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Transforming Business, Driving Sustainable Growth 2025 Sustainability Report
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About Theme
Transforming Business,
Driving Sustainable Growth
Sustainability Report 2025
Business transformation has become the main foundation for Telkom and
its Subsidiaries ("TelkomGroup") in driving sustainable growth. Through
sharpening business priorities and strengthening core capabilities by 2025,
TelkomGroup will not only be able to enhance competitiveness amidst industry
dynamics and sustainability challenges but also optimize opportunities from
the operational transition to low carbon that aligns with the achievement of
the company's strategic objectives. This transformation effort is supported by
technological innovation, operational excellence, and reliable services, thereby
not only strengthening business performance but also providing added value
for all stakeholders. In this way, TelkomGroup further strengthens its role in
building Indonesia's digital ecosystem, which serves as a key pillar of national
economic growth.
SUSTAINABILITY REPORT 2025 1
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Table of Contents
01. Introduction
03.
5 67 Save Our Planet
6 About the Sustainability Report 69 Climate Change and Energy Management
10 2025 Sustainability Performance Overview 69 Management Approach
12 Message from the President Commissioner 70 Low-Carbon Transition
14 Message from the President Director 83 Operational Resilience to Climate Change
18 2025 Sustainability Reporting Responsibilities 89 Resource Management
20 ESG Awards and Ratings in 2025 89 Management Approach
22 About Telkom 90 TelkomGroup's Waste Management Performance
22 Telkom’s Business Transformation 90 E-waste Management
24 Operational and Service Areas 93 Reducing Paper Use through Digitalization
26 Company Profile 95 Other Environmental Management
28 Purpose, Vision, Mission, and Corporate Values 95 Water Management
98 Biodiversity Conservation
102 Environmental Costs
103 Environmental Performance
02.
31 Sustainability at Telkom
32
34
Telkom Sustainability Journey
Sustainability Governance
34 Corporate Governance
04.
113 Empower Our People
41 Sustainability Governance Framework 115 Diversity, Equality, and Inclusion
115 Management Approach
51 Stakeholder Engagement
122 Inclusivity in TelkomGroup’s Recruitment Processes
52 Materiality Assessment
123 Diversity of TelkomGroup Employees
56 Managing Sustainability Risks and Opportunities
124 Compensation and Benefits
60 Sustainability Strategy
125 Talent Development
64 Support for the Sustainable Development Goals
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131 Inclusive Work Environment 200 Responsible Supply Chain
133 Employee Health and Safety 201 Mega Vendor Selection
133 Safe Work Environment 201 SMILE E-Procurement
139 Employee Welfare 202 Sustainable Procurement Process
142 Customer Experience 202 Local Parties Involvement
142 Management Approach
145 Responsible Product Innovation
146 Digital Inclusivity and Community Engagement
146 Management Approach
147 Digital Inclusivity
147 Community Empowerment
158 Strengthening the Digital Capacity of MSME
06.
163 Social Performance
205 Appendix
206 Appendix 1. Spotlight on Subsidiaries
210 Appendix 2. Greenhouse Gas (GHG)
Appendix 3. POJK 51/2017 and SEOJK 16/2021
220
Disclosure Index
05.
222 Appendix 4. GRI Disclosure Index
226 Appendix 5. SASB Disclosure Index
Appendix 6. Disclosure Index Based on IFRS S1 and S2/
230
177 Elevate Our Business PSPK 1 and 2
231 Appendix 7. GHG Emission Calculation Method
179 Regulatory Compliance
Appendix 8. GHG Emission Reduction Target-Setting
179 Management Approach 233
Methodology
181 Ethical Product Marketing
234 Appendix 9. Association Memberships
181 Fair Business Conduct
Appendix 10. External Assurance Statement of the
182 Equal Access to the Internet 237
Sustainability Report
183 Ethical Business Practices Appendix 11. Opinion on GHG Emission Verification
241
184 Management Approach Results
185 Media and Communication Ethics 243 Appendix 12. Feedback Form
185 Anticorruption and Bribery 245 Appendix 13. Glossary
191 Cybersecurity & Data Privacy
191 Management Approach
193 Data Protection Strategy
Data Use and Retention Policy to Protect
194
Customer Rights
196 Controlled Secondary Data Processing
197 Tackling Cyber Threats
SUSTAINABILITY REPORT 2025 3
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4
01. PT TELKOM INDONESIA (PERSERO) Tbk
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Introduction SUSTAINABILITY REPORT 2025 5
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
About the Sustainability Report
PT Telkom Indonesia (Persero) Tbk (“Telkom”) reaffirms its commitment to sustainability practices through the publication
of its annual Sustainability Report, released on May 12, 2026. This report presents information on Telkom’s environmental,
social, and governance (ESG) strategies, targets, and performance, covering Telkom and its 13 directly owned subsidiaries,
unless otherwise stated. [GRI 2-2, 2-3]
Figure 1. Scope of Sustainability Report Entities of PT Telkom Indonesia (Persero) Tbk
Scope of Reporting Entities
• PT Telkom Indonesia (Persero) Tbk • PT Telkom Infrastruktur Indonesia (“TIF”) • PT Infrastruktur Telekomunikasi Indonesia
(“Telkom”) • PT Telkom Data Ekosistem (“TDE” or (“Telkom Infra”)
• PT Telekomunikasi Selular (“Telkomsel”) “NeutraDC”) • PT Metra-Net (”Metra-Net”)
• PT Dayamitra Telekomunikasi Tbk • PT Telkom Satelit Indonesia (”Telkomsat”) • PT Telkom Akses (“Telkom Akses”)
(”Mitratel”) • PT Multimedia Nusantara (“Metra” or • PT PINS Indonesia (“PINS”)
• PT Telekomunikasi Indonesia “TelkomMetra”) • PT Sigma Cipta Caraka (”Sigma”)
International (“Telin”) • PT Graha Sarana Duta (“GSD” or “Telkom
Property”)
6 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
This Sustainability Report summarizes information for The disclosure of information in this report reflects the
the reporting period from 1 January 2025 - 31 December initial adoption of the Sustainability Disclosure Standards
2025, consistent with TelkomGroup’s consolidated Statement (PSPK) 1 and 2, to the extent relevant, which are
financial reporting period. In addition, it provides prepared in accordance with the International Financial
historical information covering the past three years (from Reporting Standards (IFRS) Sustainability Disclosure
1 January 2023 - 31 December 2025) to provide an insights Standards S1 and S2. In line with this adoption, in 2025,
of the development of TelkomGroup’s sustainability two categories were added to the SASB standards. have
performance. [GRI 2-3] been introduced as an additional reporting reference to
reflect TelkomGroup’s core business pillars, including
Readers are encouraged to review this report in conjunction the SASB Industry Standards for Telecommunication
with Telkom’s 2025 Annual Report and Telkom’s sustainability Services, IT & Software Services, and Internet Media &
webpage to gain a comprehensive understanding of Services Sustainability Accounting Standard (2023-12
sustainability practices across TelkomGroup. Version).
Reporting Standards
Restatement of Information
The preparation of this report refers to the Financial
Services Authority Regulation (POJK) No. 51/POJK.03/2017 [GRI 2-4]
regarding the Implementation of Sustainable Finance
for Financial Services Institutions, Issuers, and Public Certain information in this report has been restated
Companies (POJK 51), and OJK Circular Letter No. 16/ following internal verification processes. The restated
SEOJK.04/2021 on the Form and Content of Annual information data on waste, water, emissions and energy,
Reports of Issuers or Public Companies, as well as and employee recruitment with the following notes:
referring to the Global Reporting Initiative (GRI) 2021
standards,Sustainability Accounting Standards Board
(SASB), and the 17 United Nation Sustainable Development
Goals (UN SDGs).
Table 1. Restatement of Information Due to Methodology Adjustments and Data Verification
No Data Notes
1 Waste We adjusted the waste generation data collection methodology, thus restating the 2023 and 2024
data, which previously experienced:
• Underreporting for hazardous waste data for by 0.3% and >100%, respectively.
• Overreporting for non-hazardous waste data by 98%.
2 Water We adjusted the water withdrawal data collection methodology, resulting in a restatement of 2023
and 2024 data, which had previously experienced overreporting of 62% and 59%, respectively.
3 Emissions and energy Based on the results of external assurance of GHG emission data by an independent external party,
we adjusted the electricity data collection methodology, thus restating the Scope 2 emission data
and electricity consumption for 2023 and 2024, which were previously underreported by 2.5% and
2.7%, respectively.
4 Recruitment We carried out an internal review and verification process related to employee recruitment
data, resulting in the re-presentation of the 2024 data, which had previously experienced
overreporting of 25%.
SUSTAINABILITY REPORT 2025 7
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
In line with TelkomGroup's efforts to provide a more comprehensive performance overview, there is a restatement of
certain employment information due to the addition of data coverage compared to the previous reporting, with the
following notes:
Table 2. Restatement of Information Due to the Expansion of the Reporting Entity's Scope
No Data Notes
1 Employee turnover We expanded the scope of turnover data in this year's reporting to include all reporting entities,
resulting in the restatement of data for 2023 and 2024, which was previously experienced:
• Underreporting of 49% for 2023 data
• Overreporting of 35% for 2024 data
2 Return to work Return to work data for 2023 and 2024, as reported in the 2024 report, were underreported by 17%
and 31%, respectively, compared to the data reported in 2025. This resulted from an expanded
reporting scope, including the addition of data from 10 subsidiaries. As a result, adjustments were
made to the return-to-work and retention rates.
3 OHS training We expanded the scope of occupational health and safety (OHS) training data to include 8
subsidiaries; therefore, the 2023 and 2024 figures have been restated, as they were previously
underreported by >100%, respectively.
External Assurance
[GRI 2-5]
External assurance for the 2025 Sustainability Report is conducted by an independent external party, TÜV Rheinland
Indonesia, with a scope covering compliance with the GRI 2021 Standards. The results of the external assurance are
presented in Appendix 10 of this report.
The selection of TÜV Rheinland Indonesia as the independent verifier was based on considerations of expertise,
reputation, and the absence of any potential conflict of interest or business relationship with Telkom. The delegation of
the selection of the independent third-party verifier was assigned by management to the Sustainability Function Unit, in
accordance with applicable procurement regulations.
Forward-Looking Statements
This report contains forward-looking statements, including targets, forecasts, estimates, or future projections.
The statements are based on assumptions and information available at the time of preparation of reports. Telkom
acknowledges that such statements contain risks and uncertainties that may be beyond the company's control; therefore,
actual results may differ from those expressed or implied in the forward-looking statements. As such, there is no guarantee
that all such statements can be fulfilled in their entirety. Readers are advised to exercise caution in interpreting forward-
looking statements contained in this report and bear full responsibility for any decisions made based on the information
presented.
Additional Information
All monetary references are presented in Indonesian Rupiah (Rp), unless otherwise stated. The terms "Telkom" and “the
Company” in this report refer to the parent entity, while the term "Telkom and its Subsidiaries" or "TelkomGroup" refers
collectively to the parent company, its subsidiaries, and affiliated entities. However, the use of the term "Telkom" does not
eliminate subsidiaries and affiliates from the scope of the content and discussion of the report.
8 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
Reports Related Contacts
[GRI 2-3]
We welcome any feedback and suggestions that may contribute to the improvement of our future reports. Please contact:
Sustainability Function Unit
PT Telkom Indonesia (Persero) Tbk
The Telkom Hub, Telkom Landmark Tower, 39th Floor
Jl. Jend Gatot Subroto Kav. 52, Jakarta, Indonesia, 12710
Email : sustainability@telkom.co.id
We express our gratitude for the feedback on the 2024 Sustainability Report from stakeholders. Telkom management
has received feedback regarding opportunities to improve sustainability performance from rating agencies as well
as regulators and we have followed this in this Sustainability Report. In the 2025 Sustainability Report, Telkom aims
to continue improving the management of Environmental, Social, and Governance (ESG) aspects and sustainability
performance. [OJK G.3]
SUSTAINABILITY REPORT 2025 9
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
2025 Sustainability
Performance Overview
[OJK B.1, B.2, B.3]
Economic Environmental
Performance Performance – Save
Our Planet
Rp
146,742 billion
Operating Income
12.1%
Net Income Margin 44% Creating a
TelkomGroup
Reduction in
Rp
17,814 billion TelkomGroup Scope 1 decarbonization
roadmap towards
Net Profit emissions compared
56.9% to the 2023 base year net zero emissions
by 2060
Total procurement
allocated to local
Rp
19.5 trillion suppliers
Spending on
Local Suppliers 1 177,915 bottles
GSD building certified Weighing 3.3 tons
Excellence in Design processed through
for Greater Efficiencies Reverse Vending
(EDGE) by the Machines within
International Finance Telkom environments
Corporation (IFC) and
Green Building Council
Indonesia (GBCI)
73%
Of fiber optic cable
waste diverted
from final
24% disposal
Reduction in total
waste generation of
TelkomGroup
10 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
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-
Social Performance – Bribery Management System (SMAP), with one
Empower Our People Subsidiary currently in the certification process
31.7% 21% 100% 0
Managerial positions in Compliance rate with Critical data
Employees in
TelkomGroup are held applicable regulations, breach incidents
TelkomGroup are female
by female with no proven
major violations
100%
106 employees 63 classified as
excellent* Participation of
99.4
(or equivalent to 0.5% )
Achieved a Net % Telkom's Board
Of employees of Directors and
Promoter Score (NPS) of TelkomGroup
with disabilities employees in anti-
for TelkomGroup, an employees
are empowered in corruption training and
increase of +5 points successfully completed
the TelkomGroup awareness programs.
compared to 2024 cybersecurity training
environment
Rp
169 billion >97%
Invested in community Of Indonesia’s population
empowerment through Advancing digital
CSR programs at Telkom inclusivity with network
coverage reaching
more than 97%
* Based on Bain and Company category
SUSTAINABILITY
SUSTAINABILITY REPORT
REPORT 2025
2025 11
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
Message from the
President Commissioner
"
We appreciate
TelkomGroup's consistency
in implementing its
sustainability strategy,
as reflected in its
performance achievements
and external recognition
related to environmental,
Angga Raka social, and governance
Prabowo aspects.
President
Commissioner
Esteemed stakeholders,
We begin by expressing gratitude to
the Almighty God, as in 2025 PT Telkom
Indonesia (Persero) Tbk (“Telkom”) has been
able to maintain solid performance while
further strengthening the foundation for
sustainable business growth. The year
2025 was marked by challenges across
various aspects, including macroeconomic
conditions, competition, technological
developments, and sustainability issues.
Amid the increasing sustainability
challenges and opportunities faced by the
telecommunications industry, Telkom has
continued to undertake its best efforts
to enhance operational and financial
performance, creating positive impacts
and delivering sustainable value for all
stakeholders.
12 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
Throughout 2025, we assess that the Board of Directors As part of the efforts to enhance the quality of
has taken concrete steps to strengthen sustainability corporate management, we recognize that Telkom
strategies and initiatives within the TelkomGroup must continue to mitigate global risks and challenges
environment, which is reflected in, among other things, that have the potential to disrupt TelkomGroup’s
the leadership of the Board of Directors supported by all business and service operations. These risks include
Subsidiaries in strengthening and aligning sustainability cybersecurity threats, extreme weather events,
strategies and initiatives within the TelkomGroup and climate change–related disasters, as well as
environment. In 2025, Telkom has established the the need to continuously strengthen the quality
TelkomGroup 2030 sustainability strategy and targets as of human capital in line with the company’s digital
a roadmap to refine and orchestrate corporate steps in transformation. The development of products
the environmental, social, and governance fields. and the equitable delivery of telecommunication
services through technology and innovation must
The year 2025 has also represented a significant be pursued by prioritizing usefulness, responsibility,
milestone in reaffirming Telkom's strong commitment and inclusivity, while also considering investment
to improving the quality and credibility of sustainability value and affordability. This balanced approach is
performance disclosures presented in this report. Telkom essential for Telkom to sustain its long-term business
has consistently undertaken external assurances for the resilience and value creation.
TelkomGroup 2025 Sustainability Report, conducted by In addressing these challenges, a strong governance
an independent external party, TÜV Rheinland Indonesia. foundation is indispensable. Robust governance
ensures that every strategic and operational initiative
We appreciate TelkomGroup’s ongoing improvements in not only drives business growth but also contributes
sustainability performance, reflected in the numerous to long-term sustainable value creation for all
awards and achievements across environmental, TelkomGroup stakeholders. Strengthening governance
social, and governance (ESG) dimensions. These consequently requires consistent enforcement of
recognitions include being named the winner of the discipline, including the application of rewards and
ESG Sustainability Ratings 2025 by CNBC Indonesia; sanctions, the reinforcement of integrity and ethical
receiving the Distinction Award in ESG Risk Mitigation conduct, and the cultivation of a corporate culture that
at the 2025 ESG Awards; earning an appreciation award supports sound governance practices.
in the Infrastructure Sector category at the IDX Channel
Finally, on behalf of the Board of Commissioners, I
ESG 2025 Awards; being awarded Silver Winner in the
would like to express our sincere appreciation for the
Relations to Local Communities category at the Asia ESG
support provided in advancing sustainability practices
Positive Impact Awards 2025 by the Asia ESG Positive
across TelkomGroup. We look forward to strengthening
Impact Consortium; and receiving the Dream Workplace
collaboration and synergy with all stakeholders to
for Learning 2025 award from the MarkPlus Institute
sustain our partnerships and jointly realize a sustainable
and Marketeers. In 2025, Telkom also succeeded in
future. We would also like to extend our gratitude to the
improving its Sustainalytics ESG Rating from 25.6 to
Board of Directors, business partners, and all Telkom
24.5 (Medium Risk), achieving an ACGS governance
stakeholders for their valuable contributions in driving
score of 101.98 (Leadership in Corporate Governance),
sustainable growth.
and obtaining a B rating from the CDP (Carbon Disclosure
Project) which specifically assesses Telkom's readiness
regarding climate change. These achievements further
reinforce Telkom’s commitment and consistency
in advancing sustainability performance. Beyond
Jakarta, May 12, 2026
pursuing higher ratings and awards, Telkom remains
focused on strengthening the quality of its corporate
governance and management practices, thereby
generating meaningful and lasting impacts across all
sustainability aspects.
Angga Raka Prabowo
President Commissioner
SUSTAINABILITY REPORT 2025 13
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
Message from the
President Director
[OJK D.1]
Dian
Siswarini
President Director
14 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
"
2025 represented a new milestone for Telkom in accelerating
sustainability transformation through the implementation of
various ESG-related actions and the establishment of a Climate
Transition Plan.
Esteemed stakeholders,
The telecommunications and digital industry The Save Our Planet pillar reflects Telkom's
is currently facing increasingly dynamic global commitment to reducing the environmental impact
development, including the accelerated adoption of business operations, particularly in areas that
of digital technologies, increasingly complex have a significant impact, such as emissions and
governance demands, and the increasingly real waste. In 2025, TelkomGroup consistently measured
impact of climate change. Amid this dynamic, Telkom Greenhouse Gas (GHG) emissions across scopes 1, 2,
remains committed to ensuring the sustainability of and 3, with verification conducted by independent
business growth and the relevance of its business parties. The total GHG emissions of TelkomGroup
model, as well as sustainable value creation for all scopes 1, 2, and 3 are 4,153,661.3 tCO2e, with 52% of
stakeholders. emissions coming from scope 2 (indirect) emissions.
In addition, TelkomGroup Managed to reduce total
Telkom's commitment is manifested in the strategic waste generation by around 24%, and diverted 166.9
steps taken in 2025, where Telkom has managed tons of fiber optic cable waste, equivalent to 73%
to achieve various important milestones in the of final disposal. TelkomGroup has also undertaken
company's sustainability journey. For the first initiatives to conserve biodiversity and increase
time, Telkom established TelkomGroup's Climate the carrying capacity of the ecosystem, including
Transition Plan that guides the transition to low- through mangrove planting and revegetation, as well
carbon operations. In addition, we also consistently as coral reef transplantation.
verify the 2025 Sustainability Report, which has been
declared compliant with AA1000AP and AA1000ASv3 The Empower Our People pillar underscores
standards and prepared in accordance with the GRI TelkomGroup’s dedication to empowering employees,
2021 reporting requirements. customers, and the wider community through the
creation of an inclusive digital ecosystem that serves
Our efforts to strengthen sustainability practices as a foundation for capability development and
aligned with the Sustainable Development Goals sustainable innovation. In 2025, female employees
agenda have resulted in ESG Ratings from several occupied 21% of managerial positions, supported by
rating agencies, including an ESG Sustainalytics an inclusive work environment that fosters gender
score of 24.5 (Medium Risk), an ACGS governance equality. In terms of digital skills development, the
score of 101.98 (Leadership in Corporate Governance), Digital Talent program has successfully produced
and a B predicate from CDP (Carbon Disclosure 20.2% of Telkom’s digital talent through various
Project) for the climate category. Furthermore, training initiatives. Occupational safety remains a
Telkom's sustainability achievements, supported top priority, reflected in the absence of employee
through the GoZero% strategy and program, are also fatalities due to work accidents throughout the
reflected in three main sustainability pillars. year. From the customer perspective, TelkomGroup
continues to enhance service quality by placing
SUSTAINABILITY REPORT 2025 15
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
customers at the center, as evidenced by a five point respectful work culture. In terms of data security, there
increase in Net Promoter Score (NPS) to 63, classified have been no critical data leaks, and all forms of data
as Excellent by Bain & Company. This achievement is processing have been carried out in accordance with the
driven by improved service quality and more effective policy. This achievement affirms Telkom's commitment in
promotional strategies. On the social front, Telkom is terms of governance to continue to build trust, encourage
committed to empowering Micro and Small Enterprises innovation and grow with Indonesia towards a sustainable
(MSEs) through the Go Modern, Go Digital, Go Online, digital future.
and Go Global programs, with 12.6% of supported MSEs
successfully upgrading—marked by increased turnover, Telkom continues to proactively identify and manage
workforce expansion, and asset growth. sustainability risks that may impact the company, while
also driving innovation to unlock and optimize new
The Elevate Our Business pillar reflects Telkom’s strategic sustainability opportunities. The integration
commitment to ethical and responsible business practices, of sustainability across all business lines is gradually
particularly in the area of data protection amid increasing carried out in line with the strengthening of the company's
cybersecurity threats. In 2025, Telkom established the foundation. This fundamental step is also complemented
Legal & Compliance Directorate for the first time and by the synergy of sustainability initiatives within
appointed a Director of Legal & Compliance as part of TelkomGroup to ensure the achievement of TelkomGroup's
strengthening its governance structure to support the 2030 sustainability targets and net zero emissions by
achievement of TelkomGroup’s strategic objectives. In 2060.
line with the strengthening of the governance structure,
throughout the year, Telkom maintained compliance with We extend our appreciation to all stakeholders for their
applicable laws and regulations, took firm action against support in the implementation of sustainability practices.
any legal violations within TelkomGroup, cooperated With this collective commitment, Telkom is confident in its
fully with legal processes, and implemented preventive ability to innovate amidst challenges and opportunities in
measures aimed at achieving 100% compliance. All the digital era, enabling the company to grow sustainably
complaints received from the whistleblowing system have and remain the Digital Telco of choice for the public.
been duly followed up, reinforcing Telkom’s ethical and
Jakarta, May 12, 2026
Dian Siswarini
President Director
16 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About President Director Reporting Responsibilities Ratings in 2025 Telkom SUSTAINABILITY REPORT 2025 17
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
STATEMENT OF THE MEMBERS OF THE BOARD OF COMMISSIONERS
ON RESPONSIBILITY FOR THE 2025 SUSTAINABILITY REPORT OF
PT TELKOM INDONESIA (PERSERO) Tbk
We, the undersigned, declare that the Board of Commissioners has examined and approved the Sustainability Report
of PT Telkom Indonesia (Persero) Tbk for 2025, and declare that all information in the Sustainability Report has been
fully loaded, and we are fully responsible for the correctness of the content of the company's Sustainability 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
18 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
STATEMENT OF THE MEMBERS OF THE BOARD OF DIRECTORS
ON RESPONSIBILITY FOR THE 2025 SUSTAINABILITY REPORT OF
PT TELKOM INDONESIA (PERSERO) Tbk
We, the undersigned, declare that the Board of Directors has examined and approved the Sustainability Report of
PT Telkom Indonesia (Persero) Tbk for 2025, and declare that all information in the Sustainability Report has been
fully loaded, and we are fully responsible for the correctness of the content of the company's Sustainability 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 Business Director of IT Digital Direktur Wholesale &
Development & Portfolio International Service
Willy Saelan Andy Kelana
Director of Human Director of Legal &
Capital Management Compliance
SUSTAINABILITY REPORT 2025 19
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01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
ESG Awards and Ratings in 2025
January February
Februari April
ESG Sustainability Ratings 2025 award by Indonesia Digital Sustainability Awards • Top LinkedIn Companies 2025
CNBC Indonesia 2025 by Plus Idea Komunika and JakTV for the fourth year in a row
• Best Corporate Emission Reduction
Transparency Awards 2025
by Investortrust
May June July
The Dream Workplace for Learning 2025 • The Telecommunication Issuer • Indonesia Best Workplace Awards
for the Telecommunications category, by Award by Bisnis Indonesia Group 2025 by Warta Ekonomi Group
MarkPlus Institute and Marketeers • Corporate Governance Award • Best Investor Pension Fund by
in Data Protection for Telin by KEHATI
Enterprise Asia • Anugerah ESG 2025 for the
• TOP CSR Awards 2025 and TOP Infrastructure Sector Key Category
Leader on CSR Commitment 2025 by IDX Channel
for Finnet by Top Business Magazine • BUMN Awards 2025 by Investortrust
August September October
• Excellence Performance Award: • Katadata Green Initiative Awards • 1st place in the 2025 Lestari
Excellence in Health Insurance (KGIA) 2025 in the Future-Ready Awards for the Relations to Local
Infrastructure for Admedika by Green Data Center category for TDE Communities category was given by
BUMN Track by Katadata KG Media
• Anugerah Ekonomi Hijau for • TOP GRC Awards 2025 #4 Star and • Distinction Award in ESG Risk
the Renewable Energy-based The Most Committed GRC Leader Mitigation by Investortrust
Telecommunication Infrastructure 2025 for TelkoMedika were given by • World's 500 Best Employers 2025
Innovation category by Detikcom Top Business Magazine by Forbes
• Best State-Owned Enterprises (Big • The Top Corporate Impact Award
Cap) by the Indonesian Institute for 2025 in the SME Empowerment
Corporate Directorship (IICD) category was given by Infobrand.id
• 5-STAR Award for Telkom Access by
Top Business Magazine
• CSR Awards 2025-Impact
Excellence Award by Investortrust
20 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
November December
• IDX Channel Indonesia Innovation Award 2025 • Best Company of The Year 2025 for Infomedia given by Frost
by IDX Channel & Sullivan in the Customer Experience Management (CXM)
• The ESG Initiative Awards 2025 for the Diamond Predicate category
(Best Climate Adaptation & Resilience Initiative Category and • Best Emission Reduction and Best Innovative Conservation
Best ESG Governance & Risk Management Practice) and the by Investing on Climate
Gold Predicate (Best Community Empowerment Initiative • Sustainable Brand Leader for the Eco Action Campaign
Category) were awarded by Sustain Life. category given by Pikiran Rakyat Media Network (PRMN)
• The Detikcom Awards 2025 for the Indonesian Digital • Impact in Good Governance & ESG Practice Appreciation
Connectivity Pillar category were given by Detikcom by Kumparan
• Indonesia Corporate Sustainability Championship (ICCS) • Green Leadership & Corporate Governance Transformation
2025 for the Community Involvement Development category Award by CNBC Indonesia
in the health sector by the Ministry of SOEs
• Excellent Mom in Digital Transformation and Regional
• The Indonesia Quality, Health and Safety Environment Connectivity Leadership by MetroTV
(IQSA) Award was given by Business Asia
• Best Risk Management Practice for Mitratel was awarded by
• The Silver Winner for the Relations with Local Communities CNBC Indonesia
Large Companies award category was given by KG Media
• Investing on Climate by Editor's Choice
ESG Rating in 2025
27.1
A A
BBB
25.6
24.5
Average Telkom is a constituent of the
* Lower risk values indicate
Medium risk IDX LQ45 Low Carbon Index and
better performance
the IDX ESG Leader Index
2023 2024 2025 2023 2024 2025
Indonesia Stock Exchange (IDX)
Sustainalytics Morgan Stanley Capital
International (MSCI)
B Climate Change Level 5 Level 5
Level 4
C Water Leadership in Corporate
Governance
2024 2025 2023 2024 2025
Carbon Disclosure ASEAN Corporate Governance
Project (CDP) (ACGS)
Complete information on ESG awards and ratings within TelkomGroup is available on the Telkom Profile page and
Performance and Sustainability Rating.
