IN BANKS
KAS DI BANK PADA CASH IN BANKS
AWAL PERIODE 172.397 - 172.397 AT BEGINNING OF PERIOD
KAS DI BANK PADA CASH IN BANKS
AKHIR PERIODE 254.915 - 254.915 AT END OF PERIOD
24
Page 607
This page is intentionally left blank.
Page 608
Annual Report 2025 Feedback Form
PT Telkom Indonesia (Persero) Tbk
Thank you for your willingness to read this 2024 Annual Report. As part of an effort to perfect the contents of the following year’s reporting. we look forward to
hearing from you by answering the questions below.
QUESTION
1. In your opinion, this Annual Report has provided useful information regarding various activities carried out by PT Telkom Indonesia (Persero) Tbk.
SA A OTA D SD
2. In your opinion, the material in this report including the data and information presented is easy to understand and understand.
SA A OTA D SD
3. In your opinion, the material in this report including the data and information presented is quite complete, covering all sustainability issues.
SA A OTA D SD
4. In your opinion, the material in this report including the data and information presented is reliable for decision-making.
SA A OTA D SD
Remarks
SA: Strongly Agree A: Agree OTA: On The Average D: Disagree SD: Strongly Disagree
5. In your opinion, what information has been submitted in this report and is felt to be useful?
a. ....................................................................................................
b. ....................................................................................................
c. ....................................................................................................
6. In your opinion, what information has been conveyed in this report and is felt to be of little use?
a. ....................................................................................................
b. ....................................................................................................
c. ....................................................................................................
7. In your opinion, what about the display of this report both from the contents, design and layout as well as photos included?
a. ....................................................................................................
b. ....................................................................................................
c. ....................................................................................................
8. In your opinion, what information is felt to be lacking and must be completed in the upcoming Annual Report?
a. ....................................................................................................
b. ....................................................................................................
c. ....................................................................................................
YOUR PROFILE
Full name :.....................................
Age and Gender : . . . . . . . . . . .Yo. M / F (cross the unnecessary ones)
Institution / Company :.....................................
Type of Institution / Company : Government Industry Media
NGO Public Etc
Returning forms and other matters related to the 2025 Annual Report can be submitted to:
Corporate Secretary
The Telkom Hub, Telkom Landmark Tower 36th Floor
Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia
Phone : 022-4527117
E-mail : investor@telkom.co.id
Facebook : TelkomIndonesia
Instagram : telkomindonesia
Twitter/X : @telkomindonesia
Website : www.telkom.co.id
606 ANNUAL REPORT 2025
Page 609
PT TELKOM INDONESIA (PERSERO) Tbk ANNUAL REPORT 2025 607
Page 610
PT Telkom Indonesia (Persero) Tbk Corporate Secretary The Telkom Hub, Telkom Landmark Tower 36th Floor Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia E-mail : investor@telkom.co.id Facebook : TelkomIndonesia Instagram : telkomindonesia Twitter/X : @telkomindonesia Website : www.telkom.co.id 608 ANNUAL REPORT 2025
Names mentioned 177 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.5 ×4
unresolved
org
Koperasi Desa Merah Putih
p.11
unresolved
org
PT Telkom Infrastruktur
p.11
unresolved
org
Telekomunikasi Indonesia Tbk
· Company Name
p.12 ×21
unresolved
org
Government of the Republic of Indonesia
p.12
unresolved
org
Pengaturan BUMN
p.12
unresolved
org
State-owned Limited
p.12
unresolved
person
Imas Fatimah
p.12
unresolved
org
Ministry of Justice
p.12
unresolved
org
Indonesia Stock Exchange
p.12 ×2
unresolved
org
PT Telekomunikasi Selular
p.15
unresolved
org
PT Telkom Data Ekosistem
p.15
unresolved
org
PT Telkom Satelit Indonesia
p.16 ×2
unresolved
org
PT Telekomunikasi Indonesia International
p.16 ×3
unresolved
org
PT Sigma Cipta Caraka
p.16
unresolved
org
PT Multimedia Nusantara
p.17
unresolved
org
PT Graha Sarana Duta
p.17 ×3
unresolved
org
PT Telkom Akses
p.17
unresolved
org
PT BRI
p.30
unresolved
org
PT Mandiri I
p.30
unresolved
org
Minister of SOEs Regulation No. PER-
p.40
unresolved
org
Enterprise
· Director
p.47
unresolved
—
Syailendra
· Director
p.52
unresolved
—
Basyir
· Director
p.52
unresolved
—
Veranita Supriadi
· Director
p.52
unresolved
—
Yosephine F.M. Venusiana R.