SUSTAINABILITY REPORT 2025 21
Page 24
01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
About Telkom
Telkom is a State-Owned Enterprise (SOE) engaged in information and communication technology (ICT) services and
digital telecommunications in Indonesia. Since its establishment in 1991, Telkom has provided a wide range of digital
services for individual and corporate customers.
As the largest telecommunications company in Indonesia, Telkom has 45 Subsidiaries with direct and indirect ownership
and ownership percentage of more than 50%, so that its Financial Statements are consolidated with Telkom as a parent.
In addition, Telkom has 9 non-consolidated subsidiaries (affiliates). Detailed information on the corporate structure and
subsidiary profiles is presented in Telkom’s 2025 Annual Report.
Telkom’s Business Transformation
[OJK C.6]
In 2025, Telkom undertook a landmark initiative by establishing a structural transformation into a strategic holding
focused on long-term value creation. This transformation is intended to simplify portfolios, strengthen governance, and
reorganize the company to enable faster, more precise, and measurable portfolio execution.
22 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
Figure 2. TLKM Transformation Pillars 30
OPERATIONAL & SERVICE EXCELLENCE
STREAMLINING
Reforming corporate culture and governance
Consolidate overlapping business units and
Prudent capital allocation for both Capex and divest non-core business
Opex deployment to improve efficiency
• Refocus time, effort, and
High-yielding product offerings resources back to our core strength
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 (ii)
assets Total Shareholders' Return
Establish strategic partnership to crystallize Pivot from legacy telco to digital telco
embedded value
As the basis for transformation, Telkom has set four main pillars within its TLKM agenda. The operaTional and service
excellence pillar focuses on corporate culture reform, governance alignment, and improving the effectiveness of capital
and operational expenditures. The streamLining pillar is geared towards simplifying the business structure so that
resources can be fully allocated to strengthen the company's key competencies. The unlocK value pillar encourages the
monetization of high-value infrastructure assets such as data centers, towers, and fiber networks through strategic
partnerships that can generate optimal added value. Meanwhile, the Modus-operandi shift pillar emphasizes Telkom's
transformation from an operating company to a strategic holding that acts as a strategy director, capital manager, and
value creation engine at the group level.
TelkomGroup its business into five main portfolios: B2C Business, B2B Infrastructure, B2B International, B2B IT Services,
and other entities for effective services. Through this transformation, Telkom is strategically moving into a new growth
phase, positioning itself as a more agile, competitive, and value-driven organization for all stakeholders.
Figure 3. TelkomGroup Products and Services [OJK C.4] [GRI 2-6]
Telkom Strategic Holding
B2C Business B2B Infrastructure B2B B2B IT Services Other
International
• Mobile • Tower • Fiber • International • System Integration, • The other Entities (40+)
• Fixed Broadband • ServeCo • Satellite Connectivity IT Service, Others
• Data Center
Provides a scalable Serves as digital Expands Connects disparate Currently undergoing
customer base and infrastructure provider TelkomGroup’s software applications, streamlining to
network reach to consisting of: Data global footprint systems, & data sources optimize resources
enable cross-selling Centers, Towers, through subsea into a single, cohesive IT and ecosystem
opportunities, driving Backbone Fiber, Satellites cable networks, environment to improve collaboration, ensuring
customer loyalty and and ServeCo. international efficiency, reduce stronger alignment and
revenue growth. connectivity, and data silos, & meet operational efficiency.
wholesale services. business objectives.
SUSTAINABILITY REPORT 2025 23
Page 26
01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
Operational and Service Areas
[OJK C.3] [GRI 2-1, 2-6]
Figure 4. TelkomGroup's Operational and Service Areas
Merah Putih
(1080E) Merah Putih-2
(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
TelkomGroup operates across Indonesia and internationally to strengthen its position as a competitive digital
telecommunications service provider. Its international arm, Telin, operates services reaching 35 countries, with
operational offices spread across 15 countries in Asia, Australia, Europe, and America. The existence of these offices
expands the range of services while strengthening strategic cooperation in the international market. With an extensive
operational network across regions and remote areas, we continue to encourage equitable digital access and ensure that
global standard services are accessible to people in various regions.
24 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
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
Poin of Presence (POP)
Global Office
5 Telkom Regional Offices 35 Data Center
31 Telecommunications areas • 5 data centers overseas (3 TDE Singapore, 2 Telin Hong Kong
and Timor-Leste)
10 Global Offices in Indonesia, Singapore, Malaysia, Timor-
Leste, Hong Kong, Taiwan, Myanmar, Saudi Arabia, Australia • 26 data center neuCentrlX (domestic)
and the 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
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 Tower • 99,647 Managed Access Point
• Merah Putih Satellite (5.4 Gbps) • 4,472 tower Telkomsel • 48,405 ONT Premium
• Telkom 3S (4.4 Gbps) • 40,230 tower Mitratel
SUSTAINABILITY REPORT 2025 25
Page 28
01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
Company Profile
[OJK C.2, C-3] [GRI 2-1, 2-6, 2-7]
Name
PT Telkom Indonesia (Persero) Tbk
Status Business Field
Public Company (Tbk) Information and Communication Technology
(ICT) services and telecommunication
networks
Year of Establishment Head Office Address
• November 19, 1991 Jalan Japati No. 1 Bandung
Stock Code Share Ownership
• TLKM – Indonesia Stock Exchange (IDX) • Government
• TLK – New York Stock Exchange (NYSE) • PT Danantara Asset Management 52.09%
• BUMN Regulatory Agency 0.00%
• Public 47.91%
26 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
Financial Position as of December 31, 2025 Number of TelkomGroup Employees
(consolidated):
Total employees 21,151
Assets:
IDR
287,759 billion
31
.70
%
%
Liabilities:
68.30
IDR
137,222 billion
Equity:
IDR
150,537 billion
Male Employees Female Employees
SUSTAINABILITY REPORT 2025 27
Page 30
01 Introduction About the
Sustainability Report
2025 Sustainability
Performance Overview
Message from the
President Commissioner
Purpose, Vision, Mission, and
Corporate Values
[OJK C.1]
PURPOSE
To foster a more
prosperous and
competitive nation while
delivering the best added
value to stakeholders
Vision Mission
To become the • To accelerate the
digital telco development of
of choice for sustainable, cost-
efficient, and accessible
advancing society digital infrastructure and
smart platforms for all
communities.
• To develop leading digital
talent that drives national
digital capabilities and
adoption.
• To orchestrate a digital
ecosystem that delivers
the best customer digital
experience.
28 PT TELKOM INDONESIA (PERSERO) Tbk
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Message from the 2025 Sustainability ESG Awards and About
President Director Reporting Responsibilities Ratings in 2025 Telkom
Value
Bravery The courage to carry out execution
to achieve the best results with the
willingness to take measured risks
for the benefit of the company
Integrity Hold firmly to ethical principles,
values, norms, and applicable
regulations, honestly, without
committing fraud that could harm
the company
Service A commitment to always provide
Excellence the best service for all stakeholders,
with full responsibility for the results
without making excuses
Agility The ability to act quickly, accurately,
effectively, and efficiently without
adding bureaucracy, and always
being solution-oriented and
innovative in facing changes
SUSTAINABILITY REPORT 2025 29
Page 32
02. 30 PT TELKOM INDONESIA (PERSERO) Tbk
Page 33
Sustainability at Telkom SUSTAINABILITY REPORT 2025 31
Page 34
02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Telkom Sustainability Journey
Figure 5. Telkom Sustainability Milestones
<2021
Embedding Social and Environmental Responsibility
2006 2013 2014
Social and Environmental Responsibility (CSR) as the
main foundation of sustainability practices
Preparation of a Sustainability Report containing the
performance of CSR since 2006, with the exception
of 2017-2019, as a form of adjustment to national
regulations
2015 2016 2020
2021-2022
Building the Sustainability Foundation
2021 2022
Establishment of a foundation for sustainability for compliance with national regulations
• Preparation of Sustainability Reports containing sustainability performance in accordance with national regulations
(POJK 51.2017)
• Establishment of a CSR Committee for national regulatory compliance
32 PT TELKOM INDONESIA (PERSERO) Tbk
Page 35
Materiality Managing Sustainability Sustainability Support for the Sustainable
Assessment Risks and Opportunities Strategy Development Goals
2023
Scaling Corporate-Wide Sustainability Expansion of TelkomGroup’s
sustainability implementation
• Launch of the EXIST Program (ESG
Existence for Sustainability by
Telkom Indonesia) which serves
as a reference for sustainability
practices at Telkom
• Preparation of Climate Risk Report
based on the TCFD framework
2023 2023
2024
Advancing Sustainability Excellence
Strengthening TelkomGroup’s sustainability strategy and
targets
• Launch of TelkomGroup’s sustainability strategy through
GoZero%: Sustainability Action
• Strengthening TelkomGroup’s 2030 sustainability target
• Development of governance through the Committee and
sustainability policies
• Verification of the 2024 Sustainability Report and GHG
2024 emissions by independent agencies
2025
Setting the Climate Transition Direction
Formulation and launch of the climate transition plan as a strategic
direction towards TelkomGroup’s low-carbon operations
• Launch of TelkomGroup’s Climate Transition Plan
• Strengthening transparency of sustainability practices through the
ESG dashboard on Telkom’s official website
https://www.telkom.co.id/sustainability/
2025 marks an important phase in Telkom’s sustainability journey, highlighted by the establishment of TelkomGroup’s
climate transition plan. This milestone not only reaffirms the company’s climate commitment but also provides a strategic
roadmap toward low-carbon operations and the achievement of net zero emissions by 2060. This strategic step forms
part of Telkom’s sustainability journey, which has evolved over nearly two decades in response to changing business and
regulatory landscapes.
Telkom’s initial commitment to sustainability was reflected in the publication of its first Sustainability Report in 2006,
which focused primarily on the performance of Social and Environmental Responsibility (CSR). Over time, the scope of
the report expanded to include broader environmental, social, and governance (ESG) performance in line with national
regulations, including POJK No. 51/2017 on Sustainable Finance. In 2023, Telkom introduced the EXIST (ESG Existence for
Sustainability by Telkom Indonesia) program, marking the company’s first structured initiative to integrate ESG aspects
into its business activities. This program subsequently evolved into GoZero% in 2024, serving as an umbrella framework
for sustainability actions aimed at achieving TelkomGroup’s 2030 targets. As sustainability has become increasingly
integrated into corporate management, Telkom has further strengthened its sustainability governance by establishing
a Sustainability Committee, issuing a Sustainability Policy, and developing a sustainability dashboard as a platform for
disclosing TelkomGroup’s sustainability performance to stakeholders.
SUSTAINABILITY REPORT 2025 33
Page 36
02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Sustainability Governance
Corporate Governance
Telkom believes that the consistent application of strong Good Corporate Governance (GCG) principles serves as a main
foundation for achieving TelkomGroup’s sustainability objectives. TelkomGroup’s governance is regulated in the Decree
of the Board of Directors No. PD.602.00/r.00/HK000/COP-D0030000/2011 concerning Guidelines for the Management of
Good Corporate Governance (GCG).
Specifically, TelkomGroup’s governance framework is anchored in five GCG principles, which are guided by applicable
laws and regulations and aligned with internationally and nationally recognized standards. These include the Corporate
Governance Principles developed by the Organisation for Economic Co-operation and Development (OECD), the Indonesian
Corporate Governance General Guidelines issued by the National Committee on Governance Policy (KNKG), and the ASEAN
Corporate Governance Scorecard (ACGS). The implementation of TelkomGroup’s governance practices in accordance with
ACGS parameters is assessed annually by an independent external assessor.
Figure 6. TelkomGroup’s Governance Principles
Transparency Accountability Responsibility Independency Fairness
Telkom and its Telkom and its Telkom and its Telkom and its Telkom and its
subsidiaries are subsidiaries are subsidiaries operate subsidiaries subsidiaries uphold
managed with managed with in compliance with are managed fairness and equality
transparency by clear roles and applicable laws and professionally, free in fulfilling the rights
ensuring open responsibilities regulations while from conflicts of of stakeholders in
decision-making among shareholders, adhering to sound interest and undue accordance with
processes and the Board of corporate governance influence or pressure agreements and
providing material and Commissioners, the principles from any party, in applicable laws and
relevant information Board of Directors, line with applicable regulations
about the company committees, and the laws, regulations,
Corporate Secretary, and sound corporate
ensuring effective governance principles
corporate governance.
34 PT TELKOM INDONESIA (PERSERO) Tbk
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Materiality Managing Sustainability Sustainability Support for the Sustainable
Assessment Risks and Opportunities Strategy Development Goals
Telkom implements 8 (eight) principles of corporate and advises the Board of Directors in managing the
governance in accordance with OJK Regulation Number company. The Board of Commissioners is collectively
21/SEOJK.04/2015 regarding the Implementation of responsible for ensuring that GCG principles are
Public Company Governance Guidelines and OJK Circular implemented effectively and sustainably in every
Letter Number 32/SEOJK.04/2015 regarding Public business practice of the company. In carrying out its
Company Governance Guidelines. As of the end of 2025, functions, the Board of Commissioners is assisted by:
evaluation results indicate that Telkom has fulfilled all a. Audit Committee
governance principles stipulated by OJK, as further b. Nomination and Remuneration Committee
described in Telkom’s 2025 Annual Report. In addition, the c. Evaluation and Monitoring Committee
implementation of corporate governance at Telkom also d. Integrated Governance Committee
refers to Regulation of the Minister of SOEs Number PER- 3. The Telkom Board of Directors consists of nine
2/MBU/03/2023 regarding Guidelines for Governance members of the Board led by the President Director
and Significant Corporate Actions of State-Owned as Chief Executive Officer (CEO). The Board has
Enterprises. full authority and responsibility for managing the
company and serves to represent Telkom, both in
TelkomGroup continuously strengthens a culture of legal matters inside and outside the court. The Board
compliance and business ethics across the organization is assisted by the Corporate Secretary, the Internal
through regular awareness programs, value internalization Audit Function Unit, and the Executive Committee.
initiatives, and layered oversight in the implementation The Executive Committee is authorized to decide on
of GCG principles. These efforts are supported using or approve policies, company regulations, or certain
digital systems and robust internal control mechanisms transactions, consisting of:
to ensure effective risk management, prevent conflicts of a. Investment Committee
interest, and reinforce the principles of transparency and b. Subsidiary Management Committee
accountability. At TelkomGroup, GCG is not merely viewed c. Risk, Compliance, and Revenue Assurance
as a regulatory requirement but has become a strategic Committee
value embedded in the company’s operations to support d. Disclosure Committee
sustainable business growth and long-term value creation e. Procurement Committee
for stakeholders. f. Pricing Committee
TelkomGroup’s commitment to fostering a transparent, In addition to the executive committee, there are various
accountable, and sustainable governance environment other committees that supports strategic decision-
has been recognized through the Best State-Owned making, supervision, as well as the coordination of policy
Enterprise (Big Cap) award at the 16th IICD Corporate and initiative implementation at TelkomGroup, such as the
Governance Conference & Award 2025. Sustainability Committee, CSR Committee, Cybersecurity
Committee, Portfolio Committee, and others. The roles
Corporate Governance Structure of the Board of Commissioners, the Board of Directors,
and supporting organs are comprehensively explained in
[GRI 2-9, 2-11] Telkom’s 2025 Annual Report.
Telkom’s governance structure adopts the provisions Composition of the Board of Commissioners and Board
of Law No. 40 of 2007 concerning Limited Liability of Directors
Companies, which consists of the main organs, namely
the General Meeting of Shareholders (RUPS), the Board of [GRI 2-9, 405-1]
Commissioners, and the Board of Directors.
1. The General Meeting of Shareholders (GMS) is The resolution of the Annual General Meeting of
Telkom’s highest governance organ, which is a means Shareholders (AGMS) in May 2025 and the Extraordinary
for Shareholders to make important and strategic General Meeting of Shareholders (EGMS) in December
decisions. The RUPS has authority that is not given to 2025 have established new leadership over Telkom’s Board
the Board of Directors or the Board of Commissioners of Commissioners and Board of Directors. This shows
within the limits specified in the Law and/or the Telkom’s commitment to succession planning, board
Articles of Association. The RUPS is held at least once renewal, and independent supervision, in accordance
a year (AGMS) and can be held as needed. with GCG principles. The following is the composition of
2. Telkom’s Board of Commissioners, which consists of Telkom’s Board of Commissioners and Board of Directors
eight Commissioners, performs supervisory functions as of December 31, 2025.
SUSTAINABILITY REPORT 2025 35
Page 38
02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Figure 7. Diversity of Telkom Board of Commissioners
Independen Commisioners Board of Commisioners Board of Commisioners
Composition by Gender Composition by Age Group
2
25
5%
%
37,
5%
62,5%
75%
75%
Non-Independent Independent Male Female Age >50 Age 30-50
Commissioner Commissioner
Table 3. Composition of the Telkom Board of Commissioners as of December 31, 2025
Duration
Name Position Basis of Appointment Gender Age Skill
of Tenure
Telkom Annual General Communication,
Angga Raka President
Meeting of Shareholders 10 months Male 36 years old International
Prabowo Commissioner
(AGMS) on May 27, 2025 Relations
Military, Strategic
Telkom Annual General
Relations, Public
Ossy Dermawan Commissioner Meeting of Shareholders 10 months Male 49 years old
Policy and
(AGMS) on May 27, 2025
National Politics
Telkom Annual General Law, Economics
Commissioner
Rionald Silaban Meeting of Shareholders 10 months Male 59 years old and Public
(AGMS) on May 27, 2025 Management
First Period: Telkom
Annual General Meeting of
Shareholders (AGMS) on
Public and
Rizal May 24, 2019 5 years 9
Commissioner Male 61 years old Political
Mallarangeng Second Period: Telkom months
Communication
Annual General Meeting of
Shareholders (AGMS) on
May 3, 2024
Telkom Annual General Defense
2 years 10
Silmy Karim Commissioner Meeting of Shareholders Male 51 years old Economics and
months
(AGMS) on May 30, 2023 Management
36 PT TELKOM INDONESIA (PERSERO) Tbk
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Materiality Managing Sustainability Sustainability Support for the Sustainable
Assessment Risks and Opportunities Strategy Development Goals
Duration
Name Position Basis of Appointment Gender Age Skill
of Tenure
Telkom Annual General
Deswandhy Independent Finance and
Meeting of Shareholders 10 months Male 66 years old
Agusman Commissioner Public Policy
(AGMS) on May 27, 2025
Telkom Extraordinary
Economics,
Independent General Meeting of
Ira Noviarti 5 months Female 54 years old Finance and
Commissioner Shareholders (EGMS) on
Leadership
September 16, 2025
Telkom Extraordinary
Economics,
Independent General Meeting of
Rofikoh Rokhim 3 months Female 54 years old Banking, Finance
Commissioner Shareholders (EGMS) on
and Leadership
December 12, 2025
Figure 8. Diversity of Telkom’s Board of Directors
Board of Directors Board of Directors Composition
Composition by Gender by Age Group
22 2
2%
,2
%
77,8%
78%
Male Female Age >50 Age 30-50
Table 4. Composition of Telkom’s Board of Directors as of Desember 31, 2025
Basis of Duration of
Name Position Gender Age Skill
Appointment Tenure
Digital transformation,
telecommunication
President Telkom AGMS on infrastructure
Dian Siswarini 10 months Female 57 years old
Director May 27, 2025 development, and ESG
implementation at
Telkom
Investment, Finance
& risk management,
Director of
Arthur Angelo Telkom AGMS on Mergers & Acquisition,
Finance & Risk 10 months Male 41 years old
Syailendra May 27, 2025 including aspects
Management
of sustainability and
corporate governance
SUSTAINABILITY REPORT 2025 37
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Basis of Duration of
Name Position Gender Age Skill
Appointment Tenure
Strengthening the
group’s enterprise and
Director of business services and
Veranita Enterprise Telkom AGMS on strategic portfolio
10 months Female 47 years old
Yosephine & Business May 27, 2025 through investment,
Service digital transformation
and the implementation
of global ESG standards
Network Strategy
and Architecture,
Nanang Network Telkom AGMS on
10 months Male 57 years old infrastructure
Hendarno Director May 27, 2025
efficiency, and
Cybersecurity
Digital business,
technological
Faizal Rochmad Director of Telkom AGMS on May
10 months Male 59 years old innovation, and
Djoemadi Digital IT 27, 2025
ESG integration in
digitalization
Strategic portfolio
Director of management,
Strategic sustainable
Telkom AGMS on
Seno Soemadji Business 10 months Male 56 years old investments, group
May 27, 2025
Development & business development,
Portfolio sustainable growth and
ESG initiatives
Human resource
development,
Director of
Telkom EGMS on organizational design,
Willy Saelan Human Capital 5 months Male 56 years old
September 16, 2025 workforce inclusivity,
Management
and sustainability
culture.
Director of Wholesale &
Budi Satria Wholesale & Telkom EGMS on international services,
3 months Male 52 years old
Dharma Purba International December 12, 2025 global ESG standards in
Service operations
GCG-based governance
and legal compliance,
group policy
Director management, and legal
Telkom EGMS on
Andy Kelana of Legal & 5 months Male 59 years old risk mitigation, and
September 16, 2025
Compliance oversight of corporate
sustainability actions
in terms of regulatory
compliance
Election and Appointment Process of the Board of Commissioners and Board of Directors
[GRI 2-10]
The appointment process for the Board of Commissioners and Board of Directors at Telkom is based on the principles
of respect for human rights (HAM), non-discrimination, and equality. The appointment of members of the Board of
Commissioners and Board of Directors at Telkom is carried out based on the provisions of the Articles of Association
and considers other provisions, including the Regulation of the Minister of SOEs Number PER-3/MBU/03/2023 regarding
Organs and Human Resources of State-Owned Enterprises. In addition, the appointment of members of the Board of
38 PT TELKOM INDONESIA (PERSERO) Tbk
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Materiality Managing Sustainability Sustainability Support for the Sustainable
Assessment Risks and Opportunities Strategy Development Goals
Commissioners is carried out by considering integrity, understanding of the company’s management issues, being able
to provide sufficient time to carry out their duties, and other requirements based on laws and regulations. The election
or appointment of Telkom Board of Directors members is carried out through the General Meeting of Shareholders (GMS)
by considering the competence and expertise, integrity, and background needed by the company. Selected members are
ensured to have met the criteria and conditions that have been determined in the Fit and Propriety Test.
Conflict of Interest organization developed the Corporate Governance
Guidelines based on the principle of independence. These
[GRI 2-15] guidelines regulate several provisions, including policies
on conflict of interest transactions, the prohibition of
Avoidance of Conflicts of Interest political party donations, and restrictions on affiliated
relationships. The implementation and monitoring of
The Board Manual specifically regulates the commitment affiliate transactions within TelkomGroup are governed by
of all corporate governance organs to uphold integrity and the Main Procedure for Affiliate Transactions and Conflicts
avoid conflicts of interest in the execution of their duties. of Interest Transactions, as stipulated in the President
As a manifestation of this commitment, each member of Director’s Official Memorandum Number C.Tel.02/HK
the Board of Commissioners signs an integrity pact that 000/TEL-00000000/2021. In addition, the HC Service
affirms their obligation to perform their responsibilities Operation (HCSO) Function Unit distributes a conflict
professionally and free from conflicts of interest. of interest questionnaire annually to all TelkomGroup
Furthermore, in carrying out supervisory and decision employees.
making functions, members with potential conflicts of
interest are required to disclose such conditions and Telkom also discloses information on multiple positions
recuse themselves from the related decision making held by members of the Board of Commissioners,
process. Board of Directors, and committees under the Board
of Commissioners, as well as details of affiliated
During the reporting period, there were no indications transactions, in Telkom’s 2025 Annual Report.
of conflicts of interest among Telkom’s Board of
Commissioners and Board of Directors related to Performance Evaluation of the Board of Commissioners
share ownership in suppliers or transactions, nor any and Board of Directors
affiliation—financial or familial—with other members or
the Controlling Shareholder. [GRI 2-18]
Prevention and Mitigation of Conflicts of Interest The Board of Commissioners is responsible for overseeing
the Company’s Policies and the management carried out
The Audit Committee and the Board of Commissioners by the Board of Directors, as well as providing advice to
play an important role in overseeing and ensuring the Board of Directors. This includes supervising the
compliance with applicable laws and regulations, as implementation of the Company’s Long-Term Plan (RJPP),
stipulated in the Telkom Audit Committee Charter and the Annual Work Plan and Budget (RKAP), the Corporate
the Telkom Board of Commissioners Decree Number 13/ Strategic Scenario (CSS), and compliance with applicable
KEP/DK/2024. In addition, the Audit Committee and the laws and regulations, in line with the company’s purposes
Board of Commissioners are responsible for receiving, and objectives. These responsibilities form the basis for
reviewing, and following up on complaints related to the the self-assessment of the collegial key performance
Company and its subsidiaries. indicators (KPIs) of the Board of Commissioners. The
KPIs are determined based on the results of the Board of
As of December 31, 2025, Telkom’s Audit Committee Commissioners’ performance evaluation and are reported
consists of five members, including two independent to shareholders at the General Meeting of Shareholders
members with expertise in finance. To ensure the (GMS). The performance evaluation of the Board of
independence and objectivity of the Audit Committee, Commissioners is conducted by the Nomination and
each member is required to sign an Integrity and Remuneration Committee (KNR).
Independence Pact. Profiles of the Audit Committee
members are presented in detail in Telkom’s 2025 Annual The performance evaluation of the Board of Directors
Report. is conducted through the measurement of KPI
achievement, both on a collegial and individual basis.
The Culture and Industrial Relations Function Unit is The KPI measurement results are reviewed by the Public
responsible for developing business ethics policies at Accounting Firm (KAP) that audits the company’s financial
Telkom, including policies related to conflicts of interest. statements to ensure the objectivity of the assessment,
Together with the Board of Directors, the Human Capital consistency of the methodology, and the reliability of the
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evaluation process. Based on the KAP review in 2025, no inconsistencies were identified in the methods or results of the
Board of Directors’ performance assessment. The KPI achievement results were reported to the Board of Commissioners
and the Series A Dwiwarna Shareholder as part of the company’s governance accountability and transparency.
As part of its commitment to sustainability, Telkom has incorporated ESG aspects into the collegial KPIs of the Board
of Directors. These include: (1) ESG risk rating, (2) carbon intensity, and (3) the ratio of female and young top talent. The
results of the collegial performance assessment of the Board of Directors are disclosed in Telkom’s 2025 Annual Report.
Remuneration Policy
[GRI 2-19, 2-20]
The provision of remuneration for members of Telkom's Board of Commissioners and Board of Directors is prepared
based on the Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 concerning Organs
and Human Resources of State-Owned Enterprises and then followed up with the Decree of the Board of Commissioners
Number 03/KEP/DK/2024 concerning the Income of Members of the Board of Directors and the Board of Commissioners.
With reference to the above regulations and to Danantara Letter Number S-063/DI-BP/VII/2025 dated 30 July 2025
regarding the Granting of Tantiem, Incentives, and/or Other Forms of Income to the Boards of Directors and Boards of
Commissioners of SOEs and their Subsidiaries, the remuneration of the Board of Commissioners comprises the following
components:
1. Fees
2. Benefits, which consist of:
a. Religious holiday allowance;
b. Transportation allowance; and
c. Retirement insurance.
3. Facilities, which consist of:
a. Health facilities; and
b. Legal aid facilities.
Components of the remuneration of the Board of Directors:
1. Salary
2. Benefits, which consist of:
a. Religious holiday allowance;
b. Housing allowance; and
c. Retirement insurance.
3. Facilities, which consist of:
a. Health facilities;
b. Vehicle facilities; and
c. Legal aid facilities
4. Tantiem/Performance Incentives/Special Incentives, in accordance to Danantara and/or BP BUMN policy. [GRI 2-19]
The Minister of State-Owned Enterprises Regulation Number PER-3/MBU/03/2023 also stipulates provisions regarding
the deferral of payment of a portion of tantiem and the granting of Long-Term Incentives (LTI) to members of the Board
of Directors and the Board of Commissioners. Accordingly, the Board of Directors of PT Telkom Indonesia (Persero) Tbk
had not yet received tantiem payments in 2025, as the determination process by the shareholders is still ongoing. This
determination falls under the authority of the Ministry of State-Owned Enterprises (SOEs) and/or Danantara, in accordance
with applicable regulations. This policy and authority resulted in a decrease in the highest annual total compensation
received by members of the Board of Directors by up to approximately 72%. The reduction in the annual compensation
of the Board of Commissioners and the Board of Directors is also reflected in the remuneration-to-employee ratio, as
presented in Appendix 4: GRI Disclosure Index.
Telkom has integrated the performance of ESG impact management into remuneration, by including collegial and
individual KPIs, as one of the consideration components of the incentive.
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Figure 9. Procedure and Mechanism of Remuneration of the Board of Commissioners and Board of Directors
Board of Commissioners If required, the NRC may request
provides directions and 1 an independent party to conduct 2 The independent party
requests the Nomination and a remuneration review as a provided input to KNR.
Remuneration Committee (NRC) 4 benchmark and analytical basis, 3
to prepare a remuneration and submits the results of the
review and draft remuneration review to the Board
of Commissioners
Board of Commissioners
proposes the remuneration
structure to the GMS/Minister of
State-Owned Enterprises
5
GMS/Decree of the
minister of State-Owned
Enterprises
The procedure for proposing and determining the this policy into the tantiem framework, stipulating a
remuneration of the Board of Commissioners and the three-year suspension of tantiem payments for the Board
Board of Directors of Telkom is as follows: of Commissioners and Board of Directors.
1. The Board of Commissioners requests the Nomination
and Remuneration Committee to draft a remuneration Sustainability Governance
proposal for the Board of Commissioners and the
Board of Directors. Framework
2. If necessary, the Nomination and Remuneration
Committee may engage an independent party to [OJK E.1]
develop a remuneration framework for the Board of
Commissioners and the Board of Directors. Role of the Board and Management
3. The Nomination and Remuneration Committee
submits the remuneration framework to the Board of [GRI 2-9, 2-12, 2-13]
Commissioners.
4. The Board of Commissioners proposes remuneration The Board of Commissioners has an important role in
for members of the Board of Commissioners and the carrying out the supervisory function. It provides advice
Board of Directors to the GMS. to the Board of Directors in managing the company,
5. The GMS may delegate authority and power to the including in the implementation of sustainability
Board of Commissioners, with prior approval from practices. Both also play a role in ensuring effective risk
Shareholders of Series A Dwiwarna, to determine management to support sustainable achievement. Formal
the remuneration for the members of the Board of meetings between the Board of Commissioners and the
Commissioners and the Board of Directors. [GRI 2-20] Board of Directors are held at least once a month with a
focus on consultation and performance reporting, which
Telkom also enforces a clawback policy, which mandates can include ESG aspects (including climate change).
the recovery of incentive-based compensation from
current and former Board members if the company is The Board of Directors is responsible for leading
required to restate financial statements submitted to the the implementation of sustainability, including
United States Securities and Exchange Commission (SEC) climate transition. To ensure the effectiveness of
under the Exchange Act. This restatement is necessary its implementation, the performance of ESG impact
to correct material errors in previously issued financial management is evaluated through a KPI determination
statements or to address errors that could result in and monitoring scheme that is integrated into the
material misrepresentation if not rectified in the current company's performance management system.
reporting period. The Ministry of SOEs has incorporated Performance achievements are verified internally before
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being consolidated and reported to the Board of Directors on a quarterly basis. Based on Company Regulation Number:
PD.704.00/r.00/HK290/DSC-M0200000/2025 regarding TelkomGroup’s Sustainability Governance, the Board of Directors
delegates the role of ESG impact management to the Telkom Sustainability Committee.
Sustainability Committee
[GRI 2-12, 2-13, 2-16]
The Sustainability Committee is responsible for overseeing the implementation of ESG management and governance
within the company. The Committee brings together relevant ESG functions across the organization to facilitate
coordination and collaboration in achieving the company’s sustainability objectives. It also plays a key role in addressing
emerging sustainability issues, including the identification, monitoring, and management of sustainability-related
impacts. In terms of reporting, the Sustainability Committee submits ESG impact management reports to the Board of
Directors in stages through Operational Meetings (RAOP) at the Department level or Directorate Meetings (RADIT) at the
Directorate level, as well as Board of Directors Meetings (RADIR), which are held every week. To further strengthen ESG
disclosure governance, quarterly Disclosure Committee Meetings (DC Meetings) are conducted to ensure the relevance
and accuracy of material information prior to public disclosure. One of the ESG reporting outputs regularly disclosed to
the public is the Info Memo (per quarter) and Annual Report, Sustainability Report, Form 20-F (per year).
The Sustainability Committee is chaired by the President Director and comprises directors responsible for risk
management, network and IT, and human capital. To support the integration of ESG into business processes, the
Committee is supported by an ESG Working Group consisting of heads of relevant function unit, including Sustainability,
Network & IT, Asset Management, Human Capital, Social Responsibility, Risk Management, Legal & Compliance, Investor
Relations, and Financial Accounting.
Figure 10. Composition of Telkom Sustainability Committee Members
President Director
Director in charge
Director in charge of the Director in charge of Director in charge of
of Finance and Risk
Network Digital IT Human Capital
Management
Working Group
• Head of Function Unit managing the Sustainability & • Head of Function Unit managing Human Capital
Corporate Communication Group (Secretary) • Head of Function Unit managing Social Responsibility
• Head of Function Unit managing Sustainability • Head of Function Unit managing Legal & Compliance
• Head of Function Unit managing Network • Head of Function Unit managing Investor Relations
• Head of Function Unit managing Digital IT • Head of Function Unit managing Financial Accountung
• Head of Function Unit managing Assets
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Responsibilities of the Sustainability Committee:
1. To oversee, set, and provide direction on ESG objectives, plans, strategies, roadmaps, policies, initiatives, and
performance measures, including Climate Change
2. To ensure that the company has implemented a sustainability program in the ESG sector
3. To monitor the implementation of risk mitigation and opportunities arising from the company's operational
activities to ESG
4. To supervise ESG performance achievements, including Climate Change, based on third-party assessments,
ESG Rating Agencies, investor expectations, and/or other stakeholders; and
5. To ensure the publication of the Sustainability Report, including climate-related disclosures, in accordance
with applicable regulations and aligned with the needs of shareholders and other stakeholders.
To fulfill its duties, the Sustainability Committee collaborates with other committees under the Board of Commissioners
and the Board of Directors, including the Social and Environmental Responsibility Committee (CSR); the Risk, Compliance
and Revenue Assurance Committee; the Audit Committee; the Integrated Governance Committee; the Nomination and
Remuneration Committee; and the Evaluation, Monitoring, Planning and Risk Committee. The Sustainability Committee
regularly receives updates on ESG implementation from Sustainability & Corporate Communication Function Unit.
Figure 11. Sustainability Governance Structure at Telkom
Commissioners
Nomination and remuneration Planning and risk evaluation and
Audit management committee Integrated governance management
management committee monitoring management committee
Board of
Monitoring compliance with ESG committe
ESG KPI management & ESG based Monitoring & evaluation of Gapex
regulations (including IFRS S1 & S2) ESG monitoring &
insentives investment and ESG risks
Directors
Sustanability committee Social and environmental responsibility Risk, compliance, and revenue assurane
Board of
Manage strategy, materiality, targets, management committee management
performanve review, adn disclosure of ESG Monitoring of social and environmental activities Manage ESG opportunities and risk mitigetion
Working Group
Function Unit
Sustainability
Function Unit Environmental Social Governance
Manage &
facilitate ESG
implementation Strategy & Ethical
Reporting Climate Godd
across Resource Labor Employee Ethical Data
Charge Customer Community Corporate
TelkomGroup Management Practice & Health and Compliance Business Privacy and
and Energy Relationship Engagement Governance
& Efficiency Employee Safety Practice Security
Management (GCG)
Engagement
Reporting
Coordination
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Group Sustainability & Corporate Communication Function Unit
[GRI 2-13]
Telkom has its own function unit that is responsible for orchestrating and managing the implementation of ESG strategy
and reporting in TelkomGroup, specifically the Sustainability & Corporate Communication Group Function unit, which is
under the CEO Office organization. This Function unit is led by the SVP Group Sustainability & Corporate Communication,
which has a leading role as the orchestrator of sustainability implementation governance that includes ESG and climate
aspects, as stipulated in Company Regulation Number: PD.202.75/r.00/HK250/COP-A0200000/2025 regarding the CEO
Office organization. To fulfill its duties, SVP Group Sustainability & Corporate Communication reports to the President
Director through the Directors' Meeting (Radir) which is attended by all members of the Board of Directors, as well as
directly through the CEO Update forum which is carried out as needed.
Figure 12. Organizational Structure of Sustainability Function Unit at Telkom
SVP Group Sustainability &
Corporate Communication
VP Corporate
VP Sustainability
Communication
AVP Sustainability Strategy & Program
AVP Sustainability Execution & Monitoring
AVP Sustainability Branding & Reporting
The roles and responsibilities of SVP Group Sustainability • Establishing methods, parameters, and evaluative
& Corporate Communication are outlined in Company approaches on ESG activities and coordinating with
Regulation Number: PR.202.72/r. 02/HK.250/ subsidiaries/partners/agencies in the implementation
COP-A0200000/2024 regarding the Organization of the of ESG programs.
Sub-Department of Group Sustainability & Corporate
Communication. Key responsibilities include: To fulfill its duties, the SVP Group Sustainability
• Ensuring the availability of policies, governance, & Corporate Communication is assisted by the VP
and organizational management mechanisms of the Sustainability, whose duties and responsibilities include:
Group Sustainability & Corporate Communication • Ensuring effective collaboration with relevant function
Department. units to design an integrated dashboard for monitoring
• Ensuring the availability of long-term and annual ESG initiatives.
work plans, budgeting, and performance evaluations • Ensuring the establishment of an appropriate ESG-
for Group Sustainability & Corporate Communication related framework, including the joint operating
functions. model, with clear accountability assigned to each
• Ensuring the availability of an appropriate ESG Function unit across TelkomGroup.
framework • Ensuring the establishment of ESG objectives, targets,
• Ensuring the availability of ESG goals, targets, and and initiatives across entities, including collaborating
initiatives. with CFU/FU/DFU and Subsidiaries.
• Coordinating the implementation of initiatives and • Ensuring the implementation of ESG program
evaluations. management across CFU/FU/DFU, including
• Ensuring sustainability reporting and governance Subsidiaries.
through an integrated dashboard within TelkomGroup.
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• Ensuring the implementation of the monitoring, evaluation, and reporting process of ESG initiatives of the Board of
Directors/Board of Commissioners and other stakeholders.
• Reporting ESG performance and sustainability reporting to stakeholders in accordance with regulatory requirements,
domestic/foreign capital markets, and relevant reporting standards.
• Ensuring the implementation of the ESG program management and organizational accountability of the Group
Sustainability & Corporate Communication Department.
• Ensuring the management of branding and communication, both internally and externally, for the implementation of
ESG programs.
• Ensuring the availability of policies, governance structures, management mechanisms, and implementation activities
to improve communication and corporate branding related to ESG.
Telkom adopts a decentralized approach that enables all Subsidiaries to develop and implement sustainability
initiatives independently while maintaining alignment with the strategic direction set by the Sustainability Function
Unit. TelkomGroup's transformation steps also support efforts to strengthen governance, orchestration, and synergy of
sustainability initiatives in TelkomGroup.
ESG Policy
[GRI 2-23, 2-24]
Telkom has established Company Regulation Number PD.704.00/r.00/HK290/DSC-M0200000/2025 regarding
TelkomGroup Sustainability Governance, which serves as an ESG umbrella policy covering the company’s material focus
areas, including climate change. Subsidiaries may also adopt this policy as a reference in implementing ESG practices
within their respective business operations.
The policy is designed to guide the implementation of ESG management frameworks and mechanisms across TelkomGroup
and to ensure that ESG practices are carried out adequately and proportionately, in line with TelkomGroup’s development,
Good Corporate Governance (GCG), and prudential principles. The policy also supports the achievement of the Sustainable
Development Goals (SDGs). The general guidelines outlined in the ESG policy are integrated into the company’s strategies,
operational policies, and management procedures across environmental, social, and governance aspects.
The implementation of TelkomGroup’s three sustainability pillars—Save Our Planet (environment), Empower Our People
(social), and Elevate Our Business (governance)—is guided by several key principles, including integrity, outcome orientation,
equity, risk and opportunity awareness, evidence-based decision-making, and continuous maturity improvement.
Through the implementation of ESG, Telkom aims to strengthen stakeholder engagement, systematically address
stakeholder expectations and aspirations, and support informed decision-making to ensure the company’s long-term
sustainability. Telkom’s approach to ESG management consists of the following steps:
• Identification of ESG risks and opportunities
• Assessment and evaluation of ESG impact
• Establishment of ESG targets, strategies, and programs
• ESG reporting, disclosure, and communication
Other ESG-related policies governing the management of material topics include:
1. Regulations related to the functions of the board of directors and the role of management on ESG and climate
aspects
2. Risk Management System Policies and Frameworks
3. Respectful Workplace Policy
4. Disaster Management Policy
5. Corporate Security and Safety Management Regulations
6. Information Security Governance
7. Personal Data Protection Governance
8. Sustainable Procurement Policy
A summary of Telkom's ESG policy is available on the ESG policy page.
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Sustainability Competencies
[OJK E.2] [GRI 2-17]
The successful implementation of ESG strategies and the achievement of ESG targets within TelkomGroup require strong
internal ESG capabilities, particularly in response to the increasingly dynamic ESG landscape and the need for cross-
functional collaboration. To address this, Telkom continues to strengthen the capacity of the Board of Commissioners,
the Board of Directors, and relevant function units responsible for ESG through various training and capacity-building
programs. These programs cover topics such as ESG implementation, sustainability risk management, climate change,
and the latest disclosure standards, including IFRS S1 and S2, as well as PSPK 1 and 2.
The Telkom Corporate University Center (TCUC) is responsible for identifying competency needs and developing
training programs for both management and employees. In 2025, management competency development focused on
strengthening risk management capabilities, particularly in addressing emerging risks associated with the development
of Artificial Intelligence (AI) and the rapid growth of the digital ecosystem. Throughout 2025, seven members of the Board
of Directors obtained the Qualified Risk Governance Professional (QRGP) certification for the Board of Directors, while
two members of the Board of Directors participated in training related to cybersecurity and AI. Complete information
regarding the training program for the Board of Commissioners can be found in the 2025 Telkom Annual Report.
Telkom encourages employees to develop competencies in the field of sustainability through various training and
certifications. In 2025, as many as three Telkom employees obtained the Certified Sustainability Reporting Specialist
(CSRS) certification, one employee obtained the Fundamental Sustainability Accounting (FSA) Level 1 certification, two
employees obtained the Sustainability Excellence certification, and two employees obtained the Certified Sustainable
Development Specialist (CSDS) certification. Meanwhile, the commitment and strategy for employee competency
development are further explained in the Empower Our People section.
Sustainability Competency Enhancement
Figure 13. Sustainability Competency Improvement in 2025
Decarbonization & Roadmap Training Sustainability Reporting Standard Training
The training was held on February 19-21, 2025, in The training was conducted on May 21-22, 2025
collaboration with PT ESQ, with the participation of all in collaboration with the Indonesian Accountants
Telkom employees and Subsidiaries (TelkomGroup). Association, with participants including
Sustainability Function Unit.
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Awareness of ISO 14001:2015 (SML) and ISO ISO 14001:2015 (SML) and ISO 45001:2018 (OHS)
45001:2018 (OHS) Internal Auditor Training
The training was held on May 23 and 26, 2025, in The training was held on June 2-3, 2025, in
collaboration with PT British Standard Institution collaboration with PT British Standard Institution
(BSI), with Telkom and TelkomGroup employees. (BSI), with Telkom and TelkomGroup employees.
ISO 14001:2015 Awareness Webinar Good Corporate Governance Training
The seminar was held on July 21, 2025, in The training was conducted on 16–17 December 2025
collaboration with PT Sucofindo Prima Internasional in collaboration with BINUS Center and was attended
Konsultan as a resource person. Participants include by the Sustainability Function Unit.
the Sustainability, Corporate Communication, and
Risk Function Units at Telkom.
Culture of Sustainability
[OJK F.1] [GRI 2-24]
TelkomGroup fosters a sustainability-oriented culture through various initiatives, including the dissemination of the
GoZero% bulletin, outreach through internal channels (such as the internal portal, diarium, and others) and external
channels (including the website and social media), as well as regional roadshows to promote the GoZero% strategy and
programs. These efforts aim to enhance employees’ understanding and engagement in consistently applying sustainability
principles across operational activities and decision-making processes.
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GoZero% Bulletin
As part of efforts to cultivate a culture of sustainability and strengthen the spirit of GoZero% among all
TelkomGroup employees, the Sustainability and Corporate Communication Function Unit publishes the GoZero%
Bulletin on a quarterly basis. The bulletin is published through Telkom’s Sustainability website and is accessible
to both internal and external stakeholders. The GoZero% Bulletin communicates the plans and progress of the
GoZero% initiative, while also providing updates on ESG initiatives, educational content, and sustainability-
related programs implemented by Telkom and its subsidiaries. To date, five editions of the GoZero% Bulletin
have been published. The President Director plays an active role in fostering TelkomGroup’s sustainability culture,
including overseeing the publication of the GoZero% Bulletin.
Figure 14. GoZero% Bulletin Edition Year 2025
GoZero% Roadshow
Figure 15. GoZero% Roadshow Program Performance
GoZero% goes to Medan: Roaring for Change
plogging
3Km+ trash plogging 150+ participants
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GoZero% goes to Borneo: Forests Begin with a Tree, Change Begin with Us
mangrove planting
5000 seedlings 150+ participants
GoZero% goes to Bandung: Manage Waste Manifest Change
clean-up
1.5+ tons of waste 150+ participants
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GoZero% goes to Makassar: Revivce the Sea, Renew Our Planet
clean-up
1.4+ tons of waste 200+ participants
GoZero% goes to Yogyakarta: Planting Hope, Cultivating the Future
planting
500 trees 75 participants
Employee engagement across TelkomGroup is essential to ensuring that sustainability principles become embedded
within the company’s culture. Throughout 2025, Telkom conducted GoZero% roadshows across various operational
regions. This program is manifested through several substantial events, such as education on ESG pillars at Telkom,
waste recycling, clean-up activities, innovation festivals, and tree planting. This activity is also in collaboration with Micro
and Small Enterprises (MSEs) and the government around Telkom's operational area. Details of the GoZero% roadshow
activities can be found in Telkom's ESG newsletter.
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Stakeholder Engagement
[OJK E.4] [GRI 2-29]
Telkom stakeholders also shape TelkomGroup's sustainability and business strategy. Telkom continues to build active
communication with internal and external stakeholders, fosters mutually beneficial relationships, and considers their
perspectives and expectations through various channels.
Table 5. Stakeholder Engagement
Stakeholders Engagement Methods Key Topics and Concerns
Shareholders and • Annual General Meeting of Shareholders (GMS), • Achievement of operational and financial KPIs
Investors Extraordinary GMS, and quarterly performance • Business development
explanation • TelkomGroup's ESG strategy and targets
• Investor conferences and/or Non-Deal • Climate change risks and the Climate Transition Plan
Roadshows • Alignment of risk identification with the CSR strategy
• Impact of the Sumatra flood incident
• Occupational safety and employee well-being
• Strengthening collaboration and employee
engagement
• Talent development
• Digital inclusiveness and community development
• Compliance and business ethics
Employee • Regular meetings with management • Career path
• Telkom Employees Union (Sekar) • Clarity of rights and obligations
• Training • Remuneration and other benefits
• Employee complaint center • Increased competence
Customers • Customer satisfaction survey • Network connection and coverage
• Customer complaint center • Excellent service
• Ease of complaint resolution
• Data security and confidentiality
Government • Bipartite meetings • Legal compliance and reporting
• Hearing Meeting with the House of • Business ethics practices
Representatives (DPR) and working visit • Cybersecurity
Partners • Meetings during the procurement process, • Fair and transparent procurement process
supervision of the implementation of • Objective selection and evaluation process
work, supplier forums/gatherings, supplier • Implementation of work that meets occupational
satisfaction surveys, and SMAP feasibility tests health and safety standards
for suppliers • Legal compliance and business ethics
Society • Deliberation in the planning of community • Harmonious relationship
empowerment activities, the implementation • Positive contribution to economic and social life
of activities, and supervision of the realization • Participation in other programs, including
of the program environmental conservation activities
Media • Press release • Accuracy of news objects
• Media gathering • Latest information
• Press conference, serta press briefing • Transparency of operational, financial, and non-
financial conditions
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Materiality Assessment
[GRI 2-14, 3-1, 3-2]
In 2025, the Sustainability Function Unit conducted a review of the material topics used in the 2024 reporting period
and concluded that these topics remain relevant. The results of the review were conveyed to the Board of Directors
through a tiered formal coordination forum mechanism, namely in the Operational Meeting at the Department level or the
Directorate Meeting at the Directorate level, and then escalated to the Board of Directors Meeting.
Previously, in 2024, the company updated the determination of its material topics in collaboration with independent
consultants by referring to the 2021 GRI Standards and applying the principle of double materiality. Through this
approach, the company assesses both the actual and potential impacts of its activities on the environment and society,
while also evaluating how sustainability-related issues may affect the company’s performance and financial position. In
the materiality determination process, the company considers perspectives from internal management as well as input
from external stakeholders to ensure that the identified material topics accurately reflect key sustainability priorities and
stakeholder expectations.
Table 6. Materiality Assessment Process
Materiality assessment
Practice at Telkom
steps according to GRI
1. Understanding the context Conducting a review to gain a comprehensive understanding of the ESG context in TelkomGroup
of the organization related to the following components:
• The value chain, activities, and business strategies of Telkom and its subsidiaries.
• Relevant sustainability standards, namely disclosure standards (GRI, SASB, UN SDGs, IFRS S1
and S2, and PSPK 1 and 2) and ESG assessment criteria (MSCI, Sustainalytics, S&P, CDP).
• Stakeholders feedback, incorporating ESG assessment results from the Financial and
Development Supervisory Agency (BPKP), rating agencies, and input from investors.
• ESG trends and practices in the telecommunications industry.
2. Impact identification Mapping ESG issues relevant to TelkomGroup’s operations based on literature review and input
from Telkom’s internal divisions, conducted through Focus Group Discussions (FGDs).
3. Impact significance Engaging stakeholders to understand TelkomGroup's operational impact and its significance,
assessment based on severity and likelihood of occurrence.
• Workshops with a function unit in TelkomGroup that is responsible for managing ESG 2025
material topics. This process is facilitated by independent consultants.
• Interviews with external stakeholders, such as regulators, investors, and rating agencies. This
process is facilitated by the Investor Relations Function Unit and the Telkom Sustainability
Function Unit.
4. Prioritization of impacts for Impacts are prioritized using internal criteria based on the results of the organizational context
reporting review and stakeholder engagement process, led by Telkom Sustainability. The prioritized findings
are subsequently submitted to the President Director/Board of Directors for approval.
Priority categories:
• Priority issues are issues with the most significant impact on the company's performance and/
or the interests of current and short-term stakeholders, so they require immediate attention
and strategic management
• Ongoing importance is an issue that remains relevant to the company's operations and
stakeholders, with a relatively stable impact, and is important to maintain long-term resilience
and compliance with applicable regulations, thus requiring continuous management and
monitoring
• Monitor & manage is an issue with a relatively low impact rate in the short term, but still needs
to be monitored and managed to anticipate potential increased impacts in the future
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Figure 16. Materiality Matrix
Impact to Telkom
Monitor and Manage On-going Importance Priority
Diversity, Equality, and Customer Experience
Inclusion (DEI) Regulation Compliance
Priority
Employee Health & Safety Ethical Business Practice
Digital Inclusion & Cyber Security & Data Privacy
Importance to Stakeholders
Community Engagement
Climate Change & Energy
Importance
On-going
Management
Resource Management
Monitoring and
Manage
Environment Social Governance
Table 7. List of Material Topics
Relevant
Material Impact on Relevant Alignment
Pillar Impact on Telkom GRI
Topics stakeholders SASB with SDGs*
standards
Save Our Climate The company's Exposure to price GRI 102-1 TC-SI-130a.1 SDG 7.2.1.(a)
Planet Change operational activities, volatility, tightening GRI 102-2 TC-TL-130a.1 SDG 7.3.1
and Energy particularly the climate regulations, GRI 102-3 TC-IM-130a.1 SDG 13.2.2.(a)
Management operation of networks and damage to GRI 102-4 TC- SI-130a.3
and data centers, physical assets due to GRI 102-5 TC-IM-130a.3
require high energy, climate change can GRI 102-6
thus contributing to impact operational GRI 102-7
a carbon footprint resilience. GRI 102-8
that can contribute to GRI 302-1
climate change. GRI 302-3
GRI 302-4
GRI 305-1
GRI 305-2
GRI 305-3
GRI 305-4
GRI 305-5
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Relevant
Material Impact on Relevant Alignment
Pillar Impact on Telkom GRI
Topics stakeholders SASB with SDGs*
standards
Resource Inadequate waste Tightening GRI 306-3 TC-TL-440a.1 SDG 11.6.1.(b)
Management management, including regulations on SDG 12.4.2
e-waste, can cause waste management, SDG 12.5.1. (a)
environmental pollution including e-waste,
and public health risks has the potential to
due to the content of increase compliance
hazardous materials, costs. However, the
and therefore requires application of the
to be managed principle of circularity
responsibly. can drive cost
efficiency and open
opportunities for
economic incentives.
Empower Diversity, Diversity of talent Diverse talent GRI 401-1 TC-SI-330a.1 SDG 5.5.2
Our Equity, and increases equal can strengthen GRI 401-2 TC-SI-330a.3 SDG 16.10.1.(c)
People Inclusion opportunities and a company's GRI 401-3 TC-IM-330a.1
strengthens inclusion capabilities to GRI 404-1 TC-IM-330a.3
in the workplace, achieve corporate GRI 404-2
thereby encouraging targets and drive GRI 404-3
broader and equitable long-term value GRI 405-1
economic participation creation. GRI 405-2
and increasing the GRI 406-1
representation of
minority groups,
particularly in the
technology sector.