· Director
p.52 ×2
unresolved
org
PT Persada Sokka Tama
p.63
unresolved
org
Minister of Law and Human Rights
p.64
unresolved
org
Jasa Pengamanan Indonesia
p.68 ×2
unresolved
org
Milik Negara
p.68 ×2
unresolved
org
Telkom
49. Indonesia
p.69
unresolved
org
Minister of Communication Teknologi Bandung
p.70
unresolved
org
Ministry of Communication and Digital Affairs
p.70
unresolved
org
PT Media Pandu Bangsa
p.70
unresolved
org
PT Aneka Rupa Pangan
p.70
unresolved
org
Yayasan Pendidikan Kebangsaan Republik Indonesia
p.70
unresolved
org
PT Maybank Sekuritas Indonesia Work Experiences
p.70
unresolved
org
PT Permodalan Nasional Certifications
p.70
unresolved
org
Minister of Cooperatives and SME
p.70
unresolved
org
PT Permodalan Nasional Madani Venture Capital
p.70
unresolved
org
Minister of Cooperatives
p.70
unresolved
org
PT Bank BRI
p.70
unresolved
org
PT Peregrine Sewu Securities
p.70
unresolved
org
PT Nomura Indonesia
p.70
unresolved
org
PT Unilever
p.71 ×3
unresolved
org
Ministry of Villages
p.71
unresolved
org
Ministry of Energy and Mineral Resources
p.71
unresolved
org
Minister of Agrarian Affairs Agency
p.72
unresolved
org
Ministry of Finance and Spatial Planning
p.72
unresolved
org
Ministry of Finance
p.72 ×4
unresolved
org
PT Energi Mega Indonesia Persada
p.73
unresolved
org
Freedom Corp
p.73
unresolved
org
Minister of Immigration
p.73
unresolved
org
Ministry of Immigration
p.73
unresolved
org
Ministry of Law
p.73
unresolved
org
PT GE Power Solution Indonesia
p.73
unresolved
org
PT Barata Indonesia (Persero)
p.73
unresolved
org
PT Pindad (Persero)
p.73
unresolved
org
PT PAL Indonesia (Persero)
p.73
unresolved
org
PT Danantara Basis
p.74
unresolved
org
Bank Institute
p.74
unresolved
org
PT Prudential Syariah
p.74
unresolved
org
PT Astra
p.74
unresolved
org
Capital Market Legal International Tbk
p.74
unresolved
org
PT TBS
p.74
unresolved
org
Ikatan Energi Utama Tbk
p.74
unresolved
org
PT Combiphar
p.74
unresolved
org
Indofood Tbk
p.74 ×2
unresolved
org
PT Nusantara Green Energy Ikatan Akuntan Indonesia
p.74
unresolved
org
PT Oligo
p.74
unresolved
org
Minister of Research
p.74
unresolved
org
Minister of National Development
p.74
unresolved
org
Minister of Finance of Republic
p.74
unresolved
org
Minister of Finance
p.74 ×2
unresolved
org
PT Solusi Bangun Professional
p.75
unresolved
—
GAICD
· Director
p.76
unresolved
org
Ministry of Work Experiences
p.76
unresolved
org
Ministry of Communication and Information
p.76
unresolved
—
CDC
· Director
p.76
unresolved
org
Minister of State-Ministry of Finance
p.77
unresolved
org
PT INALUM
p.77
unresolved
org
MNC Tbk
p.77 ×6
unresolved
org
PT MNC Republic
p.77
unresolved
org
PT IDX Channel Agency
p.77
unresolved
org
PT Hikmat Capital Market
p.77
unresolved
org
PT MCI Professional
p.77
unresolved
org
MNC Investama Tbk
p.77 ×2
unresolved
org
PT Hikmat Makna
p.77
unresolved
org
Mediacom Tbk
p.77
unresolved
org
PT XL
p.80
unresolved
org
Axiata Tbk
p.80
unresolved
org
PT Hypernet Indonesia
p.80
unresolved
org
PT Indesso Primatama
p.80
unresolved
org
PT Telekomunikasi Indonesia Concurrent Positions
p.81
unresolved
org
PT Telkom Indonesia Professional
p.82
unresolved
org
PT MetraNet
p.82
unresolved
org
PT Telekomunikasi Indonesia Internasional
p.82
unresolved
org
PT Patra Telekomunikasi Indonesia Professional
p.82
unresolved
org
PT American Express Indonesia Professional
p.84
unresolved
org
Young Global Limited
p.461 ×2
unresolved
org
Purwanto Susanti
p.577
unresolved
person
Afriwandi. As
p.588
unresolved
org
PT Telkom
p.588
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.