Employee A safe and healthy work A safe and conducive GRI 403-1 TC-SI-330a.2 SDG 8.8.1.(a)
Health and environment plays work environment, GRI 403-2 TC-IM-330a.2
Safety an important role in supported by GRI 403-3
protecting employees’ the effective GRI 403-4
basic rights, preventing management of GRI 403-5
occupational injuries employee health, GRI 403-6
and diseases, and safety, security, and GRI 403-7
supporting workforce well-being, is a key GRI 403-8
welfare. factor in supporting GRI 403-9
productivity GRI 403-10
and operational
continuity.
Customer The provision The development GRI 416-1 TC-SI-550a.1 SDG 17.6.1. (a)
Experience of products and of customer needs GRI 416-2 TC-TL-550a.1 SDG 17.8
services that are and expectations in
reliable, relevant, and the digital era opens
responsive to customer opportunities for
needs in the digital the development of
era contributes to innovative products
improving customer and services.
experience, ease of
access to information
and services,
and community
productivity.
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Relevant
Material Impact on Relevant Alignment
Pillar Impact on Telkom GRI
Topics stakeholders SASB with SDGs*
standards
Digital Expanding access to Inclusive connectivity GRI 413-1 - SDG 4.4.1. (a)
Inclusivity and affordable and inclusive expansion opens SDG 8.3.1. (a)
Community connectivity, especially opportunities for SDG 9.c.1
Engagement for people in remote market expansion
areas and vulnerable and new customer
groups, contributes to growth, strengthens
equitable distribution the company's
of economic competitive position,
opportunities, and supports
increased digital the fulfillment of
literacy, and regulatory obligations
empowerment of related to equal
communities to actively access.
participate in digital-
based economies and
social lives.
Elevate Regulatory Regulatory compliance Compliance with GRI 206-1 TC-SI-520a.1 SDG 16.5.2
Our Compliance reflects the company's regulations is GRI 417-1 TC-TL-520a.1 SDG 16.10.2.(b)
Business commitment to important for GRI 417-2 TC-TL-
protecting the public maintaining GRI 417-3 520a.2
interest, maintaining business continuity; TC-IM-520a.1
environmental and Non-compliance
social standards, and may result in
minimizing negative financial sanctions,
impacts on society and restrictions on
stakeholders. business activities,
and reputational
risks, which can
adversely affect
the company’s
performance and
value.
Ethical Unethical business Violations of business GRI 205-1 - SDG 16.5.2
Business practices, including ethics can result GRI 205-2 SDG 16.10.1.(b)
Practices corruption and bribery, in legal sanctions, GRI 205-2
may undermine public significant fines,
trust, distort fair and reputational
business competition, damage that have
and result in social a direct impact
and economic impacts on the company's
that are detrimental to performance and
society. value.
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Relevant
Material Impact on Relevant Alignment
Pillar Impact on Telkom GRI
Topics stakeholders SASB with SDGs*
standards
Cybersecurity Failure to maintain Cybersecurity and GRI 418-1 TC-SI-220a.1 SDG 16.10.2.(b)
and Data cybersecurity and data protection are TC-SI-220a.2
Protection data protection can crucial factors for the TC-SI-220a.3
result in privacy sustainability of the TC-SI-220a.4
violations, misuse of telecommunications TC-SI-230a.1
personal information, industry; Cyber TC-SI-230a.2
and disruption of incidents can disrupt TC-TL-220a.1
communication operations, trigger TC-TL-
services that have an personal data 220a.2
impact on individuals, breaches, cause TC-TL-
business actors, and regulatory sanctions, 220a.3
social stability. and lower customer TC-TL-
trust, which has a 220a.4
direct impact on the TC-TL-230a.1
company's revenue TC-TL-
and value. 230a.2
TC-IM-220a.1
TC-IM-220a.2
TC-IM-220a.3
TC-IM-220a.4
TC-IM-220a.6
TC-IM-230a.1
TC-IM-230a.2
* The mapping refers to the SDG indicators monitored by the National Development Planning Agency (Bappenas), considering the scope of Telkom’s material topics, sustainability
initiatives, and targets.
Managing Sustainability Risks and Opportunities
[OJK E.3, E.5]
Risk management at Telkom refers to ISO 31000:2018 Risk Management - Principles and Guidelines. This framework guides
the process of identifying and managing sustainability risks at Telkom, which has been initiated since 2023. In 2025,
Telkom conducted a review of sustainability risks and opportunities covering subsidiaries’ business sectors considered
strategic. This update is carried out considering the existing risk profile as well as the Sustainability Accounting Standards
Board (SASB) standards to identify relevant sustainability risks and opportunities according to the Subsidiary's industry
characteristics, as well as aligning with the ISSB concept at the group level.
Figure 17. TelkomGroup's Sustainability Risk and Opportunity Review Process
1 2 3 4
Mapping Identifying Reviewing new sustainability risks Integrating new
Telkom and its sustainability risks and opportunities relevant to sustainability risks and
Subsidiaries and opportunities TelkomGroup by considering the opportunities into Telkom’s
to the relevant based on relevant risk profile, in coordination with internal risk register and
SASB standards SASB disclosure the Risk Function Unit managing them according
topics to the enterprise risk
management framework
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This review was led by Telkom’s Sustainability Function Unit in coordination with the Risk Function Unit. This review
generates a list of sustainability-related risks and opportunities with potential financial impacts on TelkomGroup's, along
with an estimated impact period. This list of sustainability risks and opportunities will be reviewed periodically to ensure
its suitability with TelkomGroup's business development and transformation. To ensure effective risk management,
Telkom's Board of Commissioners and Board of Directors conduct periodic management reviews and reviews of the
implementation of risk management, including sustainable finance aspects, to support the achievement of the company's
goals and sustainability.
The risks and opportunities that have been identified reflect both challenges and prospects for TelkomGroup in
carrying out sustainable operations. Accordingly, TelkomGroup has undertaken various steps to manage the risks and
opportunities reflected in the programs and initiatives on each Telkom material topic, which are detailed in the relevant
section of this report. Furthermore, Telkom has implemented strategic risk mitigation measures as part of its Enterprise
Risk Management (ERM) framework, further discussed in Telkom’s 2025 Annual Report. Telkom’s ERM system has been
developed and is accessible via ermonline.telkom.co.id.
Table 8. Telkom's Sustainability Risks and Opportunities
Climate Change and Energy Management*
[R] Asset damage and service disruption caused by increasing extreme weather, such as heavy rainfall and temperature rise due to
climate change
Period Short to long term
Mitigation/ Telkom's steps in managing risks due to extreme weather—as presented in the Save Our Planet section,
management actions especially the Operational Resilience to Climate Change subsection, which includes mapping production
equipment and assets in vulnerable areas, relocation to safer areas, development and modernization of
disaster-resistant devices, provision of backup networks in at-risk areas, and strengthening protection
through asset insurance.
[R] Increased energy price volatility and climate-related regulatory changes, along with the energy-intensive nature of
telecommunications businesses, have the potential to increase operating costs
Period Medium to long term
Mitigation/ Telkom's steps to mitigate the risk of increased operational costs due to energy price volatility and changes
management actions in climate regulations are presented in the Save Our Planet section, especially the Low Carbon Transition,
which includes strengthening energy management practices and preparing a climate transition plan to
reduce TelkomGroup's GHG emissions.
[O] The use of renewable energy and energy-saving technologies has the potential to reduce emissions and optimize operational
costs
Period Medium to long term
Mitigation/ Telkom's steps in optimizing renewable energy opportunities are presented in the Save Our Planet section,
management actions especially the Low Carbon Transition sub-section, which details energy-saving initiatives and device
modernization.
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Resource Management
[R] Increasingly stringent waste management regulations (e.g., e-waste) due to increased stakeholder expectations may have an
impact on stricter supervision and sanctions
Period Short to long term
Mitigation/ Telkom's steps in waste management are presented in the Save Our Planet section, especially waste
management actions management, which includes the implementation of waste monitoring and auditing.
[O] Optimizing e-waste management through expanding recovery practices and reusing assets at the end of their useful life has
the potential to generate financial incentives and lower operational costs through reduced procurement costs and increased asset
residual value
Period Long-term
Mitigation/ Telkom's steps in e-waste management are presented in the Save Our Planet section, especially waste
management actions management, which includes the implementation of the 3R program on SIM cards and other e-waste.
[R] Reliance on water supply for data centers increases the risk of operational disruption and cost volatility, impacting service
reliability
Period Long-term
Mitigation/ Telkom's approach to managing water supply is presented in the Save Our Planet section, especially in the
management actions Climate Change Transition Roadmap subsection. These efforts include the implementation of research,
development, and partnerships for green data centers.
[O] The application of more efficient water technology and management can optimize the use of resources, reduce operational
costs, and increase operational resilience
Period Long-term
Mitigation/ Telkom's water management initiatives are presented in the Save Our Planet section, especially the
management actions subdivision of the Climate Change Transition Roadmap and Water Management, which includes the
development of green data centers and green buildings, including the use of Sewage Treatment Plants to
support recycling and water use efficiency.
Diversity, Equity, and Inclusion
[R] Failure to meet the needs of talent diversity according to business needs due to a competitive labor market can have an impact
on meeting company targets
Period Medium to long term
Mitigation/ Telkom's strategies in managing the risk of talent diversity are presented in the Empower Our People
management actions section, especially diversity, equity, and inclusion, which includes the recruitment of groups with
disabilities and the creation of an inclusive environment to retain female talent.
[O] Proactively recruiting and developing diverse talent can strengthen Telkom's capabilities and drive long-term value creation
Period Medium to long term
Mitigation/ Telkom's approach to managing talent recruitment and development opportunities is presented in the
management actions Empower Our People section, especially diversity, equity, and inclusion.
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Employee Health and Safety
[R] Inability to ensure the health, safety, security, and well-being of employees
Period Short to long term
Mitigation/ Telkom's approach to managing employee health, safety, and welfare risks is presented in the Empower Our
management actions People section, especially employee health and safety, which includes the implementation of the employee
occupational safety and health management system (OHSMS) and the implementation of various initiatives
to support employee welfare in accordance with the Telkom Well-Being Wheel.
Customer Experience
[R] Inability to meet customer needs and expectations related to products and services
Period Medium to long term
Mitigation/ Telkom's strategies in managing the risk of meeting customer expectations are presented in the Empower
management actions Our People section, especially customer experience, which includes providing various customer complaint
channels to inclusive services for people with disabilities.
[O] Innovative product and service development opportunities as customer needs evolve in the digital era
Period Medium to long term
Mitigation/ Telkom's steps in optimizing product development opportunities are presented in the Empower Our People
management actions section, especially customer experience, which includes product development innovations by utilizing AI
technology responsibly.
Digital Inclusivity and Community Engagement
[O] Improved brand image and company reputation due to the performance of social responsibility programs
Period Short to long term
Mitigation/ Telkom's steps in optimizing reputation opportunities from the performance of the CSR program are
management actions presented in the Empower Our People section, especially community involvement, which includes
the provision of a communication network that reaches all of Indonesia, as well as various community
engagement programs that utilize Telkom's digital capabilities.
Regulatory Compliance
[R] Changes in regulations and reporting requirements that are increasingly stringent due to increased stakeholder expectations
related to sustainability may have an impact on increasing operational costs
Period Short to long term
Mitigation/ Telkom's strategy in managing the risk of regulatory changes is presented in the Elevate Our Business
management actions section, especially regulatory compliance, which includes implementing a systematic approach in
identifying new regulatory provisions as well as conducting legal reviews on corporate actions and
partnerships with third parties.
[O] Increased credibility and reputation of the company driven by compliance performance
Period Short to long term
Mitigation actions Telkom's steps in optimizing reputational opportunities from compliance are presented in the Elevate Our
Business section, especially regulatory compliance, which includes increasing the capacity of internal
teams to be able to carry out their functions optimally.
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Ethical Business Practices
[R] Corruption and conflicts of interest, especially in relation to cooperation with third parties
Period Short to long term
Mitigation/ Telkom's approach in managing corruption risks and conflicts of interest is presented in the Elevate
management actions Our Business section, especially ethical business practices, which include the implementation of SNI
ISO 37001:2016 Anti-Corruption Management System (SMAP), socialization and routine training as an
internalization effort to build an anti-corruption culture.
Cybersecurity and Data Protection
[R] Cyber incidents that may disrupt business operations and/or impact personal data leakage and decreased customer trust [SASB
TC-SI-550a.2]
Period Short to long term
Mitigation/ Telkom's strategies in managing cyber incident risk are presented in the Elevate Our Business section,
management actions especially cybersecurity and data protection, which includes establishing policies on personal data
protection and information governance to increase employee awareness.
[O] Business opportunities to provide secure digital services amid cybersecurity threats can enhance Telkom's position as the top
choice for customers
Period Medium to long term
Mitigation/ Telkom's steps in optimizing business opportunities for secure digital services are presented in the
management actions Elevate Our Business section, especially cybersecurity and data protection, which includes investments in
information technology (IT) infrastructure that can ensure customer service security.
* Climate-related risks and opportunities have been comprehensively identified using the recommendations of the TCFD framework and IFRS S2, and are presented in the Save Our
Planet section
** [R] risk, [O] opportunity
*** Short-term is defined as the next 5 years, medium term = 5 to 15 years, and long term = 15+ years
New and changing risks or opportunities
Sustainability Strategy
[OJK A.1, E-5] [GRI 2-22]
Telkom ensures that the direction of the company's business strategy is in line with the principles of sustainability to
support long-term value creation through the provision of innovative solutions and services that have a positive impact
on society and the environment. Telkom carries the GoZero% tagline as a representation of the company's commitment
to responsible business growth according to ESG principles, with a sustainability target of 2030 to provide a measurable
long-term impact for various stakeholders. In line with this commitment, in 2025 we conducted a review and refinement
of TelkomGroup's 2030 sustainability targets, resulting in an adjustment of metrics from office waste diversion to total
waste reduction. We view this change as a reflection of strengthened, preventive environmental management, aligned
with global best practices and growing stakeholder expectations on waste prevention.
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Figure 18. TelkomGroup's Sustainability Strategy
Gambar x. Strategi Keberlanjutan TelkomGroup
GoZero% Sustainability Action by Telkom Indonesia
Telkom Indonesia leads innovation to shape a sustainable future. Our solutions and services are designed to create
positive social and environmental impacts, while ensuring long-term value creation and strengthening relationships with
stakeholders.
TelkomGroup Sustainability Targets 2030
Figure 19. TelkomGroup Sustainability Targets 2030
Save Our Planet Empower Our People Elevate Our Business
Climate change and energy Diversity, equity, and inclusion: Regulatory compliance:
management: • 32% female employees • 100% compliance rate with applicable
• 20% reduction in • 27% female representation at the regulations without any major cases
TelkomGroup's GHG managerial level proven every year
emissions in scope 1 and • 1.5% employees with disabilities
2 compared to the 2023 • 25% Digital Talent Business Ethical practices:
base year • 100% of employees sign an integrity
Employee health and safety: pact
Resource management: • Zero fatalities due to workplace • 100% of Telkom and 13 directly owned
• Minimum 70% of fiber accidents annually subsidiaries are certified SNI ISO
optic cable waste is • Employee Engagement Index 37001:2016 Anti-Bribery Management
diverted from final Score of 80 System
disposal • 100% of eligible whistleblowing system
• Minimum 70% total waste Customer experience: (WBS) reports are followed up annually
generation reduction • Achieve an NPS score in the • 100% of reported human rights
Excellence category with a score violations are addressed annually
above 62 points
Cybersecurity and data protection:
Digital inclusivity and community • Zero critical data breach incidents
engagement: annually
• 10% of supported Micro and • 100% employee graduation rate in
Small Enterprises (MSEs) cybersecurity awareness training
upgraded annually
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
TelkomGroup's Sustainability Synergy
TelkomGroup’s diverse business portfolio may result in varying impacts and perspectives in determining sustainability
priorities and strategies. To address this, TelkomGroup adopts a decentralized approach to sustainability management,
where each subsidiary is entrusted with the mandate and accountability to integrate sustainability principles into its
respective business and operational strategies, supported by an appropriate governance framework at the entity level. At
the same time, Telkom ensures a consistent direction for the Group’s sustainability strategy through the establishment of
ESG KPIs that serve as guidance for all entities in formulating and implementing sustainability initiatives that support the
GoZero ambition. To ensure consistency in implementation and strengthen collaboration across the Group, TelkomGroup
also organizes a sustainability coordination forum held on quarterly basis. This forum facilitates subsidiaries to discuss
recent developments, priority alignment, and and sustainability initiatives best practices.
Figure 20. Organizational Structure of the Sustainability Function Unit at Telkom
Figure 21. Telkomsel's ESG Framework
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Figure 22. Telin's ESG Framework
Telin Sustainability Commitment
TELIN FOR TOMORROW
To shape a sustainable future where digital connectivity empowers lives, inspires people, protects our planet, strengthens communities, and
creates lasting impact for generations to come.
Tomorrow’s World is Tomorrow’s People are Tomorrow’s Planet is Tomorrow’s Communities are
Connected Inspired Protected Empowered
Expanding secure and resilient Empowering our people through Reducing our environmental Advancing equity and
digital connectivity to shape how talent development, inclusion, footprint while strengthening opportunity through inclusive
the world connects, collaborates, and wellbeing to drive climate resilience across our community engagement and
and grows sustainable innovation operations. digital access initiatives
Focus Area: Focus Area: Focus Area: Focus Area:
• Digital Trust • Talent & Development • Energy & Emissions Management • Community Empowerment
• Resilient Digital Infrastructure • Inclusive Workforce • Renewable Energy • Digital Inclusion
• Sustainable Value Chain • Employee Wellbeing
Enabler
Good Governance Risk Management Business Ethics Anti-Corruption
Figure 23. Mitratel ESG Framework
ESG Pillar Material Topic
Energy Management
Right Environment Approach
Material Sourcing & Efficiency
Business Partner & Customer
Community & Employee Engagement
Right Communication
Government
People
Compliance
Business Ethics
Right Governance
Data Privacy & Security
Asset & Data Information
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02 Sustainability at Telkom Telkom Sustainability
Journey
Sustainability
Governance
Stakeholder
Engagement
Support for the Sustainable Development Goals
[GRI 2-22]
Telkom has identified seven Sustainable Development Goals (SDGs) as top priorities, where TelkomGroup can generate
the most significant environmental and social impact. These priority SDGs are in line with our material topics and
commitments. These priority SDGs align with Telkom’s material topics and commitments. Telkom actively collaborates
with stakeholders to implement sustainability initiatives that contribute to achieving all 17 SDGs. In addition, through its
Social and Environmental Responsibility (CSR) program, Telkom consistently expands its contributions toward achieving
the SDGs in Indonesia. Detailed information on the implementation of Telkom’s CSR program can be found in the Save Our
Planet section for environmental programs, Empower Our People for social initiatives, and Telkom’s 2025 Annual Report.
Table 9. TelkomGroup's Support for Priority SDGs
SDG Description TelkomGroup's Commitment Initiative*
SDG 4 Ensure Inclusive and TelkomGroup acts as a driver of • Talent development programs, People
Equitable Equality Education equity and improvement of the Development Plan, and the provision of
and Promote Lifelong quality of digitalization in the scholarships to encourage Long-term learning
Learning Opportunities for education sector, and actively Employees (p. 125)
All contributes to developing • Improving access and quality of education in an
outstanding digital talent integrated manner through programs to provide
access to learning applications, internet, and
computers to schools and digital training
targeting students, teachers, groups of persons
with disabilities, and in the context of women's
empowerment (pp. 151-154)
SDG 5 Achieve Gender Equality and TelkomGroup strives to promote • Setting a target percentage of female employee
Empower All Women and gender equality in the workplace representation at the managerial level in
Girls TelkomGroup (p. 123)
• Creating an inclusive work environment
(provision of Employee Resource Group
(Srikandi Telkom) and implementation of
Respectful Workplace) (pp. 131-132)
SDG 8 Promote Sustained, Inclusive TelkomGroup creates an equitable • The MSE Development Program is carried out
and Sustainable Economic digital ecosystem to support by providing access to financing and assistance
Growth, Full and Productive various economic activities in to improve the digital capabilities and capacity
Employment and Decent every segment and level of society of business actors. This initiative includes the
Work for All Go Modern, Go Digital, Go Online, and Go Global
programs to encourage MSEs to become more
resilient and independent (pp. 159-161)
SDG 9 Build Resilient TelkomGroup accelerates the • Accelerating network equity in disadvantaged,
Infrastructure, Promote development of reliable and remote, and leading (3T) areas (p. 147)
Inclusive and Sustainable equitable telecommunication • Collaborating with students from
Industrialization and Foster infrastructure, as well as universities in Indonesia to run programs in
Innovation providing the best service for sociodigipreneurship, which plays a role in
customers facilitating the innovation of technology-based
solutions to social and economic challenges
that exist in society (p. 156)
SDG 12 Ensuring Sustainable TelkomGroup continues to • Set targets to reduce the amount of e-waste
Production and Consumption innovate to realize sustainable disposed of directly into landfill (pp. 91-92)
Patterns resource and waste management • Using eco-friendly materials in product
and in line with circular economy packaging development (p. 93)
principles
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SDG Description TelkomGroup's Commitment Initiative*
SDG 13 Take Urgent Action to TelkomGroup is committed to • Develop a climate transition roadmap as the
Combat Climate Change and reducing carbon footprint from basis for collective decarbonization plans at the
Its Impacts business operations and value group level (pp. 74-75)
chain in line with the Indonesian • Implementing IoT and the Energy Efficiency
government's net zero emission Care Movement (GePEE) program as energy
target saving and modernization initiatives (p. 75)
SDG 16 Promote Peaceful and TelkomGroup always implements • Implementing an anti-corruption management
Inclusive Societies for good corporate governance system (SMAP), as well as socialization
Sustainable Development, and upholds the principles of and training to all Directors and employees
Provide Access to Justice transparency and accountability (pp. 185- 186)
for All and Build Effective, as the foundation of responsible • Provide access and channels for all
Accountable and Inclusive business practices stakeholders to submit complaints through
Institutions at All Levels Telkom Integrity Line (pp. 187-189)
* This initiative is non-exhaustive and is only intended to provide examples of initiatives carried out by TelkomGroup.
SUSTAINABILITY REPORT 2025 65
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Save Our Planet SUSTAINABILITY REPORT 2025 67
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03 Save Our Planet Climate Change and
Energy Management
Resource
Management
“
TelkomGroup takes an active role in realizing a greener ecosystem through the implementation
of sustainable business practices and responsible operational impact management. Focusing
on climate, energy, and waste risk management is the cornerstone of maintaining business
sustainability during changing environmental dynamics. Other aspects of environmental
management, such as water management and biodiversity, are always managed in accordance
with applicable regulations and standards.
Figure 24. Telkom Environmental Aspect Management Framework
Save Our Planet
Climate change and Other environmental
Resource management
energy management management
• Low-carbon transition • Waste management • Water management
• Operational resilience • Biodiversity
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Other Environmental Environmental Environmental
Management Costs Performance
Material Topics 2030 Target 2025 Performance
Climate change and energy 20% reduction in TelkomGroup's GHG 3.7% increase in TelkomGroup's Scope 1 and 2 GHG emissions
management emissions in scope 1 and 2 compared (Market-based) compared to 2023 base year.
to the 2023 base year • 44% decrease in Scope 1 emissions due to the operational
transition to using biodiesel (B40, B30, B20, and B10).
• 3% increase in Scope 2 emissions due to asset expansion and
data scope within TelkomGroup.
Resource management At least 70% of fiber optic cable waste 73% of fiber optic cable waste is diverted from final disposal
is diverted from disposal
Minimum 70% total waste 24% total waste generation reduction
generation reduction
Climate Change and Energy Management
The telecommunications industry is facing growing Change & Energy Management Working Group supports
challenges related to climate change. The sector’s reliance the Sustainability Committee in implementing climate
on energy-intensive infrastructure—such as network mitigation and adaptation initiatives across TelkomGroup.
equipment and data centers—combined with increasing
regulatory requirements and global standards for reducing Telkom has a Sustainability Function Unit that is
GHG emissions, has heightened the urgency to transition responsible for developing climate management
toward low-carbon operations. At the same time, climate- strategies and monitoring the performance of achieving
related events also affect product resilience and service TelkomGroup's climate targets through GHG emission
continuity, as demonstrated by the flooding incident in metrics that are monitored periodically in accordance
Sumatra. Therefore, strengthening operational resilience with company policies. To support effective sustainability
and integrating climate risk considerations into business management, Telkom also makes efforts to recruit and
strategies are essential to ensuring TelkomGroup’s long- strengthen teams with adequate capabilities in managing
term business sustainability. climate issues, as summarized in the performance
table 16.
Management Approach Climate Change Policy and Energy Management
[GRI 3-3]
Climate change and energy management policies
are regulated in the sustainability governance policy
Climate Governance established through the Board of Directors Regulation.
These provisions are incorporated into the Standard
Telkom’s climate governance structure is integrated Operating Procedures (SOPs), which regulate technical
into TelkomGroup’s Sustainability Governance guidelines for the calculation and reporting of GHG
framework, as stipulated in Company Regulation Number emissions in TelkomGroup in accordance with
PD.704.00/r.00/HK290/DSC-M0200000/2025. The international standards, such as ISO 14064-1 and GHG
Sustainability Committee is responsible for overseeing and Protocol Corporate Accounting & Reporting Standard.
providing directions on climate-related goals, transition In 2025, Telkom will evaluate and update the emission
and adaptation plans, strategies, initiatives, targets, calculation POS by expanding the scope of the GHG
policies, performance monitoring, and reporting across emission inventory within the TelkomGroup.
TelkomGroup. In carrying out its roles and responsibilities,
the Sustainability Committee coordinates with other Climate Change Management Framework
committees under the Board of Commissioners and the
Board of Directors, including the Corporate Social and Climate change management at TelkomGroup is guided
Environmental Responsibility (TJSL) Committee, the by four integrated actions—identify, assess, respond, and
Risk, Compliance, and Revenue Assurance Management monitor—which form the basis for integrating climate
Committee, the Audit Management Committee, and the considerations into the company’s business strategy.
Nomination and Remuneration Committee. The Climate
SUSTAINABILITY REPORT 2025 69
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03 Save Our Planet Climate Change and
Energy Management
Resource
Management
Figure 25. Telkom Climate Change Management Framework
Identify Assess Respond Monitor
Identify climate factors Assess the significance Establish strategies for Monitor performance,
affecting businesses of the impact of risk and opportunity along with progress on
climate risks and response with targets
opportunities on management oversight
financial performance,
positioning, finances,
and business processes
Low-Carbon Transition
TelkomGroup's GHG Emissions Performance
[GRI 102-4, 102-5, 102-6, 102-7, 305-1, 305-2, 305-3]
The total GHG emissions of TelkomGroup (Market-based) in 2025 are 4,153,661.33 tCO2e, consisting of 1% Scope 1 emissions,
52% Scope 2 emissions, and 47% Scope 3 emissions. There is an increase in emissions compared to the previous
reporting year, particularly in Scope 3 emissions, due to the addition of calculation scopes covering categories 4, 7, 9, and
12. This step represents TelkomGroup's continuous improvement effort to strengthen GHG emissions management. The
calculation methods, including limitations and assumptions, are presented in Appendix 7. Consistent with 2024, the 2025
GHG emissions are also validated by an independent party with the opinion presented in Appendix 11.
TelkomGroup Emission Profile in 2025*
Figure 26. TelkomGroup GHG Emissions Scope 1, 2 (Market-based), and 3
2.500,00
2,078,121.0 2,140,067.5
2,025,402.9 1,967,525.7
GHG Emissions (tCO2)
2.000,00
1.500,00
1.000,00
500,00 333,976.2 307,017.3
0
83,730.0 82,085.4 46,068.1
2023 2024 2025
Year
Scope 1 Scope 2 (Market-based) Scope 3
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Figure 27. TelkomGroup GHG emissions disaggregation by category
1%
%
47
52
%
Scope 1
Scope 2
Scope 3
Figure 28. Disaggregation of TelkomGroup Scope 3 GHG emissions by category
0,0% 0,0%
0,0% 3,3%
12
,2
% Category 1 Category 9
Category 2 Category 10
Category 3 Category 11
10,8%
0,0%
Category 4 Category 12
0,0%
0,2% Category 5 Category 13
4,0%
0,0% Category 6 Category 14
69,
0,0%
Category 7 Category 15
5%
Category 8
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03 Save Our Planet Climate Change and
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Summary of TelkomGroup GHG Emissions Performance for the 2025 Reporting Year
Table 10. Summary of Greenhouse Gas Emissions Performance of TelkomGroup for Reporting Year 2025
% Change in
Emissions
Reporting Reporting
Reason for Emission Changes since
Scope Description Year 2025 Year 2024
Since The 2024 Reporting Year The 2024
(tonCO2e) (tonCO2e)
Reporting
Year
The expansion of the use of B40 Biodiesel as a power
generator fuel source compared to the conservative
Stationary approach (using B0) applied in 2024, along with efforts
12,288.4 27,381.5 55%
Combustion to reduce generator operational durations within the
TelkomGroup environment, including Telkom, Telkomsel,
Sigma, Mitratel, Telin, Telkomsat, Telkom Infra, and GSD.
Improvement of the methodology for collecting vehicle
fuel consumption data, which identifies that vehicles
Scope 1 Mobile
21,874.1 27,182.0 within Telkom, Sigma, and Mitratel use Pertamax gasoline, 20%
Combustion
which has a relatively lower emission factor compared to
Pertalite.
Refinement of the methodology for collecting fugitive
emission data from wastewater treatment and AC,
Fugitive
11,905.7 27,521.9 including the identification of septic tanks as an additional 57%
emission
wastewater treatment category and the inclusion of end-
of-life emissions from dismantled AC units.
The increase in electricity consumption emissions
Location- compared to 2024 is mainly due to the expansion of
2,182,493.3 2,078,121.1* 5%
based Method TelkomGroup assets (for example, the addition of BTS in
2025 for Telkomsel).
The increase in electricity consumption emissions
Scope 2 compared to 2024 was primarily driven by the expansion
of TelkomGroup assets (for example, the addition of BTS
Market-based
2,140,067.5 2,078,121.1* for Telkomsel in 2025). However, the initiative to purchase 3%
Method
a total of 45,407 Renewable Energy Certificates (RECs)
by Telkom and TDE in 2025 helped limit the emissions
increase for that year to 3%.
Refinement of the methodology for grouping goods and
Purchased
Scope 3 services (based on guidelines from GSMA) and adjusted
goods and 64,796.5 87,218.1 26%
Category 1 to reflect the categories most relevant to the company's
services
operational activities.
Refinement of the methodology for grouping goods and
Scope 3 services (based on guidelines from GSMA) and adjusted
Capital goods 239,681.5 70,677.0 239%
Category 2 to reflect the categories most relevant to the company's
operational activities.
Fuel-and- Improvement of methodology and expansion of emission
energy-related source coverage in the calculation of this category, where
Scope 3 activities this year Scope 3 Category 3 is calculated for emissions
211,750.40 0.3 65,040,394%
Category 3 (not included originating from the well-to-tank process of consumed
in scope 1 or fuel and transmission and distribution loss of the
scope 2) electricity used.
Upstream The expansion of the calculation scope as it begins to
Scope 3
transportation 51.1 N/A accommodate Category 4, which was previously not -
Category 4
& distribution included in the calculation.
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% Change in
Emissions
Reporting Reporting
Reason for Emission Changes since
Scope Description Year 2025 Year 2024
Since The 2024 Reporting Year The 2024
(tonCO2e) (tonCO2e)
Reporting
Year
Waste
Scope 3 Expansion of the coverage of TelkomGroup entities that
generated in 270.7 0.7 40,421%
Category 5 disclose waste data.
operations
Scope 3
Business travel 3,574.7 32,119.5 The decrease in the number of business trips in 2025. 89%
Category 6
The expansion of the calculation scope as it begins to
Scope 3 Employee
389.8 N/A accommodate Category 7, which was previously not -
Category 7 commuting
included in the calculation.
Scope 3 Upstream Increase in the number of TelkomGroup Subsidiaries that
77,941.4 7,985.9 876%
Category 8 leased assets record leased assets.
Downstream
The expansion of the calculation scope as it begins to
Scope 3 transportation
172.6 N/A accommodate Category 9, which was previously not -
Category 9 and
included in the calculation.
distribution
Scope 3 Processing of
- - Not relevant to the nature of TelkomGroup's business. -
Category 10 sold products
Scope 3 Use of sold Expansion of the scope of calculation of products sold, for
1,367,736.8 99,559.4 1,274%
Category 11 products example including Indihome, Indibiz, and ASTINet.
End-of-life The expansion of the calculation scope as it begins to
Scope 3
treatment of 58.6 N/A accommodate Category 12, which was previously not -
Category 12
sold products included in the calculation.
Scope 3 Downstream Increase in the number of TelkomGroup Subsidiaries
833.4 148.1 463%
Category 13 leased assets recording leased assets.
Scope 3
Franchise - - Not relevant to the nature of TelkomGroup's business. -
Category 14
Scope 3
Investment 268.1 9,308.30 Improvement of emission calculation accuracy. 97%
Category 15
Total GHG Emissions
4,196,087.0 2,467,223.7*
(Location-based)
Total GHG Emissions
4,153,661.3 2,467,223.7*
(Market-based)
* Restatement of information based on adjustments to data collection methodology
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Decarbonization Strategy
[OJK F.7, F.12] [GRI102-1, 102-4]
In 2025, TelkomGroup reached a strategic milestone in its transition toward low‑carbon operations with the launch of its
Climate Transition Plan. This document not only reaffirms TelkomGroup’s commitment to addressing climate change but
also outlines the company’s transition plan toward achieving net zero emissions by 2060, along with the key strategies
to support this ambition. Specifically, the Climate Transition Plan sets out TelkomGroup’s pathway toward low-carbon
operations, targeting a 20% reduction in Scope 1 and Scope 2 emissions in the short term (2023–2030), 40% in the medium
term (2040–2050), and the achievement of net zero emissions by 2060. The methodology, assumptions, and limitations
used in setting these targets are presented in Appendix 8.
TelkomGroup's Transition Journey for Emissions Scope 1 & 2
Figure 29. TelkomGroup's Transition Journey to Net Zero Emission 2060
Milestone 2023-2030 Short-term targets Medium-term targets Long-term targets
20% reduction of scope 40% reduction of 70% reduction of scope TelkomGroup Net
1 and scope 2 emissions scope 1 and scope 2 1 and scope 2 emissions Zero Emissions
by 2030 emissions by 2040 by 2050 by 2060
4.0 ~10% energy 100% EV fleet by 2040 >30 MWp of Solar PV
consumption reduction operated by 2050
through RAN AI, liquid >20 MWp of Solar PV
3.5
cooling, modernization & deployed by 2040 >60% data center
outdoorization powered by renewable
3.0 >50% data center electricity by 2050
>14 MWp of Solar PV
deployed by 2030 powered by renewable
2.5 electricity by 2040
2.0
1.5
1.0
0.5
0.0
-0.05
2020 2030 2040 2050 2060
Offset Scope 1 Scope 2
Note: The strategy to achieve net zero emissions also considers the use of RECs to reduce Scope 2 GHG emissions on a market-based approach
TelkomGroup has also identified six key decarbonization levers summarized in the Climate Transition Plan, including
energy efficiency, electrification, renewable energy adoption, and the use of market-based instruments. These initiatives
were selected based on TelkomGroup’s emissions profile—dominated by electricity consumption—while also considering
the national energy transition agenda and the need to maintain service reliability.
As of 2025, there was an increase in Scope 1 and 2 (Market-based) emissions of 77,002.7 tCO2e, equivalent to 3.7% compared
to the 2023 base year. This aligns with the increased operational activities throughout the year and is a condition that had
been anticipated, given that the new transition plan was prepared in the second half of 2025, so its implementation had
not yet run optimally during this reporting period.
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Figure 30. TelkomGroup's Key Decarbonization Initiative
Energy savings Electrification Renewable energy and REC / PPA Carbon Offset Government efforts
& equipment energy storage • Reduced emission from electricity
modernization Switching from Utilize market-based Utilize market-based grid due to PLN's renewable
fossil fuels to Expanding renewable instruments to reduce instrument to abate the energy transition
Adopting energy electricity energy use electricity-related remaining GHG emission Grid emission is expected to
efficiency (Scope 2) emissions improve as PLN increases the use
technologies 1. Electrification 1. Renewable energy Carbon credit:
adoption Renewable Energy Represent the right to of solar PV, wind, and hydropower
1. Improving energy • Replacement of Certificate (REC): emit a specific amount in line with PLN's Electricity
• Solar PV installation
efficiency diesel genset Claim use of RE from of CO2e or GHG emission. Supply Business Plan (RUPTL) and
to PLN • Hydrogen fuel National Electricity General Plan
• Lighting cell genset power grid Ways to obtain include:
(RUKN)
efficiency 2. Electric Vehicle • Purchase carbon credit
2. Energy storage from carbon exchange • Reduced emission from biodiesel
• Cooling (EV) transition
organizer mix
management • Replacement • Power back up using
MEMR plan to mandate a biodiesel
system of internal Lithium Battery • Partnership to conduct
mix of 40% by 2025, 50% by 2026,
combustion NBS initiative
2. Technology and 60% by 2027.
& equipment engine (ICE) • Refrigerant Replacement
modernization vehicle to electric MEMR developed I-NCAP as a
vehicle roadmap for sustainable cooling,
aiming to reduce energy use and
emissions by transitioning to low-
GWP refrigerants in building and
mobile cooling by 2028.
Energy Saving and Equipment Modernization
Telkom utilizes Internet of Things (IoT) technology by integrating sensors and actuators into the Integrated Smart
Device for Advancing Energy Efficiency (iSave) platform as an energy-saving initiative. This platform allows monitoring
and controlling the building's electrical energy consumption in real time, which is supported by the power consumption
dashboard, people counting, and operational scheduling features. iSave has been implemented in several Telkom
operational locations, including Jakarta Outer (former South Jakarta Region), Tangerang BSD Regional Region, Inner
Jakarta (former West Jakarta Regional Police), Kebon Sirih 36 (former Central Jakarta Regional Police Department),
Jakarta GMP, and Bandung GMP.
Gerakan Peduli Efisiensi Energi (GePEE) [GRI 302-4]
The implementation of Telkom's energy efficiency
initiatives through the Energy Efficiency Care
Movement (GePEE) has been running consistently
since 2023. The GePEE program collectively includes
nine activities, with the three main activities as
follows:
Optimization Cooling System
Activation of Energy Dismantling Device (DMP)
(OCS)
Efficiency Culture (ABE) Turning off power and
Room insulation, hot and cold
Leaders talk and energy disassembling obsolete
line repair, and cooling system
efficiency culture week devices
assessment
Cumulatively, the implementation of the GePEE program at Telkom offices in 2025 has succeeded in reducing
national electricity costs by 0.5% or the equivalent of total electricity consumption of 9,480 GJ (2,238 tons
of CO2e). This value is produced by converting the total electricity bill in 2025 into an estimated energy
consumption (GJ) and calculating the emissions using Indonesia’s grid emission factors.
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The investment value of TelkomGroup's energy saving initiatives this year reached IDR 18,346,158,626 (presented in the
table Environmental Costs). This cost includes the procurement and refurbishment of environmentally friendly equipment,
such as LED lights, refrigerants, batteries, and monitors that are more environmentally friendly. As a follow-up step in the
energy efficiency initiative, Telkom plans to implement Autonomous Network (AN) by 2026 to extend energy efficiency to
the grid level through data-driven management that is adaptive to traffic needs.
Green Data Center Innovation
Figure 31. Green Data Center by TDE, left: front view, right: top view
TDE, which manages the data center, is developing a green data center in Batam with a capacity of more than
60 MW of IT Load. The development of the Hyperscale Data Center (HDC) in Batam is a form of joint venture
collaboration with Medco Power in providing solar power plants around the Kabil Integrated Industrial Estate
(KIIE) area. This green data center is designed with the goal of energy efficiency using high-density racks, special
cooling systems, and optimal data distribution. If the necessary system requirements are met, this step will not
only improve energy efficiency but also reduce costs. [SASB TC-SI-130a.3, TC-IM-130a.3]
Along with the application of these designs and technologies in the development of new data centers, TDE is
gradually trying to improve the operational performance of existing data centers, which can be seen in the Power
Usage Effectiveness (PUE) performance in the graph below. [SASB TC-TL-130a.1]
In 2025, TDE also signed a consortium agreement
with the Sustainable Tropical Data Centre
Average weighted trailing 12-month (TTM) Testbed (STDCT) 2.0, a five-year program led
data center Power Usage Effectiveness (PUE) by the National University of Singapore (NUS)
to support the development of sustainable and
AI-ready data center designs in tropical regions
2.2
(Southeast Asia). TDE participates as a member
2.15
2.15 of the steering committee and is involved in
2.1 testbed activities, power efficiency studies, and
2.05
2
cooling systems, as well as energy and water
1.95 saving technology trials. This collaboration is
1.9 1.84 1.88 focused on applying academic research results
1.85
1.8
into solutions that can be replicated by the data
1.75 center industry. Through this partnership, TDE
1.7 is expected to play a role as a connector of the
1.65
digital ecosystem through the development
2023 2024 2025 of infrastructure that pays attention to
sustainability aspects and is relevant to trends in
the use of AI technology in the market.
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Green Building Management through IBMS
Figure 32. Building Energy Monitoring through the IBMS dashboard
As part of efforts to improve energy efficiency and implement green building principles, GSD has deployed
an Integrated Building Management System (IBMS) to support integrated building operations, particularly
in managing energy consumption and optimizing maintenance costs. The system has been implemented in
several key buildings, including Telkom Landmark Tower (TLT) Jakarta, TLT Surabaya, and the Multimedia
Tower Jakarta.
GSD operates a Heating, Ventilation, and Air Conditioning (HVAC) system equipped with sensors to monitor
occupant comfort levels, including CO2 and O2 concentrations, while optimizing indoor temperature and air
circulation. In building construction and revitalization processes, GSD prioritizes the use of environmentally
friendly, energy-efficient, and low-emission building materials. By 2025, the Telkom Landmark Tower (TLT)
Jakarta building will have obtained EDGE certification from IFC and GBCI.
Liquid Tree
Figure 33. Implementation of Liquid Tree at Telkom Landmark Tower
As part of sustainability innovation in the TLT Jakarta office
environment, liquid tree technology has been introduced as an
algae-based transparent bioreactor designed to improve air quality
while supporting indoor emission reduction. By 2025, the installed
capacity of this technology will have reached 100 liters. Based on a
regression modeling study conducted by the UGM Ecoplant Lab in
collaboration with Algatech as the technology provider, the device
is estimated to have the potential to absorb approximately 0.02 tons of CO2 and produce around 0.01 tons of
O2 by 2025. The implementation of liquid tree technology represents one of the solutions to help reduce CO2
concentrations in workspaces, particularly in office areas located in city centers where conventional green
space is limited.
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Diversification of Eco-Friendly Tower Products
Figure 34. Glass Fiber Reinforced Polymer Tower
Mitratel continues to advance the development and
deployment of low-carbon towers made of Glass Fiber
Reinforced Polymer (GFRP). The GFRP material has been
verified to meet technical requirements through testing
conducted by three certified laboratories in Indonesia,
namely the University of Indonesia Laboratory for
material testing (February 2024), Telkom Lab for
environmental resilience testing, including temperature
and UV accelerated tests (April 2024), and technical
verification by ITB Laboratories. Through the implementation of a total of six towers, it is estimated to be
able to reduce GHG emissions by ~0.099 tons of CO2e which comes from the inherent carbon footprint of
the GFRP material itself.
By 2025, Mitratel has also diversified its sustainability-oriented portfolio through the development of
MiQAs (Mitratel Quality Air System), Power as a Service (PaaS), and the Small Cell Solar Panel System (SPS).
MiQAs is an Internet of Things (IoT)-based solution for air quality and weather monitoring that generates
the Air Pollutant Standard Index (ISPU), covering seven key parameters: PM10, PM2.5, NO2, SO2, CO, O2,
and HC, with data updated every 30 minutes. During the reporting year, this solution was piloted on a
limited basis in the DKI Jakarta area, specifically in Kebon Kacang and Gunung Sahari (Central Jakarta),
as well as in East Kalimantan, particularly in the Nusantara Capital City (IKN).
In supporting the energy transition, Mitratel has successfully commercialized 1,617 Power as a Service
(PaaS) site, providing integrated power supply management solutions for Mobile Network Operators
(MNOs). These services include off-grid, on-grid, and hybrid schemes to support service level agreement
(SLA) fulfillment, enhance operational reliability, and maintain service quality. In addition, the Small Cell
Solar Panel System (SPS) has been deployed at 650 sites as of 2025. The development and implementation
of these environmentally friendly solutions form part of Mitratel’s efforts to support the achievement of
its transition targets toward net zero emissions in line with the commitments that have been established.
Figure 35. Skema off-grid, on-grid, and hybrid PaaS services
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Electrification
TelkomGroup has consistently used Electric Vehicles (EVs) for operational vehicles and also participated in encouraging
the EV use ecosystem through the installation of EV charging stations within TelkomGroup. By 2025, as many as 17%
of total employee vehicles at Telkom will already use EVs. For operational support, Telkom rented 12 units of electric
motorcycles and 12 units of EV charging to GSD. The use of EVs has also been implemented at the Subsidiary level, namely
GSD, Telkom Infra, and Telkomsat. Cumulatively, the three entities, including EV units used by Telkom through a loan
scheme from GSD, operate a total of 423 units of electric motorcycles to support operational activities. Telkomsat and
GSD also contribute to the electric vehicle use ecosystem through the installation of EV charging stations at 16 points in
their operational areas.
Added Value in SPKLU Expansion Synergy
Figure 36. Application of Public Electric Vehicle Charging Stations
GSD collaborates with V-Green in the
development of Public Electric Vehicle
Charging Station (SPKLU) infrastructure as
part of accelerating SPKLU penetration in
Indonesia. This collaboration is focused on
the use of various property assets spread
across several TelkomGroup regions to support the availability of electric vehicle infrastructure. Until October
2025, there are 6 SPKLU points that have been operational and used as pilot projects in the implementation
of Internet of Things (IoT)-based monitoring systems to support energy management and operational
performance. In the future, this collaboration is planned to support the phased development of 400 SPKLU.
Through the integration and optimization of asset utilization, both companies aim to create added value while
supporting the Government’s initiatives to accelerate the transition toward sustainable mobility.
Optimization of Energy Storage through the Use of Lithium Batteries
Mitratel, continues to increase the use of lithium batteries as an alternative
energy storage solution in telecommunication towers to support more
efficient and environmentally friendly operations. Through this initiative,
Mitratel is gradually replacing conventional Valve Regulated Lead Acid (VRLA)
batteries with lithium batteries that offer a longer service life and generate
lower waste, thereby helping to reduce the environmental impact of operational activities. In terms of waste
management, both VRLA and lithium battery waste are handled through a battery replacement mechanism
in collaboration with third-party First Line Maintenance (FLM) partners. Through this approach, the handling
and management of VRLA battery waste are carried out in accordance with environmental standards and
applicable regulatory requirements.
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Utilization of New and Renewable Energy
In 2025, TelkomGroup continued its transition toward renewable energy by installing solar PV power plants (Pembangkit
Listrik Tenaga Surya/PLTS) and micro-hydropower plants (Pembangkit Listrik Tenaga Mikrohidro/PLTMH) at strategic
operational assets. In this regard, Telkomsel installed 360 units of PLTS and 1 unit of PLTMH at its base transceiver station
(BTS) sites. The total consumption of renewable energy reached 13,926 GJ. Going forward, TelkomGroup will continue to
increase the use of new and renewable energy in line with the Climate Transition Plan that has been established.
Solar Power Plants (PLTS) and Microhydro (PLTMH) in BTS
Figure 37. Solar PV Power Plants (PLTS) and Microhydro (PLTMH) in BTS
Aceh : 3
North Kalimantan : 6
North Sumatra : 4
Riau : 8
Riau islands : 3
West Kalimantan : 10 East
West Sumatra : 1 Kalimantan : 40
Jambi : 1 Central Kalimantan : 111
South Sumatra : 7 South
Kalimantan : 6
Lampung : 1
Dki Jakarta : 1
Central Java : 3
East Java : 14 West Nusa
Tenggara : 4
Telkomsel continues to expand the use of solar power plants at Base Transceiver Stations (BTS) by adding 86 new
solar power plants in 2025. With this addition, Telkomsel has operated 360 BTS units with solar panels and 1 BTS
unit that utilizes microhydro energy, with the total energy generated during 2025 reached 13,926 GJ. These BTS
are spread not only in big cities, but also in underdeveloped, frontier, and outermost (3T) regions of Indonesia to
provide excellent connections. The BTS unit that utilizes microhydro energy is located in Sijunjung Regency, West
Sumatra. The BTS units that utilize solar energy are spread across the following areas.
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Mitratel, which operates towers for Telkomsel BTS, is gradually electrifying BTS in rural
areas through the replacement of fossil fuel generators with solar panel technology. In
addition to carrying out its operational activities, Mitratel also strengthened its social
contribution through the Social and Environmental Responsibility (CSR) program
in July 2025 by collaborating with Telkom to build Solar Power Plants (PLTS) in five
underdeveloped villages in West Kalimantan and East Nusa Tenggara, each with a
capacity of 5 kWp.
Central Sulawesi
Sulawesi : 25 Utara : 1 North Maluku : 5
Southwest Papua : 1
West
Sulawesi : 4
Papua : 4
Maluku : 13
Southeast Sulawesi : 11 Papua Barat : 13
West Papua
Central Papua : 1
South
Sulawesi : 28
South Papua : 3
East Nusa Tenggara : 28
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Solar Public Street Lighting Innovation (PJUTS)
As part of the implementation of new and renewable energy, GSD has installed
and operates 77 PJUTS lighting units across the Telkom Hub area in DKI
Jakarta. The system requires approximately 5–6 hours of charging time and
can operate for up to 12 hours per day, with a total energy consumption of
55.44 kWh per day. By utilizing solar energy, the TLT building is projected to
reduce electricity consumption by 20,235.6 kWh per year.
Figure 38. Illustration of Solar Public Road Lighting (PJUTS)
Clean and Renewable Energy Support Program
Telkom seeks to support the provision and utilization of clean and renewable energy for communities that do
not yet have access to electricity from PLN. By 2025, Telkom had distributed Rp1.4 billion in financial assistance
to support seven locations across Indonesia through the provision of clean and renewable energy equipment,
as well as training on installation, utilization, and sustainable system maintenance. In line with Sustainable
Development Goal (SDG) 7, this initiative is expected to positively impact 14,463 beneficiaries by improving the
quality of life and strengthening local economies through the use of new and renewable energy.
Renewable Energy Certificates (RECs)
Telkom and TDE purchased 45,407 Renewable Energy Certificates (RECs) sourced from hydroelectric power plants
(Pembangkit Listrik Tenaga Air/PLTA) by 2025. Through this initiative, the companies support Scope 2 decarbonization
efforts with the potential to reduce emissions by 42,425.7 tons of CO2e per year.
Figure 39. Example of Renewable Energy Certificate
TIGR Registry Certificate of Retirement
APX, Inc., in its capacity as operator and administrator of the TIGR Registry, hereby certifies that the following Renewable Energy Certificates
(“RECs”) have been retired in the TIGR Registry on behalf of:
PT Telkom Indonesia (Persero) Tbk
Total RECs Retired: 35066
Retirement Reason Details: Meet Corporate Renewable Energy Goals
Retirement Date: August 13, 2025
Sub-Account Name Project Name Project Type TIGRs Serial Numbers Quantity
PT Telkom Indonesia (Persero) PLTA Bakaru - Bakaru Hydroelectric - Run-of- TIGR-3782-ID-JB-01-2025-68055-43467 to 35065
Tbk River 78531
PT Telkom Indonesia (Persero) PLTA Bakaru - Bakaru Hydroelectric - Run-of- TIGR-3782-ID-JB-01-2025-68055-3472 1
Tbk River
Retiring TIGRs Account Holder: PT Energy Management Indonesia
The Tradable Instrument for Global Renewables (TIGR) Registry is an online platform purpose built to meet RE100 best practices guidelines and CDP standards for
procuring and reporting purchases of renewable energy. The Registry is developed and managed by APX, leveraging more than 15 years of experience in environmental
markets. For more information: www.apx.com
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Operational Resilience to Climate 2023 Climate Risk Report.
Change
Climate-related Risks and Opportunities
[GRI 102-2]
TelkomGroup has identified climate-related risks and
The flash flood event in Sumatra at the end of 2025 is clear opportunities for two categories, namely physical and
evidence of the increasing intensity of climate change, transitional, which have the potential to have an impact
the impact of which is also felt by the telecommunications on the company in the short (next 5 years), medium (5-15
industry. In this regard, TelkomGroup itself has proactively years), and long term (more than 15 years). Information
identified climate-related risks and opportunities as related to the methodology in determining climate-related
well as analyzed the climate scenario based on the risks and opportunities identified by TelkomGroup can be
framework of the Task Force on Climate-related Financial accessed in the Telkom Climate Risk Report 2023 and
Disclosures (TCFD) since 2023. This process will continue Telkomsel Sustainability Report 2024.
in 2025 to look at the financial impact of climate risks
to provide insight into the company's resilience. The
process, methods, results, limitations, and assumptions
of climate risk assessment in full can be found in the
Table 11. List of Risks and Opportunities related to TelkomGroup's Climate
Type Risk [R] / Opportunity [O]
• Extreme rain/flooding [R]
Acute • Cyclone [R]
Due to extreme weather events • Forest fires [R]
• Heatwave [R]
Physical
• Temperature rise [R]
Chronic • Increased rainfall [R]
Due to long-term changes in climate patterns • Sea level rise [R]
• Water stress [R]
Policy & legal • Rising carbon prices [R/O]
Due to changes in emission reduction regulations • Increased energy costs due to energy regulations [R]
Technology • Renewable energy [O]
As a result of the adoption of technology and • Low carbon/green ICT technology [O]
innovation that supports emission reduction
Transition Markets • Increased material supply prices [R/O]
Due to changes in market prices and demand for • Changing consumer preferences [R/O]
high-emission commodities, services, and low-
carbon products
Reputation Reputational impact in meeting stakeholder expectations
As a result of the distorted perceptions and [R/O]
expectations of stakeholders on climate action
To better understand how climate-related risks and opportunities may impact the company, TelkomGroup selects key
risks and opportunities for further analysis. This process includes defining relevant time horizons, mapping the exposure
of assets to identified risks and opportunities, determining appropriate response strategies, and assessing potential
financial impacts. The selection process considers the relevance of policy developments and prevailing conditions that
may affect TelkomGroup’s business, as well as the availability and readiness of internal processes.
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Table 12. TelkomGroup's Climate-related Risk and Opportunity Analysis
Physical
[R] Increased intensity and frequency of extreme rainfall that can cause flooding
Period Short to long term (5 years to more than 15 years in the future)
Concentration of assets Land and building assets mainly on the islands of Sumatra, Kalimantan, Java, Sulawesi, and
exposed to risk Papua / Base Transceiver Station (BTS) on the islands of Sumatra and Sulawesi
Strategy Land and building assets
• Asset infrastructure upgrade
• Routine flood risk assessments for critical assets
• Provision of flood management equipment and facilities
• Preparation of flood management guidelines and Business Continuity Management
• Formation of Disaster Recovery Plan and Crisis Management Team
• Acceptance of ISO 22301:2019 Business Continuity Management System (BCMS) certification
• Backing up access networks and networks for vulnerable areas
• Insurance of assets prone to disasters
BTS
• Installation of elevation platforms and waterproof fixtures to protect BTS units in flood-prone
areas
• Formation of Telkomsel Emergency Response and Recovery (TERRA) team and Crisis
Management (CMT) team
• Implementation of standalone and hybrid energy solutions at base sites to reduce
dependence on grid electricity during extreme weather disruptions
• Placement of critical network infrastructure in high-elevation locations to minimize flood risk
• Conduct annual emergency exercises and simulations to ensure operational readiness
• Insurance of assets prone to disasters
Potential financial impact Increased operational costs
Increased cost of capital on investment
Impairment of assets
Expected increase in credit losses
[R] Rising air temperatures can lead to damage to assets, infrastructure, and decreased productivity of field workers
Period Medium to long term (5-15 years or more than the next 15 years)
Concentration of assets Land and building assets mainly in East Java, DKI Jakarta, and West Java Provinces / BTS on
exposed to risk the islands of Sumatra and Sulawesi
Strategy Land and building assets
• Management of equipment and cooling systems through the Finance & Asset Operation unit
• Implementation of IoT in towers and buildings for air temperature monitoring
BTS
• Use of heat-resistant materials and improved ventilation systems in critical equipment rooms
• Use of infrastructure materials that are resistant to high temperatures
Potential financial impact Increased operational costs
Increased cost of capital on investment
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Transition
[R/O] The increase in carbon prices is driven by increasingly stringent carbon tax regulations to support decarbonization
Period Medium to long term (5-15 years or more than the next 15 years)
Concentration of assets All entities in TelkomGroup
exposed to risk
Strategy • Preparation of a climate transition roadmap
• Preparation of a response to the Carbon Disclosure Project (CDP)
• Modernizing the system
• Improving operational efficiency to reduce emissions
Potential financial impact Increased operational costs
Reduced operational costs
Increased revenue
[O] Use of renewable energy to reduce emissions and optimize operational costs
Period Medium to long term (5-15 years or more than the next 15 years)
Concentration of assets Building Assets / BTS
exposed to risk
Strategy Building assets
The use of new and renewable energy technologies in street lighting, data centers, and offices
BTS
Implementation of standalone and hybrid energy solutions at base sites to reduce dependence
on grid electricity during extreme weather disruptions
Potential financial impact Increased operational costs
Reduced operational costs
Increased cost of capital on investment
[R] Increased energy and electricity costs from rising supply chain energy tariffs
Period Medium to long term (5-15 years or more than the next 15 years)
Concentration of assets Building assets / BTS
exposed to risk
Strategy Building assets
• Initiation of the Energy Efficiency Care Movement (GePEE)
• Implementation of IoT and AN systems for energy saving
BTS
Adopt energy-saving technology
Potential financial impact Increased operational costs
Reduced operational costs
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Transition
[R/O] Reputational impact arising from the success of, or failure to meet, stakeholder expectations of a company's climate action
Period Medium to long term (5-15 years or more than the next 15 years)
Concentration of assets All entities in TelkomGroup
exposed to risk
Strategy • Collaboration with rating agencies to obtain ESG ratings
• Regular reporting of ESG initiatives and performance to stakeholders
Potential financial impact Increased revenue
Increased access to funding
Decreased access to funding
Increased operational costs
Reduced operational costs
Legend:
Positive financial impact Negative financial impact
Climate Scenario Analysis
TelkomGroup has conducted a climate scenario analysis of two physical risks, namely extreme rain/flood and temperature
rise, to determine the potential exposure to land and building assets in 2023, followed by an assessment of TelkomGroup's
BTS assets in 2024 with the approach as shown in Figure 40. This analysis uses the Shared Socio-economic Pathways
(SSP) – Sustainable Development (SSP1-2.6) and Fossil-fueled Development (SSP5-8.5) scenarios to see the conditions of
climate change if the world achieves the Paris Agreement targets or limited climate action in 2030 and 2050. This process
is further strengthened with follow-up analysis to map assets that are exposed to both physical climate hazards identified
in high-emission scenarios and are in disaster-prone areas based on the multihazard index of the 2023 Indonesian
Disaster Risk Index, according to the National Disaster Management Agency.
Figure 40. Climate Scenario Analysis Approach
Scenario Selection
General Definition of Climate
and model of modeling scenario
Approach definition indicators
analysis scope
modeling
Buildings, Hazard-prone
Annual Climate
land, BTS area maps
SSPI-2.6 rainfall and exposure
Physics (Base based on a
SSPI-8.5 temperature potential to
Transceiver multi-hazard
metrics assets
Stations) index
NGFS Net Zero 2050
Carbon Potential carbon
NGFS Current TelkomGroup
Transition Policies
and energy
operations
and energy cost
price metric impacts
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The results of the climate scenario analysis in figure 41 show the number and distribution of land and building assets in
disaster-prone locations based on BNPB that are exposed to extreme rain/flood in 2030 and 2050. The highest number of
exposed assets is consistently represented by assets on the islands of Java and Sumatra, followed by Sulawesi.
Figure 41. Percentage of Land and Building Assets (red) and BTS (blue) Exposed to
Extreme Rain and Temperature Rise in the SSP5-8.5 Scenario in 2030
0.5%
0.4%
0.2%
0.3%
0.3%
0.3%
0.1%
0.1%
2030 2050 2030 2050
2030 2050
Kalimantan Asset Maluku Asset
Sulawesi Asset
1.6%
0.7%
0.3%
0.2%
2030 2050 0.7%
Sumatra Asset
1.3% 0.1%
2030 2050
0.5%
Aset Papua
2030 2050
Java Asset
BTS Land and building assets
Telkom also conducts an analysis of climate transition risks and opportunities, which include: 1) increased carbon prices,
2) the use of renewable energy, 3) increased energy and electricity costs, and 4) reputational impacts to meet stakeholder
expectations. This analysis uses two reference scenarios, namely the NGFS Net Zero and Current Policy. This process is
intended to identify a company's exposure based on the potential imposition of a carbon price on GHG emissions, the cost
of solar panel investment, and the energy cost incurred by the company.
Through an analysis of transition risks in 2023, it is noted that Telkom's potential exposure to carbon costs will reach IDR 2.7
trillion by 2050 for the Net Zero NGFS scenario. The results of the analysis also estimate that there is a potential reduction in
investment costs for solar panels to around IDR 140 billion in 2050 for the NGFS Net Zero scenario compared to 2030 (IDR 229
billion), due to the increasingly massive global efforts in the transition to a low-carbon economy. Meanwhile, energy costs,
including electricity and fuel, are estimated to increase by 4.4 – 4.5% CAGR until 2050 based on the NGFS Net Zero scenario.
The results of this climate scenario analysis serve as the basis for strengthening climate transition and adaptation
strategies in order to achieve operational resilience and business sustainability that can adapt to the dynamics and
uncertainties caused by climate change, as outlined in Table 12.
Financial Impact Assessment
As part of ongoing efforts to understand climate risks and opportunities and to strengthen management strategies, Telkom
conducted a financial impact assessment of climate risks that have a significant impact on the company's operational
continuity in 2025, namely major flooding in Sumatra. This event required the company to write off some of the affected
fixed assets and to procure new assets to restore services and business operations. In connection with this event, the
company also incurred cleaning and recovery costs. Nevertheless, Telkom has comprehensive insurance coverage as
part of its climate adaptation strategy, including protection for equipment and building assets against physical risks due
to flooding in Sumatra.
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Recovery and Acceleration of TelkomGroup Operations in Flood-Affected Areas in the Sumatra Region
The Sumatra region has been identified as one of the areas vulnerable to extreme rainfall for TelkomGroup (see
figure 42). In November-December 2025, extreme rainfall hit various regions of Sumatra and caused flooding
disasters that impacted 18 Telkom STO buildings in Aceh, North Sumatra, and West Sumatra provinces.
The priority of network restoration in Sumatra is carried out through various technical schemes to gradually
restore services. These measures include repairing and strengthening network assets, utilizing alternative
infrastructure to maintain connectivity in areas with limited access, and optimizing network design in locations
with high exposure to climate risks. By the end of the reporting period, the repair rate of network assets had
reached 95% of the total affected assets.
Figure 42. TelkomGroup's Assistance in Flood Disaster Recovery in the Sumatra Region
In addition to accelerating operational recovery,
TelkomGroup is distributing social and humanitarian
assistance to support community recovery.
TelkomGroup participates in the Danantara Housing
(Huntara or Hunian Danantara) program by providing
free telecommunication and WiFi access, including
the provision of WiFi Access Points in residential
areas and public facilities, strengthening the
cellular network through BTS and Mobile BTS, and
providing satellite network access in collaboration
with Telkomsat. As of the end of the reporting
period, TelkomGroup's total social and humanitarian
assistance distribution reached IDR 122.6 billion.
In response to the increasing frequency and intensity of extreme weather, Telkom is evaluating the adequacy of coverage
and insurance costs for the coming period and strengthening its operational adaptation strategy. The company also
maintains flexibility in managing financial and operational resources to ensure service resilience.
Towards Climate-Resilient Telecommunications Services
The integration of climate factors into the company's strategy is a key prerequisite for realizing telecommunications
services that are resilient to climate change. Departing from these principles, the company systematically identifies,
assesses, and manages climate-related risks and opportunities to ensure service sustainability, protect strategic assets,
and maintain operational reliability amid the increasing intensity of extreme climate events.
With the implementation of climate-wise adaptation and operational efficiency strategies supported by a solid financial
position and targeted resource allocation planning, the company assesses that the measures that have been and will be
implemented are adequate to support the resilience of its business model and service continuity in the face of physical
risks related to climate change until the next reporting period.
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Resource Management
“
As a telecommunications service provider, TelkomGroup's operations depend on network
infrastructure and data centers that involve the use of resources that, in the business process,
produce waste. Through measurable resource and waste management, Telkom strives to
reduce operational impacts while creating long-term sustainability value for businesses,
stakeholders, and the environment.
Management Approach
[GRI 3-3]
Resource Management Policy
Telkom establishes formal policies that guide resource and waste management through the Board of Directors Regulation
on Sustainability Governance Practices. The company further operationalizes these policies through technical guidelines
set out in the Environmental Management System Planning Procedure.
Telkom manages waste in full compliance with applicable regulations and internationally recognized environmental
standards. This commitment is reinforced by the implementation of the ISO 14001:2015 Environmental Management System
and the ISO 45001:2018 Occupational Health and Safety Management System, which the company obtained in 2025.
TelkomGroup anchors its core operations in responsible management and sustainability principles. The Group
demonstrates its commitment to a circular economy through integrated e-waste management, comprehensive
digitalization, and systematic office waste segregation. As presented in Table 13, these initiatives reflect the Group’s
ongoing performance. Going forward, Telkom will continue to strengthen its waste management practices in alignment
with evolving regulatory requirements and industry benchmarks. [OJK F.14]
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TelkomGroup's Waste Management Performance
[OJK F.13] [GRI 306-3]
In its business processes, TelkomGroup generates waste, both hazardous and non-hazardous. The majority of
TelkomGroup's hazardous waste comes from electronic waste, while non-hazardous waste refers to office domestic waste.
In 2025, the amount of waste generated by TelkomGroup was 41,157.5 tons. The increase in hazardous waste in 2024 was
influenced by the start of hazardous waste data collection by TIF. Meanwhile, the decrease in waste production in 2025
was influenced by adjustments to the scope of non-hazardous waste data collection by GSD. In addition, the company
carried out a restatement of the 2023 and 2024 data, identified through the process of data review and verification.
Table 13. Waste Management Performance**
TelkomGroup
Metrics
2025 2024 2023
Waste management**
Total waste generated (tons) 41,157,5 54,170.6* 12,659.0*
Non-hazardous waste (tons) 6,264.9 6,542.5* 6,341.4*
Hazardous waste (tons) 34,892.6 47,628.1* 6,317.5*
* Restatement of information based on adjustments to data collection methodology
** Non-hazardous waste data includes organic and inorganic GSD waste, as well as non-electronic solid waste from Telkomsel, Mitratel, TDE, Telkomsat, and Telkom Akses. Hazardous
waste data includes electronic waste data from TDE, Telkomsel, Sigma, Telkom Akses, Telkomsat, GSD, as well as medical waste data from Telkom entities in the health sector,
namely TelkoMedika and Yakes (Telkom Health Foundation). These two entities are also included in the calculations because they are considered relevant based on the nature of
the business conducted. There are adjustments to the disclosed information based on changes in the availability of reporting data and the results of the verification process.
E-waste management PINS and Telkomsel manage the end-of-life of information
technology hardware products, such as computers,
As an initial step in e-waste management, TelkomGroup servers, and routers that are classified as Customer
segregates electronic waste—primarily generated from Premises Equipment (CPE). The collected CPE devices
obsolete and unused devices—from non-electronic waste will be classified based on the condition and handling
streams. In 2025, Mitratel, TDE, and GSD implemented needs, including refurbished devices that are ready to be
e-waste management programs across 18 operational reused, devices that can be used as operational backups,
locations. In addition, several subsidiaries, including TIF, devices that are transferred to third parties, and devices
actively promote the reuse of electronic waste. As of 2025, that are no longer suitable for use and will be written
TIF successfully diverted 166.9 tons of fiber optic cable off. In addition, Telkomsel has implemented modem
waste from final disposal, equivalent to approximately waste management. In 2025, a total of 122,193 units of
73% of the total cable waste managed. This figure is Network Terminal Equipment (NTE)/Customer Premises
obtained from a comparison between the amount of cable Equipment (CPE) devices, including Optical Network
waste that has been and can be reused, and the total cable Terminals (ONT) and Set Top Boxes (STP), were repaired
waste collected by TIF. or reused.
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Telkom's Electronic Waste Management Action
Electronic waste management at Telkom is integrated with the Eduvice program. This program aims to invite
Telkom employees to donate electronic devices, such as smartphones, laptops, and Tablets. There are two
channels for employees to distribute their donations, namely through donation boxes at Telkom office buildings
throughout Indonesia, and through the web Eduvice. The collected electronic devices are sorted and repaired to
be distributed as educational support tools.
Figure 43. Telkom's Electronic Waste Management Approach
REDUCE RECYCLE REUSE WASTE
DISPOSAL
Building Selection and Grant Waste Disposal
Collection
Awareness Improvement
Building awareness Process of Collected Electronic devices Electronic devices
and increasing Collecting Electronic Waste that have been that cannot be
consciousness Electronic Waste will undergo Sorting repaired are repaired will enter
about from Telkom Group and Repair distributed to the destruction
environmental Employees beneficiaries stage
issues
The collected e-waste is then managed with the Reduce, Recycle and Reuse approach. Electronic devices
that cannot be reused will be destroyed by involving certified e-waste managers and B3s. The e-waste
management partner of the Eduvice program is PT Rangga Sakti, a certified institution for environmentally
friendly B3 waste management. Telkom conducts a strict partner selection process to ensure that waste
management is conducted in full compliance with applicable regulations and standards.
In 2025, a total of 317 devices were successfully collected. Of these, 187 devices were successfully managed
through the Eduvice program, and 90 units were distributed to 130 beneficiaries across several educational
institutions in Indonesia, including:
• SMK 11 Bandung • Lembaga Pelatihan Global Teknik • Lembaga Pelatihan Metrix Flasher
• SMK Nasional • SMK 11 Cimahi
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Refurbish Workshop
Figure 44. Implementation of Electronic Waste Management through a Refurbish Workshop (left: old
ODC, right: ODC result from reuse-refurbish-repair)
TIF encourages sustainability practices through reuse–refurbish–repair
initiatives and leverages assets by transforming demolition network
materials into reusable assets. Since the collection of demolition assets
began in 2019 and the program has been running in full since 2022, TIF has
been able to restore the functions of various materials, such as cables, splitters, poles, Optical Distribution
Points (ODP), and Optical Distribution Cabinets (ODC). This effort has a measurable financial impact, including
cost avoidance from replacing ODP caps, which can now be reproduced through MSME partners at a cost of
less than IDR 200,000, which is cheaper than replacing a set of devices worth IDR 1.5 million. In addition to the
economic benefits, this approach improves the quality of services, such as ODC disruptions, which previously
reached an average of 50 reports per month to zero after the integration of refurbished materials.
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Reducing Paper Use through Digitalization
Telkom implements a policy of utilizing digital technology in the management and distribution of information through
various online platforms, including digital service memorandums, virtual meetings, document sharing systems, online-
based surveys, and information technology-based human resource services. This implementation is aimed at encouraging
the acceleration of digitalization while reducing the use of paper in operational activities. In addition, a paperless
system is also applied in the process of delivering bills to customers. Similar practices are also implemented by Telkom's
subsidiaries. In 2025, Telkom Infra successfully reduced its corporate paper consumption by 35%.
Use of environmentally friendly materials [OJK F.5]
Telkomsel continues to strengthen its commitment to the use of environmentally
friendly materials in product manufacturing and packaging. Starting in 2024,
Telkomsel began replacing SIM card packaging made from PET (Polyethylene
terephthalate) with paper-based alternatives for regular products, including Telkomsel Lite and by. U. The
company fully implemented this transformation across all regular products by 2025, avoiding approximately
111.3 tons of PET through the transition of 2.9 million SIM cards to paper-based packaging. As of 2025, Telkomsel
has applied environmentally friendly materials to 55.7 million SIM cards, contributing to cost efficiencies of IDR
8.35 billion in the same year.
Figure 45. Paving Block and Phone Holder from Waste SIM Card and Its Shell
In addition to transforming the packaging aspect, Telkomsel also optimizes the management of SIM card waste
through a recycling program. SIM card waste and its shells collected from Telkomsel's partners throughout
Indonesia are managed by a third party, PlusTik, which is engaged in waste management. Throughout 2025,
approximately 0.3 tons of SIM card waste were converted into 10,000 phone holders, 10,000 starter pack
displays, and 10,000 basket organizers. These products will subsequently be redistributed to Telkomsel Smart
Offices (TSO) for operational use.
From the overall recycling process, approximately 705,282 SIM cards, equivalent to 4.2 tons, remain as residual
waste. To overcome this, Telkomsel will continue to evaluate and monitor the waste management process and
develop efforts to improve recycling efficiency to reduce the waste produced.
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Reverse Vending Machine (RVM) Setup
Figure 46. Reverse Vending Machine in Telkom Hub Environment
Telkom supports an environmentally friendly work culture for all its employees, including fostering waste
management habits and awareness. Within the Telkom office, three Reverse Vending Machine (RVM) locations
are available for employees to exchange plastic bottles for points, specifically at the side lobby of Telkom
Landmark Tower (TLT) Jakarta, the 7th-floor food court of TLT Jakarta, and Menara Multimedia Jakarta. By 2025,
Telkom had processed 3.3 tons or the equivalent of 177,915 plastic bottles. The collected plastic bottle waste
is recycled into useful recycled products, including bags, tote bags, pouches, laptop bags, and various other
recyclable items. For the provision of RVM and the plastic waste recycling process, Telkom collaborates with a
third party, namely PlasticPay.
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Other Environmental Management
Water Management
[OJK F.8]
TelkomGroup realizes the importance of water resource management as part of efforts to manage potential water scarcity
risks. As an initial identification of these potential risks, Telkom assessed the level of water stress in the STO area using
the AQUEDUCT Tool developed by the World Resources Institute (WRI). Based on the results of the assessment, around
12.9% of Telkom's STO areas are in the category of extremely high-water stress, while the other 29.9% are in the category
of high-water stress. These findings are the basis for TelkomGroup to conduct further risk analysis on its subsidiaries
and water suppliers, as well as the first step in the preparation of more comprehensive water management targets and
strategies in the future.
To meet water supply needs, most entities in TelkomGroup supply water from a third party, namely the Perusahaan
Daerah Air Minum (PDAM). In 2025, the company’s total water withdrawal amounted to 3,728 ML, calculated based on the
conversion of PDAM's water consumption bill. An increase in water consumption compared to 2024 was observed, mainly
driven by the expansion of the reporting scope in 2025. This year includes Subsidiary entities that were previously not
covered, especially Subsidiaries with their own building assets, such as Telkom Metra, Telin, Telkom Akses, and TIF. In
addition, the company restated the data for 2023 and 2024 in line with adjustments to the data collection methodology.
[SASB TC- SI-130a.2, TC-IM-130a.2]
Figure 47. TelkomGroup's Water Withdrawal Trend
5,000.0
4,500.0
Total Water Withdrawal (ML)
4,000.0 3,728.4
3,538.7
3,500.0
3,406.2
3,000.0
2,500.0
2,000.0
1,500.0
1,000.0
500.0
0
2023* 2024* 2025
* Restatement of information based on adjustments to data collection methodology
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Wastewater Management
[OJK F.14]
In line with water resource management efforts, GSD, as the building asset management of TelkomGroup's, ensures
that all operational buildings are equipped with Sewage Treatment Plant (STP) facilities. The process of managing liquid
waste goes through several stages, such as filtration and settling. The use of this technology is aimed at monitoring
the quality of liquid waste that is disposed of back into municipal sewers or recycled more safely and does not contain
grey water and black water.
The output standard for liquid waste managed by STP TelkomGroup refers to the Ministry of Environment and Forestry
No. 68 of 2016. Until 2025, STP facilities had operated in several TelkomGroup buildings, including Graha Merah Putih
(GMP) Pekanbaru, Telkomsel Telecommunication Centre (TTC) Pekanbaru II, East North Sumatra Regional Area, Graha
Sigma, West Jakarta Regional Area, West Jakarta OPMC and North Jakarta, Graha GSD, Multimedia Tower, Telkom
Landmark Tower (TLT) Jakarta, GMP Bubat, TTC Solo Baru, GMP Pahlawan, and TLT Manyar.
Water and Sanitation Management Initiatives Within and Beyond TelkomGroup
Wastewater Recycling at Telkom Hub
Telkom Hub is TelkomGroup's main office complex, consisting of GMP, TLT, and TSO. The water used in the
operation of the Telkom Landmark Tower (TLT) and Graha Merah Putih (GMP) Jakarta buildings is mostly used
for various operational needs, including cooling towers, toilets, prayer rooms, kitchens, and building cleaning
operations. This activity produces wastewater, which is then treated through the STP facility. Based on the
flow chart of water use in the STP system at Telkom Hub, 22% of the total water drawn is used in operational
processes, while around 78% is generated as effluent.
Figure 48. Water usage flow chart at Telkom Hub
Cooling Tower
0.004 ML/day
Toilet
0.4 ML/day
Regional Landscape
Water Musholla
Building 0.2 ML/day
Company
0.5 ML/day 0.3 ML/day
(PDAM)
0.5 ML/day
Kitchen STP & WTP Ext Recycle Tank Channel Overflow
0.04 ML/day Process 0.3 ML/day City If CWT Full
Cleaning
0.01 ML/day
To ensure that the quality of treated wastewater does not pollute urban waterways, GSD, as the building manager,
conducts periodic testing of effluents at the local health lab. This test includes several key parameters, such as
ex-situ pH, Biochemical Oxygen Demand (BOD), Chemical Oxygen Demand (COD), Total Suspended Solids (TSS),
oils and fats, ammonia, and coliform, to ensure that the processing results meet applicable environmental quality
standards.
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In addition, TLT also utilizes some of the water from STP treatment through the implementation of wastewater
recycling management. This system utilizes STP-treated water and condensed water from the Air Handling Unit
(AHU) to be used as a medium for air conditioning and watering plants. The Shared Service Center Function Unit
(TSSC) manages this initiative and gradually develops it to support other operational needs while minimizing
water discharge into urban drains.
Access to Clean Water and Decent Sanitation for the Community
To support the achievement of Sustainable Development Goals (SDGs) Target 6, Telkom contributes to the
provision of access to clean water and proper sanitation, especially in areas that still face limited water
infrastructure. This contribution is realized through the construction and improvement of clean water
facilities, including borewells, water treatment plants, and water distribution systems in various regions. In
addition, Telkom also supports the construction of proper bathing, washing, and toilet facilities, accompanied
by education and training related to the implementation of a clean and healthy lifestyle for the community.
Throughout 2025, the program was implemented across 17 provinces, reaching 99 locations and delivering
direct benefits to over 58,501 individuals. Key target areas included Pekuncen Village (Banyumas, Central Java)
and Tammero'do Hamlet (Majene, West Sulawesi). The program’s execution relied on robust multi-stakeholder
collaboration, involving local governments, community groups, and implementing partners such as the Harapan
Dhuafa Foundation in Banten.
Figure 49. Support for the Development of Clean Water Facilities for the Bonokeling Indigenous Community
Supporting Access to Clean Water and Sustainable Sanitation for Indigenous Peoples
In 2025, Telkom supported the construction of clean water facilities for the Bonokeling indigenous people in
Pekuncen Village, Banyumas Regency, in response to limited water access, especially during the dry season in
Pekuncen Village. Telkom sees that water has an important meaning for the Bonokeling community, especially
in the sustainability of agricultural traditions and traditional practices, including a series of rituals such as
wiwitan before planting, wiwitan pari during harvest, and sedekah bumi as a form of respect for nature. This
cooperation in the provision of clean water facilities strengthens the community's ability to maintain these
traditions while meeting their daily needs, with water management carried out in harmony with cultural values
and local wisdom.
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Resource
Management
Biodiversity Conservation
[OJK F.9, F.10]
As part of its environmental stewardship, TelkomGroup actively contributes to biodiversity conservation, despite not
having operational areas directly in the conservation zones. Our proactive management is further reflected in the absence
of public complaints related to environmental issues in 2025. Consequently, there were no environmental grievances
requiring mediation or resolution during this period. [OJK F.16]
Through pentahelix collaboration with institutions, communities, subsidiaries, media, and educational institutions,
Telkom, through the Social Responsibility Center (SRC) Function Unit, implements a biodiversity conservation program
that focuses on sustainable reforestation and greening with environmental education and active community participation.
In 2025, Telkom’s environmental programs encompassed both terrestrial and marine ecosystem conservation, including
mangrove planting and coral reef rehabilitation, to mobilize local communities to reduce the potential for carbon emissions
and build the economy of local communities. This collaborative approach supports carbon sequestration, environmental
conservation, and strengthening socio-economic impacts with SROI 1:6.29.
Figure 50. Telkom Reforestation and Conservation Framework
Identification of Suitable Land
Areas for Reforestation or Tree Planting or Biodiversity
Conservation Conservation Interventions
• Soil Quality • Species Selection
Assessment of soil type, Selection of species that
fertility, and drainage grow rapidly and have
conditions. high carbon sequestration
potential..
• Climate
Consideration of climatic • Planting Techniques
factors including and Season
temperature and rainfall. Planning of planting
techniques and selection
• Existing Biodiversity
of optimal planting
Identification of native
seasons.
species, biodiversity Carbon Sequestration Process
hotspots, and invasive • Biodiversity Intervention
species. Interventions aimed at
conserving, restoring, or
• Accessibility and
enhancing biodiversity. Community
Infrastructure Verification and Certification
Assessment of Engagement
proximity to roads and
transportation, water Verification is conducted Involving local
availability, and existing through measurement and communities in
Maintenance and Monitoring evidence of the amount of project activities to
infrastructure.
carbon sequestered. ensure environmental
• Land Tenure sustainability while
Ensuring land availability • Maintenance Activities
Watering, weeding, and Examples of Verification simultaneously
for reforestation or Bodies: supporting
conservation activities, protection from pests.
local economic
including land tenure • Monitoring • SRN – National Registry empowerment
arrangements and Monitoring tree health, Systeml through alternative
relevant permits. survival rates, tree growth, • LVV GRK – Greenhouse livelihood
and carbon uptake. Gas Verification and opportunities.
Validation Body
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In 2025, a total of 80,800 trees were planted across a cumulative land area of 8.1 hectares, in collaboration with local
communities within Telkom's Hutan Binaan Digital owned by villages spread across Bojong and Jayabakti Villages, Garut
Regency, Plumbon Village, Karanganyar Regency, Tlogolele Village, Boyolali Regency, Bissoloro Gowa Regency, Panyutran
Village, Pangandaran Regency, and Waluran Mandiri Village, Sukabumi Regency.
The trees planted are avocado (Persea americana), palm (Arenga pinnata), durian (Durio zibethinus L.), mahogany
(Swietenia mahagoni), petai (Parkia speciosa), guava (Psidium guajava), sonokeling (Dalbergia latifolia), rasamala (Altingia
excelsa), pine (Pinus merkusii), and manglid (Manglietia glauca Bl). Based on the results of monitoring since 2022, the
survival rate of plants planted by Telkom is recorded at around 70%. Furthermore, Telkom developed a WebGIS (Web
Geographic Information System)-based spatial visualization to monitor the area of conservation areas and the distribution
of tree planting locations in an integrated manner. This WebGIS technology can be accessed publicly through the Telkom
Green Digital website.
Figure 51. Collective Action of Tree Planting in Priority Areas of the Special Region of Yogyakarta
In addition to increasing the carrying capacity of the activities. Similarly, for the coral reef transplantation
terrestrial ecosystem, Telkom is also taking a role in program in Lanjukang, Telkom partners with the Gusung
similar initiatives for marine ecosystems. In 2025, Telkom Tallasa Community (Gustalkom) and Hasanuddin
and its subsidiaries—including Sigma, Telkomsel, and University to conduct periodic monitoring.
Telkom Akses—carried out a collective effort to plant
110,042 mangrove trees (Rhizophora mucronata) and Furthermore, in collaboration with Telkom University,
seagrass (Thalassia hemprichii). Telkom also continues Telkom conducts carbon stock assessments as part
to transplant 760 substrates of coral reefs (Acropora sp of the Hutan Binaan Digital program and mangrove
and Porites sp). This initiative is carried out on various restoration initiatives. These assessments aim to
coasts of Indonesia, some of which are the Cipatujah and generate comprehensive estimations of carbon stocks to
Cikalong Coasts of Tasikmalaya Regency, Tarakan, North support the evaluation of environmental impacts. Telkom
Kalimantan, Tanjung Boleng NTT, Glagah Beach of Demak performs carbon stock calculations in accordance with
Regency, and Wringinputih Coast of Banyuwangi. SNI 7725:2019, covering five carbon pools: aboveground
biomass, belowground biomass, necromass, litter, and
To ensure the program continuity of mangrove ecosystems soil carbon reserves in both mineral and mangrove
planting, Telkom actively engages various stakeholders ecosystems. Going forward, Telkom will continue to
in ongoing maintenance efforts. In North Sumatra, expand mangrove planting and reforestation initiatives,
Telkom collaborates with local community groups, while also pursuing verification of carbon offset programs
including Baitulmaal Muamalat (BMM) and the Tanjung as part of its ongoing commitment to biodiversity
Rejo Mangrove Group, to support mangrove monitoring conservation.
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Table 14. Ecosystem Carbon Stocks of Telkom's Reforestation and Conservation Program
Telkom
Indicator
2025 2024 2023*
Carbon stock measurement location (location) 24 10 3
Carbon stock area (ha) 245.2 97.6 105.4
Average carbon stocks of the Hutan Binaan Digital 1,172.1 625.4 1.5
program and mangrove restoration (tons C/ha)
* The year 2023 is a pilot measurement of carbon stocks, and the data only represents the carbon pools at above ground carbon stock.
Collective Action for Environmental Conservation
Berbagi Hepi with MyTelkomsel Donation Points
Figure 52. Telkomsel Point Donations for Seagrass Conservation
In collaboration with the
Kitabisa platform, Telkomsel
invited customers in
December 2025 to participate in environmental
conservation actions through planting 3,000 seagrass
seedlings and building cultivation houses in various
regions of Indonesia, including at Karapyak Beach,
Pangandaran Regency. This program encourages
direct customer engagement, where they can channel
Telkomsel Poin through the MyTelkomsel app to
support the restoration of the marine ecosystem.
Jaga Bumi by Telkomsel
Figure 53. Earth Care Action Mangrove Revitalization by Telkomsel Planting in Earth Care Action by Telkomsel
Telkomsel continued the third phase of its Telkomsel
Jaga Bumi Carbon Offset initiative during September-
November 2025. This initiative was implemented
through collaboration with environmental technology
startup Jejakin and involved the participation of 47,000
Telkomsel customers and by. U through donations
from Telkomsel Poin and uCoin to support efforts to
reduce the carbon footprint of daily activities.
In the third phase, Telkomsel targeted the planting of 12,731 trees, prioritizing eight conservation areas across
Indonesia. The company implemented this phase through two key approaches: coastal ecosystem conservation
through mangrove planting and community economic empowerment through Multi-purpose Tree Species
(MPTS). The distribution of locations includes:
• Coastal Conservation (Mangrove) • Pramuka Island, Thousand Islands (1,000 trees)
• Patra Manggala, Tangerang (681 trees) • Pakisjaya, Karawang (2,000 trees)\
• Romokalisari, Surabaya (1,050 trees) • Economic Empowerment (MPTS Tree)
• Margojoyo, Kendal (2,000 trees) Located in Leuwisadeng, Bogor. A total of 2,000
• Gojoyo, Demak (2,000 trees) MPTS trees consisting of coffee, durian, petai, and
• Langsa, Aceh (2,000 trees) jengkol.
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Since its inception from 2022 to 2024, the Telkomsel Jaga Bumi Carbon Offset program has planted more than
25,000 trees, with an estimated carbon sequestration of 1,093 tons of CO2e. Meanwhile, the third phase of the
Jaga Bumi Carbon Offset activity is estimated to be able to sequester carbon of around 824.5 tons of CO2e in its
eight-year lifespan. More information about how to contribute as a customer to the Telkomsel Jaga Bumi program
is available on the tsel.id/jagabumi page.
Mangrove Planting in the Cable Landing Area by Telin
Figure 54. Collective Action of Mangrove Planting in the Cable Landing Area by Telin
Until 2024, Telin, as a Telkom Subsidiary, has planted
15,000 mangroves in the cable landing area and is
affected by the abrasion of Tanjung, West Java. This
effort continued in 2025 through the planting of
10,180 mangroves in the area. This activity is part of
the realization of the Collective Carbon Action BATIC
2025 program and is carried out in collaboration with
CarbonEthics. Telin also planted 1,500 mangroves in
the Minahasa landing cable area in Poopoh Village, North Sulawesi. Through this program, Telin has succeeded
in planting as many as 26,680 mangroves since it was launched in 2022. Furthermore, Telin pays attention to
periodic monitoring and evaluation to ensure that the impact produced can be maintained in the long term. The
monitoring results from the previous period showed a survival rate of 97% planted mangroves.
Real Action with Waste Cleanup
Figure 55. GoZero% Roadshow Goes To Bandung bersama Pandawara Group
Telkom promotes environmental conservation
actions through penta-helix collaboration involving
local government, media, and academics, as well as
mobilizing volunteers and the community in river and
coastal cleaning activities in Bandung and Makassar.
In commemoration of World Clean Up Day (September
20) and World Rivers Day (September 28), Telkom
collaborated with the Pandawara Group – a youth
Figure 56. GoZero% Roadshow Goes To Makassar movement from Bandung with a track record of more
than 200 clean-up actions across various regions of
Indonesia – to carry out a real River Clean Up action at
the Cioray River, Bandung, on September 25, 2025. This
activity involved around 75 participants, consisting of
Telkom management, employees, Telkom University
students, and the Pandawara Group, and successfully
collected 1.5 tons of waste.
Meanwhile, activities in Makassar were carried out at Barombong Beach and Galesong on 18 October
2025. Carrying the theme “Revive the Sea, Renew Our Future,” this Beach Clean-Up initiative involved 200
participants, consisting of TelkomGroup management and employees, SMK Telkom Makassar, village officials,
local communities, general volunteers, and Marine Buddies Makassar—a community under WWF Indonesia that
supports the management and protection of Indonesia’s marine potential. The activity successfully collected
1.4 tons of waste. In addition, Telkom also distributed 50 household waste bins and constructed two communal
waste disposal facilities to support waste management in coastal communities.
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Environmental Costs [OJK F.4]
“
Telkom and its subsidiaries continued to consistently allocate resources in 2025 to support
environmental programs and initiatives. The costs were directed toward the implementation of
environmental-related programs, including energy efficiency efforts and other environmental
initiatives. In 2025, the cost of energy efficiency programs decreased in line with operational
optimization focused on maintenance and repairs, and expenditure control direction.
Meanwhile, the cost of environmental initiatives increased by 48%, driven by the strengthening
of the mangrove planting program as part of the company's CSR priorities and targets, as well as
the addition of initiatives in the form of the purchase of Renewable Energy Certificates (REC).
Details of the environmental costs incurred by TelkomGroup in the last 3 years are presented in
Table 15.
Table 15. TelkomGroup Environmental Costs for 2023-2025 (in Rupiah)
Provisions 2025 2024 2023
Cost for energy efficiency* 18,346,158,626 57,535,662,069 26,155,974,122
Fees to support environmental 16,583,361,593 11,199,138,467 5,571,836,437
initiative programs**
* TelkomGroup's energy efficiency environmental costs are calculated based on the costs incurred for the procurement and upgrade of environmentally friendly equipment, such as
LED lights, refrigerants, batteries, and more environmentally friendly monitors. The 2023-2024 figures cover Mitratel, TDE, and Sigma, and the 2025 data has been expanded to
include GSD and Telkom Infra.
** In 2025, the environmental costs for other environmental initiatives are expanded by adding the REC program costs, in addition to the 2024 fiscal year cost parameters, which
include digital forest conservation and revegetation, sanitation and clean water, mangrove planting, coral reef transplantation, and climate action initiatives through the use of IoT.
The figures in the table, specifically for 2025, represent Telkom, Telkomsel, Mitratel, TDE, Sigma, and Telkomsat. This is an expanded coverage compared to the 2023-2024 data,
which only covered Telkom and Mitratel.
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Environmental Performance
Table 16. Number of Employee Recruitment to Manage Climate Change in TelkomGroup
[GRI 102-3]
Recruitment of employees to manage climate change 2025 2024 2023
Total employees to manage climate change 7 7 6
Number of employees to manage climate change
Male 5 4 4
Female 2 3 2
Number of permanent employees to manage climate change
Male 4 4 4
Female 2 3 2
Number of employees contracted to manage climate change
Male 1 - -
Female - - -
* Recruitment to support the management of climate change mitigation and adaptation programs spans a variety of divisions, including but not limited to the Sustainability and Risk
Management Division. The data presented above represent the results of recruitment at Telkom and Sigma.
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Table 17. GHG and Energy Emission Performance
[OJK F.6, F.11] [GRI 102-5, 102-6, 102-7, 102-8, 302-1, 302-3, 302-4, 305-1, 305-2, 305-3, 305-4]
Telkom Telkomsel Mitratel
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023
Emission Management
Total GHG
emissions (tCO2e) 1.142.673,9 430,926.9* 430,750.9* 2,708,748.7 1,696,947.8* 1,628,935.2* 37,630.5 53,706.3 62,742.8
(Location-based)
Total GHG
emissions (tCO2e) 1,112,914.8 430,926.9* 430,750.9* 2,708,748.7 1,696,947.8* 1,628,935.2* 37,630.5 53,706.3 62,742.8
(Market-based)
Scope 1 and 2
304,190.7 367,945.5* 372,391.0* 1,736,327.9 1,561,941.6* 1,486,664.6* 13,136.7 37,896.0 38,587.7
(Location-based)
Scope 1 and 2
274,431.6 367,945.5* 372,391.0* 1,736,327.9 1,561,941.6* 1,486,664.6* 13,136.7 37,896.0 38,587.7
(Market-based)
Scope 1 5,044.4 25,087.0 25,429.1 14,360.2 19,337.3 19,866.5 1,059.4 3,445.9 3,847.9
Fuel combustion –
709.9 8,035.4 8,509.7 6,391.6 8,179.1 8,240.3 725.1 1,261.8 1,535.3
stationary
Fuel combustion –
2,011.3 4,126.4 4,126.4 4,369.7 4,324.7 4,324.7 315.6 2,134.9 2,264.8
mobile
Fugitive emission
– refrigerant & fire 2,323.2 12,925.1 12,792.8 3,596.1 6,833.4 7,301.4 18.8 49.1 47.7
suppression
Fugitive emission –
0.0 0.1 0.1 2.9 0.03 0.03 0.0 N/A N/A
waste water
Scope 2 (location-
299,146.3 342,858.4* 346,961.9* 1,721,967.7 1,542,604.3* 1,466,798.1* 12,077.3 34,450.2 34,739.8
based)
Scope 2 (Market-
269,387.2 342,858.4* 346,961.9* 1,721,967.7 1,542,604.3* 1,466,798.1* 12,077.3 34,450.2 34,739.8
based)
Scope 3 838,483.2 62,981.4 58,359.9 972,420.8 135,006.1 142,270.6 24,493.8 15,810.3 24,155.1
Category 1 9,693.6 31,982.9 5,117.3 30,322.9 4,176.5 10,490.7 0.0 440.1 399.5
Category 2 75,242.4 16,664.7 37,982.9 132,506.2 22,366.2 20,623.6 22,904.7 15,251.5 22,784.7
Category 3 29,429.6 0.0 0.0 164,001.4 0.0 0.0 1,414.1 0.0 0.0
Category 4 51.1 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
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Telin TDE Other Subsidiary TelkomGroup
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
12,339.9 65,355.8 111,116.6 130,099.8 105,844.3 89,397.7 170,057.0 114,442.6 120,165.9 4,196,087.0 2,467,223.7* 2,443,109.1*
12,339.9 65,355.8 111,116.6 117,433.2 105,844.3 89,397.7 170,057.0 114,442.6 120,165.9 4,153,661.3 2,467,223.7* 2,443,109.1*
7,213.2 12,119.5 60,054.1 114,780.0 105,232.8 76,080.9 52,912.9 75,071.0 75,354.5 2,228,561.3 2,160,206.4* 2,109,132.9*
7,213.2 12,119.5 60,054.1 102,113.3 105,232.8 76,080.9 52,912.9 75,071.0 75,354.5 2,186,135.6 2,160,206.4* 2,109,132.9*
251.3 832.9 3,272.9 2,475.8 3,310.5 360.0 22,876.9 30,071.8 30,953.7 46,068.1 82,085.4 83,730.0
13.8 400.5 504.0 196.1 143.2 54.1 4,251.9 9,361.4 9,201.2 12,288.3 27,381.5 28,044.6
184.6 280.4 236.6 0.0 38.7 25.8 14,992.9 16,276.8 17,726.5 21,874.0 27,182.0 28,704.9
49.2 151.9 2,532.4 2,165.7 3,125.5 279.4 2,249.2 4,406.1 3,993.7 10,402.1 27,491.1 26,947.5
3.8 N/A N/A 114.1 3.1 0.7 1,382.9 27.5 32.3 1,503.6 30.8 33.1
6,961.9 11,286.6 56,781.2 112,304.2 101,922.2 75,721.0 30,036.0 44,999.3 44,400.8 2,182,493.3 2,078,121.1* 2,025,402.9*
6,961.9 11,286.6 56,781.2 99,637.5 101,922.2 75,721.0 30,036.0 44,999.3 44,400.8 2,140,067.5 2,078,121.1* 2,025,402.9*
5,126.6 53,236.3 51,062.5 15,319.8 611.6 13,316.8 117,144.1 39,371.6 44,811.3 1,967,525.7 307,017.3 333,976.2
0.0 45,803.8 44,454.1 0.0 0.0 0.0 24,780.0 4,814.8 12,265.4 64,796.5 87,218.1 72,727.0
4,027.0 4,575.9 6,109.9 448.6 183.7 13,172.5 4,552.6 11,635.1 1,999.0 239,681.5 70,677.0 102,672.6
650.6 0.0 0.0 7,825.0 0.0 0.0 8,429.7 0.3 0.1 211,750.4 0.3 0.1
0.0 N/A N/A 0.0 N/A N/A 0.0 0.0 0.0 51.1 N/A N/A
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Telkom Telkomsel Mitratel
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023
Category 5 240.4 0.0 0.0 7.4 0.5 72.7 0.0 0.0 0.0
Category 6 833.7 14,232.5 15,102.4 472.1 8,873.2 3,927.4 160.2 106.4 963.4
Category 7 99.2 N/A N/A 42.0 N/A N/A 14.8 N/A N/A
Category 8 8.2 0.0 0.0 0.0 N/A N/A 0.0 12.2 7.5
Category 9 0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
Category 11 722,750.7 0.0 0.0 644,986.2 99,559.4 99,421.1 0.0 0.0 0.0
Category 12 1.9 N/A N/A 56.8 N/A N/A 0.0 N/A N/A
Category 13 0.0 0.0 0.0 0.0 N/A N/A 0.0 0.0 0.0
Category 15 132.5 101.3 157.2 26.0 30.3 7,735.0 0.0 0.0 0.0
Biogenic emission
244.3 N/A N/A 2,553.0 N/A N/A 241.7 N/A N/A
from biodiesel user
Emission intensity
(tons of CO2/
7.1 8.0* 7.3* 15.9 13.8* 14.5* 1.4 4.1 4.5
billion Rp) revenue)
(Location-based)
Emission intensity
(tons of CO2/
6.4 8.0* 7.3* 15.9 13.8* 14.5* 1.4 4.1 4.5
billion Rp) revenue)
(Market-based)
Energy Management
Total energy usage
1,223,410.5 1,501,475.8* 1,524,992.2* 6,984,695.3 6,510,919.2* 6,195,137.4* 62,393.5 175,481.0 183,466.5
(GJ)
Electricity
consumption 1,182,032.5 1,334,295.0* 1,351,378.3* 6,787,504.4 6,329,140.9* 6,022,516.8* 46,434.3 128,226.0 130,680.1
(GJ)***
Electricity
consumption
purchased from 96.6% 88.9%* 88.6%* 97.2% 97.2%* 97.2%* 74.4% 73.1% 71.2%
total energy
consumption (%)
Electricity
consumption from
renewable sources 0.0 0.0 0.0 13,926.0 9,995.0 7.3 0.0 0.0 0.0
(PLTS and PLTMH)
(GJ)
Electricity
consumption
from renewable
0.0 0.0 0.0 0.2% 0.2%* 0.0 0.0 0.0 0.0
sources compared
to total energy
consumption (%)
Fuel consumption
41,378.1 167,180.8 173,613.9 183,265.0 171,783.3 172,613.3 15,959.2 47,255.0 52,786.4
(GJ)
Non-renewable fuel
37,927.8 167,180.8 173,613.9 147,205.2 171,783.3 172,613.3 12,545.5 47,255.0 52,786.4
consumption (GJ)
Renewable fuel
3,450.3 N/A N/A 36,059.7 N/A N/A 3,413.7 N/A N/A
consumption (GJ)
Biodiesel fuel
consumption -B40 3,450.3 N/A N/A 36,059.7 N/A N/A 3,413.7 N/A N/A
(GJ)
Biodiesel fuel
consumption -B30 0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
(GJ)
Biodiesel fuel
consumption
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
-(B20- Singapore
Biodiesel) (GJ)
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Telin TDE Other Subsidiary TelkomGroup
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
0.0 0.0 0.0 0.0 0.0 0.0 23.0 0.2 7.9 270.7 N/A N/A
440.5 2,856.6 498.5 38.4 427.9 144.3 1,630.0 5,622.8 9,603.7 3,574.7 N/A N/A
8.6 N/A N/A 3.9 N/A N/A 221.2 N/A N/A 389.8 N/A N/A
0.0 0.0 0.0 7,004.0 0.0 0.0 70,929.2 7,973.7 7,742.0 77,941.4 7,985.9 7,749.5
0.0 N/A N/A 0.0 N/A N/A 172.6 N/A N/A 172.6 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1,367,736.8 N/A N/A
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A 58.6 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 6,296.1 148.0 107.3 833.4 148.0 107.3
0.0 0.0 0.0 0.0 0.0 0.0 109.7 9,176.6 13,085.8 268.1 9,308.3 20,978.0
49.4 N/A N/A 23.2 N/A N/A 1,704.4 N/A N/A 4,816.0 N/A N/A
0.6 1.0 5.3 72.0 89.5 140.3 1.0 1.4 1.5 15.2 14.4 14.1
0.6 1.0 5.3 64.1 89.5 140.3 1.0 1.4 1.5 14.9 14.4* 14.1*
38,788.2 85,460.4 488,100.1 642,432.3 546,293.2 314,424.8 416,149.4 541,534.6 557,107.1 9,367,869.3 9,361,163.8* 9,270,561.5*
35,409.3 76,226.4 478,090.5 639,460.8 543,813.2 313,328.2 124,092.4 185,629.3 183,083.7 8,814,933.6 8,597,330.8* 8,479,077.5*
91.3% 89.2% 97.9% 99.5% 99.5% 99.7% 29.8% 34.3% 32.9% 94.1% 91.8%* 91.5%*
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 13,926.0 9,995.0 7,341.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1% 0.1%* 0.1%*
3,378.9 9,234.0 10,009.6 2,971.6 2,480.0 1,096.6 292,057.0 355,905.2 374,023.4 539,009.7 753,838.0 784,143.0
2,681.0 9,234.0 10,009.6 2,644.0 2,480.0 1,096.6 268,004.7 355,905.2 374,023.4 471,008.2 753,838.0 784,143.0
697.9 N/A N/A 327.6 N/A N/A 24,052.3 N/A N/A 68,001.5 N/A N/A
697.9 N/A N/A 0.0 N/A N/A 24,050.5 N/A N/A 67,672.0 N/A N/A
0.0 N/A N/A 174.1 N/A N/A 1.4 N/A N/A 175.5 N/A N/A
0.0 N/A N/A 153.5 N/A N/A 0.0 N/A N/A 153.5 N/A N/A
SUSTAINABILITY REPORT 2025 107
Page 110
03 Save Our Planet Climate Change and
Energy Management
Resource
Management
Telkom Telkomsel Mitratel
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023
Biodiesel fuel
consumption -(B10-
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
Malaysia Biodiesel)
(GJ)
Consumption of
renewable fuels
'purchased from
total energy 0.3% N/A N/A 0.5% N/A N/A 5.5% N/A N/A
consumption
(Share of renewable
energy) (%)
Reduction in
energy usage (GJ) -278,065.3 -23,516.4* 90,683.2* 473,776.1 315,781.8* 313,132.4* -113,087.5 -7,985.6 -20,116.0
****
Reduction in
-18.5% -1.5%* 6.3%* 7.3% 5.1%* 5.3%* -64.4% -4.4% -9.9%
energy use (%)****
Energy intensity
(GJ/billion Rp 28.4 32.6* 29.7* 63.9 57.4* 60.5* 6.5 19.0 21.3
revenue)
Total electricity
328,342,348.6 370,637,495.6* 375,382,868.2* 1,885,417,875.2 1,758,094,691.2* 1,672,921,324.3* 12,898,426.5 35,618,327.0 36,300,030.0
usage (kWh)
* Restatement of information based on adjustments to electricity data collection methodology
** N/A (Not applicable)
*** There is a unit conversion from kilowatt-hour (kWh) to Giga Joule (GJ) with a conversion factor of 0.0036
**** A minus sign (-) indicates a decrease in energy usage compared to the previous year. [SASB TC-SI-130a.1, TC-TL-130a.1, TC-IM-130a.1]
***** The consolidated data of TelkomGroup and the data per Subsidiary entity, may show different values. At the consolidation level, leased assets are recorded as a single unit and
thus counted once, whereas at the level of each entity, the same asset can be recorded in more than one entity according to each entity's share or involvement, resulting in a
higher total.
Explanation of energy management performance in 2025:
• In general, the decline in fuel use is primarily driven by the transition to biodiesel use, in line with the biodiesel
implementation biodiesel mandate in Indonesia, Singapore, and Malaysia.
• Telkom recorded a decrease in energy usage driven by a decline in operational vehicle fuel consumption, which fell from
1,654,870 liters in 2024 to 688,648 liters in 2025.
• Telkomsel recorded an increase in energy use in 2025, influenced by an increase in motor vehicle fuel consumption
(RON 90, 92, and 98) from 1,770,828 liters in 2024 to 1,865,891 liters in 2025. Furthermore, electricity consumption also
increased with the addition of base transceiver stations (BTS) throughout 2025.
• Mitratel recorded a decrease in energy use in 2025, primarily as a result of the outsourcing of tower operations to third
parties. The number of towers managed by Mitratel will decrease from 1,682 units in 2024 to 429 units in 2025.
• Telin recorded a decrease trend in energy use in 2025, influenced by reduced consumption of motor vehicle fuel (RON
90, 92, and 98), as well as decreased electricity use in its operational areas of Singapore, Malaysia, and Hong Kong.
• TDE recorded an increase in energy use in 2025, in line with the expansion of its data center business on Java Island.
108 PT TELKOM INDONESIA (PERSERO) Tbk
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Other Environmental Environmental Environmental
Management Costs Performance
Telin TDE Other Subsidiary TelkomGroup
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
0.0 N/A N/A 0.0 N/A N/A 0.4 N/A N/A 0.4 N/A N/A
1.8% N/A N/A 0.1% N/A N/A 5.8% N/A N/A 0.7% N/A N/A
-46,672.2 -402,639.7 -22,453.0 96,139.1 231,868.4 220,681.0 -125,385.2 -15,572.5 -297,889.0 6,705.5 90,602.3* 291,371.5*
-54.6% -82.5% -4.4% 17.6% 73.7% 235.4% -23.2% -2.8% 10.3% 0.1% 1.0%* 3.2%*
3.2 7.1 42.8 403.1 464.5 579.6 8.2 10.4 10.8 63.8 62.4* 62.1*
9,835,920.3 21,174,012.0 132,802,909.0 177,627,989.5 151,059,230.0 87,035,600.0 34,470,108.2 51,563,700.0 50,856,577.0 2,448,592,668.3 2,388,147,456.2* 2,355,299,308.5*
SUSTAINABILITY REPORT 2025 109
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03 Save Our Planet Climate Change and
Energy Management
Resource
Management
Tabel 18. Performance of GHG Emission Reduction in 2025 Compared to the 2023 Base Year*
[GRI 102-4 305-5]
Other
Metrik Telkom Telkomsel Mitratel Telin TDE TelkomGroup
Subsidiaries
Increase or decrease
in Scope 1 emissions
-20,384.7 -5,506.2 -2,788.5 -3,021.6 2,115.9 -8,076.8 -37,661.9
compared to base year 2023
(tCO2)
Increase or decrease
in Scope 1 emissions
-80.2 -27.7 -72.5 -92.3 587.8 -26.1 -45.0
compared to base year 2023
(%)
Increase or decrease
in Scope 2 emissions
-47,815.7 255,169.5 -22,662.5 -49,819.3 36,583.2 -14,364.8 157,090.4
compared to base year 2023
(tCO2) (Location-based)
Increase or decrease
in Scope 2 emissions
-13.8 17.4 -65.2 -87.7 48.3 -32.4 7.8
compared to base year 2023
(tCO2) (Market-based)
Increase or decrease
in Scope 2 emissions
-77,574.8 255,169.5 -22,662.5 -49,819.3 23,916.6 -14,364.8 114,664.7
compared to base year 2023
(Location-based) (%)
Increase or decrease
in Scope 2 emissions
-22.4 17.4 -65.2 -87.7 31.6 -32.4 5.7
compared to base year 2023
(Market-based) (%)
Increase or decrease
in Scope 3 emissions
780,123.4 830,150.2 338.7 -45,935.9 2,003.0 66,870.1 1,633,549.5
compared to base year 2023
(tCO2)
Increase or decrease
in Scope 3 emissions
1,336.7 583.5 1.4 -90.0 15.0 149.2 489.1
compared to the base year
2023 (%)
Increase or decrease in
Scope 1 & 2 emissions
-68,200.4 249,663.3 -25,451.0 -52,840.9 38,699.1 -22,441.7 119,428.5
compared to base year 2023
(Location-based) (tCO2)
Increase or decrease in
Scope 1 & 2 emissions
-18.3 16.8 -66.0 -88.0 50.9 -29.8 5.7
compared to base year 2023
(Location-based)(%)
Increase or decrease in
Scope 1 & 2 emissions
-97,959.4 249,663.3 -25,451.0 -52,840.9 26,032.4 -22,441.7 77,002.7
compared to base year 2023
(Market-based) (tCO2)
110 PT TELKOM INDONESIA (PERSERO) Tbk
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Other Environmental Environmental Environmental
Management Costs Performance
Other
Metrik Telkom Telkomsel Mitratel Telin TDE TelkomGroup
Subsidiaries
Increase or decrease in
Scope 1 & 2 emissions
-26.3 16.8 -66.0 -88.0 34.2 -29.8 3.7
compared to base year 2023
(Market-based)(%)
Total emission increase or
decrease compared to base
711,923.0 1,079,813.5 -25,112.3 -98,776.8 40,702.1 44,428.4 1,752,978.0
year 2023 (Location-based)
(tCO2)
Total increase or decrease
in emissions compared to
165.3 66.3 -40.0 -88.9 45.5 37.0 71.8
base year 2023 (Location-
based) (%)
Total emission increase or
decrease compared to base
682,164.0 1,079,813.5 -25,112.3 -98,776.8 28,035.4 44,428.4 1,710,552.2
year 2023 (Market-based)
(tCO2)
Total increase or decrease in
emissions compared to base
158.4 66.3 -40.0 -88.9 31.4 37.0 70.0
year 2023 (Market-based)
(%)
* The minus notation (-) indicates that in 2025, there will be a decrease in emissions compared to 2023. An explanation regarding the background of this increase or decrease is
elaborated in the Low Carbon Transition section.
Details of the issuance for each Subsidiary are presented in Appendix 2
SUSTAINABILITY REPORT 2025 111
Page 114
04. 112 PT TELKOM INDONESIA (PERSERO) Tbk
Page 115
Empower Our People SUSTAINABILITY REPORT 2025 113
Page 116
04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
“
TelkomGroup regards the development and empowerment of human resources as a key element
in supporting the success of digital transformation to maintain the company's competitiveness.
Through the establishment of an inclusive, safe, and collaborative work environment, the
company cultivates exceptional talent to deliver services that are reliable, valuable, and broadly
accessible to the community.
Figure 57. Telkom's Social Aspect Management Framework
Empower Our People
Diversity, equity, Employee health Customer Digital inclusivity and
and inclusion and safety Experience community engagement
• Inclusive recruitment • Safe Work Environment • Excellent service for all • Digital inclusivity
practices • Employe Welfare customers • Community
• Compensation and • Responsible product empowerment
benefits innovation
• Talent development
• Inclusive work
environment
114 PT TELKOM INDONESIA (PERSERO) Tbk
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Material Topic 2030 Target 2025 Achievement
Diversity, Equality, and 32% of female employee in TelkomGroup 31.7% of female employee in TelkomGroup
Inclusion
27% of female employee representation at 21% of female employee representation at
managerial level in TelkomGroup managerial level in TelkomGroup
1.5% of employees have disabilities in 0.5% of employees have disabilities in
TelkomGroup TelkomGroup
25% digital talent in TelkomGroup 20.2% digital talent in TelkomGroup
Employee Health and Safety 0 deaths due to work accidents every year in 0 deaths due to work accidents in
TelkomGroup TelkomGroup
TelkomGroup's employee engagement index at Employee engagement index at the "highly
the "highly engaged" level / score > 80 engaged" level/score 85.13
Customer relationship TelkomGroup achieved an Excellent NPS score 63 NPS points for TelkomGroup, categorized
based on Bain & Company's category with a as "Excellent" according to Bain & Company
score above 62 classification
Digital Inclusivity and Increase in the number of SMEs Upgraded by 12.6% SMEs upgraded
Community Engagement 10% (Telkom)
Diversity, Equality, and Inclusion
The business strategies and policies adopted by Telkom Human Capital Management (HCM) Organization
have the potential to mitigate or generate impacts on
employees. TelkomGroup’s commitment to diversity, Human Capital Management (HCM) Directorate is
equity, and inclusion is demonstrated through recruitment responsible for managing and monitoring the entire
practices, workforce management, compensation and HCM cycle, spanning from recruitment through to the
benefits, and inclusive talent development—implemented retirement of Telkom employees. In its implementation,
without discrimination and upheld with integrity. HCM Directorate continuously coordinates with HCM
Directorate in each Subsidiary to ensure the integration
Management Approach of organisational structure and strategies to support
adaptive and sustainable organisational transformation.
[GRI 3-3] HCM Directorate is supported by function units that
specifically manage each HCM process and are responsible
Role of the Board and Management for the development, implementation, and monitoring of
employee welfare initiatives, as regulated in the Board
The HCM Director, as a member of the Board of Executive, of Directors Regulation Number: PD.202.44/r.02/HK250/
is appointed as the Chief Human Capital Officer (CHCO) COP-A2000000/2024 concerning the Organization of the
and acts as a strategic partner to business lines and Human Capital Management Directorate.
corporate functions in managing TelkomGroup’s human
capital, providing guidance to the HCM functions of As part of the commitment to continuous improvement,
subsidiaries, human capital strategy, as well as integrated the HCM Directorate conducts an annual performance
talent management system policies within TelkomGroup. evaluation of HCM to identify opportunities for
The HCM Director reports performance periodically improvement The HCM evaluation results for 2025
through both formal and informal meetings to the Board produced a number of lessons learned that serve as the
of Directors. basis for strengthening the 2026 program, with a focus
on developing a more adaptive and agile organization in
In this role, the HCM Director leads the integration of responding to business dynamics, accelerating talent
diversity, equity, and inclusion aspects across all HCM development, and reinforcing company culture.
activities and monitors their effectiveness through the
HCM evaluation process conducted annually by the HCM
Directorate.
SUSTAINABILITY REPORT 2025 115
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
HCM Values
Telkom has developed a series of Employee Value Proposition (EVP) values that serve as a reference for the development
of HCM strategies and employment policies. Telkom believes that the values of diversity, equality, and inclusivity are
qualities of global leaders, making these values an integral part of the TelkomGroup HCM strategy. EVP values also aim to
support the acceleration of talent readiness to back the TelkomGroup business transformation strategy, one of which is
translated into Digital Ways of Working: BISA as a reinforcement of employees’ digital capabilities.
Figure 58. Employee Value Proposition TelkomGroup
Learn, Grow and Contribute to Indonesia
Great Place to Elevate Global Leaders
Great Place to Elevate
Learn Grow Contribute to Indonesia
Global Leaders
Acquiring/strengthening Developing both personally Having contributions and An ideal work environment
knowledge, behaviour, skills, and professionally participation, as well as to shape strong character
and innovating providing meaning and leaders with a global class
benefits for Indonesia
Digital Ways of Working: BISA
Telkom launched Digital Ways of Working: BISA (Bravery, Integrity, Service Excellence, and Agility) as a framework for
work behaviour that emphasises strengthening the digital mindset to support the acceleration of TelkomGroup’s digital
transformation in line with the implementation of AKHLAK Core Values. Various efforts for internalisation and actualisation
have been carried out through routine socialisation for all levels of employees and senior management, culture programs,
and the formalisation of policies related to Digital Ways of Working: BISA.
Figure 59. Digital Ways of Working: BISA
Bravery The courage to execute until achieving the best
results with the willingness to take measured risks
for the benefit of the company
Integrity Adhering firmly to ethical principles, values,
norms, and applicable regulations, honestly,
without committing fraud that could harm the
company
Service Commitment to always provide the best service
Excellence for all stakeholders, with full responsibility for the
results, without making excuses
Agility The ability to act quickly, accurately, effectively,
and efficiently without adding bureaucracy, and
always being solution-oriented and innovative in
facing changes
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
HCM Policy In line with the adjustment of HCM policies, all provisions
related to labour unions continue to refer to the Perjanjian
[GRI 2-30] Kerja Bersama (PKB) for Telkom employees. Meanwhile,
for Subsidiaries that do not have labour unions and
The company regulation (Peraturan Perusahaan/PP) on do not implement the PKB, their labour provisions are
Human Capital Management of TelkomGroup governs the regulated through PP or applicable employment policies
implementation of employment in all HCM activities, both in each entity. This approach ensures that all workers,
for TelkomGroup employees and non-employee workers, both at Telkom and its subsidiaries, receive protection
and guides the development of other employment policies and regulations that align with fair labour principles.
at Telkom and its Subsidiaries. The company also guarantees development, coaching,
education, legal assistance, and Occupational Health and
Employment practices at Telkom are comprehensively Safety (OHS) in accordance with regulations, rules, and
regulated in the Collective Bargaining Agreement company policies.
(Perjanjian Kerja Bersama/PKB) 2023–2025, which applies
to all Telkom employees, ensuring that 100% of employees Employee Engagement
are covered by the PKB. PKB regulates the rights and
obligations of employees and the company, including Telkom’s efforts to build inclusive communication and
provisions on working hours, compensation, benefits, meaningful work experiences for employees are carried
social allowances, and competency development. out through various activities, such as annual employee
Perjanjian Kerja Bersama (PKB) X for the years 2023–2025 surveys, regular meetings with management, employee
between the Employee Labour Union and Telkom also complaint centers, town hall activities, etc. [GRI 2-16, 2-29]
emphasizes the right to income, rights beyond income, and [SASB TC-SI-330a.2]
guarantees a work environment free from discrimination,
violence, and harassment.
Building Communication with the Labour Union
Telkom communicates with the Labour Union through media such as:
1. Bipartite Cooperation Institution (LKS Bipartit) is a forum for communication and consultation regarding
matters related to industrial relations at Telkom, consisting of members from Telkom and Sekar.
2. Tripartite Cooperation Institution (LKS Tripartit) is a forum for communication, consultation, and deliberation
on labour issues, consisting of members from Telkom, Sekar, the Ministry of Manpower of the Republic of
Indonesia, or the local Manpower Office.
3. Communication forum is a platform or means for exchanging information, discussing, and expressing
opinions between Telkom and Sekar to achieve mutual understanding or resolve issues, held at least once
every quarter or whenever deemed necessary.
4. Management dialogue and Sekar is a platform or means for exchanging information, discussing, and
expressing opinions between regional management and regional Sekar to achieve mutual understanding or
resolve regional issues, held whenever deemed necessary.
Telkom supports employees’ rights to freedom of association and organization, as well as guarantees the right to express
their opinions. As of the end of 2025, approximately 70% of Telkom’s total employees are registered as members of labor
unions. Labor unions are established not only within Telkom, but also across all entities within TelkomGroup. The list of
labor unions within TelkomGroup is as follows [GRI 407-1]:
a. Telkom Indonesia Employees Union (SEKAR)
b. Telkomsel Workers Union (SEPAKAT)
c. Infomedia Nusantara Workers Union (SPIN)
d. Metra Digital Media Labor Union (Digital Workers Union or SPMD)
e. Graha sarana Duta Employees Union (Graha Sarana Duta Workers Union or SKATA)
f. PINS Employees Union (SETARA)
g. Administration Medika Workers Union (SP Medika)
h. Telkomsigma Employees Union (SERASI)
SUSTAINABILITY REPORT 2025 117
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Culture Survey 2025
[OJK E.4] [GRI 2-29]
Culture Survey 2025 is an annual survey program specifically designed to measure the implementation of the company’s
cultural values, consisting of four main dimensions: Digital Ways of Working: BISA Implementation Index, BISA Culture
Journey Index, AKHLAK Culture Journey Index, and Employee Net Promoter Score (e-NPS). This survey aims to map the
organization’s cultural journey and its impact on the achievement of TelkomGroup’s digital transformation.
Figure 60. Telkom Culture Survey
DWoW BISA Implementation Index
50
Measures the
Mengetahui sejauh
extentmana
to which
perilaku Category Range Index
BISA diimplementasikan
behaviors have beendalam 25 75 Exemplary Champions 75%-100%
implemented
budaya Perusahaan
in the company’
saat ini . s
Consistents Practitioners 50%-74.9%
50%-74,9%
culture at present.
76.44% Emerging Adopters 25%-49.5%
25%-49,5%
Initial Movers 0%-24.5%
0%-24,5%
0 100
Exemplary Champions
BISA Culture Journey Index
Measures the
Mengetahui sejauh
extentmana
to Readiness To Change
which the company
Perusahaan mengupayakan
is driving 60
Category Range Index
perubahan
behavioral change
agar perilaku
among
30
karyawan
employeesselaras
in alignment
denganwith Sangat
Very Ready
Siap 80%-100%
Digital Ways of Working.. 80
Ready
Siap 60%-79.9%
60%-79,9%
82.77% Less Ready
Kurang Siap 30%-59.9%
30%-59,9%
Not Ready
Tidak Siap 0%-29,9%
0%-29.9%
0 100
Sangat
Very Ready
Siap
Symbols
Simbol&&Attributes
Atribut
Category Range Index
1 2
Exceeds Standard
Melebihi 2<x≤3
Meets Standard
Memenuhi Standar 1<x≤2
2.81 Below Standard
Kurang Memenuhi Standar x≤1
0 3
Exceeds
MelebihiStandard
Standar
Readiness
Readiness
ToTo
Acceptance
Change
Category Range Index
30 251
High Acceptance
Penerimaan Tinggi 251-300
Ready
Siap 181-250
257.84 Less Ready
Kurang Siap <180
0 300
Penerimaan
High Acceptance
Tinggi
118 PT TELKOM INDONESIA (PERSERO) Tbk
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
AKHLAK Culture Journey Index
Measures the
Mengetahui kesiapan
level of employee
karyawan Readiness To Change
readiness within
TelkomGroup TelkomGroup
menghadapi 60
Category Range Index
in facing cultural
transformasi budaya
transformation
/perubahan, 30
and change,
baik both at thedan/
di level perusahan company
atau Very ReadyChampions
Exemplary 75%-100%
80%-100%
levelunit
per andkerja
individual function 80 Ready
Consistents Practitioners 60%-79.8%
50%-74,9%
unit level.
86.33% Less Ready
Emerging Adopters 30%-59.9%
25%-49,5%
Not Ready
Initial Movers 0%-24,5%
0%-29.9%
0 100
Very Ready
Sangat Siap
Symbols
Simbol&&Attributes
Atribut
Category Range Index
1 2
Exceeds Standard
Melebihi 2<x≤3
Memenuhi
Meets Standard
Standar 1<x≤2
2.74 Below Standard
Kurang Memenuhi Standar x≤1
0 3
Exceeds
MelebihiStandard
Standar
Readiness ToTo
Readiness Acceptance
Change
Category Range Index
30 251
Penerimaan
High Acceptance
Tinggi 251-300
Ready
Siap 181-250
257.74 Less Ready
Kurang Siap <180
0 300
High Acceptance
Penerimaan Tinggi
EMPLOYEE NET PROMOTER SCORE (e - NPS)
50
Mengetahui
Measures thesejauh
extentmana
to which Category Range Index
employeesmempromosikan
karyawan are willing to 25 75 Mature 80%-100%
81%-100%
recommend thesebagai
perusahaannya company as a
Developed 60-79%
60-80%
perusahaan
workplace that
yang
has
telah
successfully
menerapkan
implementedbudaya
a digital-oriented
digital 84.37% Starter 0-59%
culture.
0 100
Mature
SUSTAINABILITY REPORT 2025 119
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Based on the survey results, the direction of TelkomGroup’s cultural development in 2026 is to strengthen a performance-
based merit culture by positioning culture as an instrument for achieving results. Operational recommendations to realize
this vision include the following:
1. Alignment of performance appraisal systems and reward mechanisms based on contributions to results and impact.
2. Simplification of KPI to focus on outcomes.
3. Creation of a safe performance space at the operational level.
4. Strengthening the role of line leaders as the main drivers of converting values into results.
Culture Survey 2025 Methodology
The Culture Survey 2025 was conducted in October 2025, involving 8,870 respondents from all levels of
TelkomGroup employees, ranging from BP-I to BP-VI. The quantitative survey was administered online and
was followed by in-depth discussions through Focus Group Discussions (FGDs). The respondents included all
permanent employees of TelkomGroup, regardless of their length of service. The survey consisted of four main
dimensions designed to measure the following factors:
1. Digital Ways of Working: BISA: Bravery, Integrity, Service Excellence, and Agility.
2. BISA Journey Index: Readiness to Change score, Symbol and Attribute score, and Employee Acceptance
score towards the implementation of Digital Ways of Working.
3. AKHLAK Culture Journey Index: Readiness to Change score, Symbol and Attribute score, and Employee
Acceptance score towards the implementation of AKHLAK Core Values, as well as Leadership and System
Commitment score towards the company culture.
4. Employee Net Promoter Score (e-NPS): company culture acceptance score.
People Survey 2025
[OJK E.4] [GRI 2-29]
Telkom conducted the People Survey 2025 to evaluate the effectiveness of the 2024-2025 HCM policies and to understand
the conditions and experiences of employees. The survey results serve as input for the preparation of the 2026 HCM
policies that are more responsive, relevant, and supportive of the sustainability of the company's transformation.
The total Employee Engagement score reached 85.13, placing it in the “Highly Engaged” category and reflecting employees’
strong willingness to engage and contribute productively to the company. The increase in employee engagement is
expected to have a positive impact on employee well-being, performance, talent retention, customer satisfaction, as well
as the company’s financial and operational performance.
Figure 61. TelkomGroup Employee Engagement Index Score
60
Passive Moderately
40 Engaged 80
85.13
Actively Highly
Disengaged Engaged
0 100
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Table 19. TelkomGroup Employee Engagement Index 2023-2025
2025 2024 2023
85.13 84.41 87.08
Figure 62. Proportion of Respondent Engagement Categories
[SASB TC-SI-330a.2, TC-IM-330a.2]
0% 3 %
22
%
Highly Engaged : 4,267
75 %
Actively Disengaged : 21
Passive : 144
Moderatly Engaged : 1,224
Table 20. Proportion of Employee Engagement Index by Gender
Gender 2025 2024 2023
Male 86.71 85.59 87.58
Female 82.90 82.21 85.91
Based on the analysis of the People Survey 2025 findings, the recommendations are as follows:
1. Strengthening the role of leadership, especially as transformative leaders in driving change and empathetic leaders
in managing workload.
2. Enhancing Employee Engagement and Well-Being through balanced workload management, performance
transparency, strengthening financial well-being, work flexibility, and a Respectful Workplace.
People Survey 2025 Methodology
People Survey 2025 was conducted in October 2025, involving 5,656 respondents from TelkomGroup, with a
response rate of 43%. The respondents included all permanent employees of TelkomGroup, regardless of their
length of service. The survey evaluates factors influencing employee engagement both quantitatively and
qualitatively, including Employee Engagement, Workplace Well-being, Employee Well-being, Job Burnout, Job
Security, and Rewards.
The People Survey 2025 methodology has been improved compared to the previous year in terms of the model
and questionnaire to better reflect the current conditions of organizational transformation. Therefore, this year’s
survey results cannot be directly compared with those of previous periods. Readers are advised to interpret any
changes in the survey results with caution.
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Handling of Employment Issues and Violations
[GRI 2-29]
The response to violations of labour regulations, human rights, and company policies is outlined in the Employee Discipline
Policy (PR.209.05/r.02/HK250/COP-A0900000/2024). In general, the actions taken against violations include supervision
by superiors (for minor and moderate violations), HC management (for severe or massive violations), and escalation to law
enforcement if necessary.
Approaches to resolving violations of employment regulations
Industrial relations disputes must first undergo bipartite negotiations through deliberation to reach a consensus.
The categories of such disputes include:
1. Rights disputes;
2. Interest disputes;
3. Disputes over termination of employment; and
4. Disputes between labour unions within a single company.
Bipartite negotiations must be concluded within 30 working days of their commencement. If a party refuses to
participate or if no agreement is reached within this period, the negotiations are deemed unsuccessful.
Table 21. Employee Feedback
Employee Feedback 2025 2024 2023
Employee feedback regarding administration and service 7,971 7,982 6,364
Total employee feedback 33,184 30,124 26,656
Inclusivity in TelkomGroup’s Recruitment Processes Processes
[OJK F.18, F.19]
Recruitment Strategy
TelkomGroup’s recruitment process is governed by the Director of HCM Regulation No. PR.204.06/r.00/HK200/
COP-A0300000/2022 regarding Talent Acquisition and PKB. This framework aligns with national labor laws, specifically
Job Creation Law No. 6 of 2023 and Law No. 8 of 2016. TelkomGroup upholds a fair recruitment process without
discrimination based on ethnicity, religion, race, social status, or gender, and is committed to not employing child labor
or engaging in forced labor.
TelkomGroup's Talent Acquisition Strategy is implemented to enhance the diversity and inclusivity of talent through
fair opportunities for all candidates who meet the criteria. One of TelkomGroup's strategies to acquire the best talent
is by providing job opportunities for people with disabilities since 2019. TelkomGroup believes this strategy can drive
innovation in the development of inclusive digital solutions to meet the needs of all segments of society, including people
with disabilities.
To meet talent needs, TelkomGroup also involves non-employee workers according to operational requirements, most
of whom support network technician functions and sales & marketing staff. Various talent acquisition programs are also
implemented to access talent more broadly through the following strategies.
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Buy Talent Strategy The 2025 recruitment process resulted in an average
• Direct recruitment programs such as the Joint BUMN recruitment cost of Rp26,300,000 at TelkomGroup, while
Recruitment for the Great People Trainee Program at Telkom it reached Rp32,500,000.
(GPTP) recruitment process, regional recruitment,
career days, and campus recruitment, student and Diversity of TelkomGroup
professional communities. The regional recruitment
program supports equal access and opportunities for Employees
the local community based on placement locations.
• The official company career page (careers.telkom.co.id) The recruitment strategy carried out without
as well as professional social media platforms such as discrimination contributes to the demographic diversity of
LinkedIn and Jobstreet. TelkomGroup employees. This diversity is also influenced
• The Talent Mobility Program is one of the talent by TelkomGroup’s varied business models that cater to
experience programs to support the career and different industry needs.
personal development of employees through diverse
work experiences, while also meeting TelkomGroup’s Gender
needs for specific competencies/skills.
• The experienced hire program is a scheme for [GRI 405-1]
recruiting external professional talents to meet specific
competency needs. TelkomGroup supports gender equality as a step towards
strengthening the organization and creating an inclusive
Borrow Talent Strategy work culture to attract the best talent. Telkom is committed
to increasing the proportion of female employees to 32%
• The prohire program is a recruitment scheme and ensuring that 27% of managerial positions are filled by
for professional talent within Telkom’s internal women by 2030. By 2025, female employees represented
environment, designed to meet strategic competency 31.7% of the total workforce at TelkomGroup and 21%
needs. During the year 2025, approximately 22.0% of of the total workforce at the managerial level. Detailed
vacancies in TelkomGroup and 22.0% in Telkom have breakdown is presented in Table 22.
been filled by internal candidates (internal hire).
• Work-based learning programs organised through
apprenticeship and internship activities such as the
Digistar program, Magenta, Field Work Practice, and
Maganghub by Ministry of Manpower (Kemnaker).
Table 22. Gender Equality Performance
TelkomGroup
Metric
2025 2024 2023
Percentage of female employees: Senior management 14.0% 13.3% 12.1%
Percentage of female employees: Middle management 23.2% 22.8% 22.3%
Percentage of female employees: Supervisors 33.4% 32.0% 30.1%
Percentage of female employees: Staff and others 41.1% 44.2% 45.1%
Percentage of female employees in middle management positions in revenue- 8.3%
generating functions*
Percentage of female employees in STEM-related positions** 8.1%
* Examples of functions include Enterprise Sales, Marketing, and so on. This data includes Telkom, Tsel, Mitratel, Telin, TDE, Sigma, Telkom Akses, Metra-Net, GSD, Telkom Infra, TIF.
** Examples of functions include Data Scientist, Digital Solution Architecture, Technology Enabler, and so on. This data includes Mitratel, GSD, Metra-Net, Sigma, Telkomsat, and
Telin.
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Multi-Generational Workforce
The younger generation represents a vital asset for the company’s longevity. By integrating their energy with the mentorship
of experienced professionals, TelkomGroup leverages demographic diversity to drive innovation that resonates across all
generations. Currently, the workforce is led by the 30-50 age group at 69.9%, while young professionals (under 30) account
for 16.19%. Capitalizing on this momentum, TelkomGroup is committed to further diversifying its talent pool by targeting
an 18% representation of young professionals.
Global and local
In line with its expanding global digital footprint, TelkomGroup’s workforce comprises both local and international
talent. This is exemplified by Telin, whose operations span 35 countries. Currently, 31% of Telin’s workforce consists of
international employees, representing a rich diversity of 14 different nationalities.
Disability
At present, TelkomGroup employs 106 people with disabilities, representing 0.5% of the total workforce. These employees
hold strategic roles across various functions, including Business Strategy and Development, Corporate Communication,
Administration, Digital Services, Engineering, Facility and Asset Management, Sales, Finance, Human Capital, Instructor,
Multimedia, IT Platform, and Procurement. TelkomGroup is committed to tripling this representation, targeting 1.5% of the
total workforce by 2030.
Compensation and Benefits
Remuneration
[OJK F.20] [GRI 401-2]
TelkomGroup’s remuneration policy is implemented in accordance with applicable regulations and company policies to
retain and motivate talent, in alignment with TelkomGroup’s Employee Value Proposition (EVP). Remuneration is provided
transparently and fairly to all employees, regardless of gender. Employee remuneration consists of payment benefits
and non-payment benefits. Payment benefits include competitive salaries, holiday allowances, housing allowances,
transportation allowances, tax allowances, post-employment benefits, job-related facilities, insurance coverage
(including health, life, and employment insurance), healthcare facilities, as well as performance-based incentives and
bonuses in accordance with company policies. Meanwhile, non-payment benefits include leave entitlements and employee
development opportunities through education scholarships and certification programs aligned with the Company’s
needs. All remuneration components are managed on a performance-based approach, where annual salary adjustments
are determined based on individual Key Performance Indicators (KPI) achievements, while incentives and bonuses are
awarded based on the Company’s performance realization.
The ratio of basic salary and remuneration for female employees compared to male employees does not differ (1:1) for each
level of employment at TelkomGroup. [GRI 405- 2]
Leave Policy
[GRI 401-3]
TelkomGroup prioritizes employee well-being by respecting their time outside of work and providing comprehensive leave
entitlements tailored to their personal needs.
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Table 23. Types and Conditions of Employee Leave
Parental leave Paternity leave is provided for 7 days, while female employees are entitled to 3 months of paid maternity
leave, which may be extended up to 6 months based on specific medical or health conditions.
Paid annual leave All employees are entitled to 12 days of leave in accordance with regulatory provisions.
Hajj pilgrimage Leave of 45 days for employees performing the Hajj pilgrimage.
leave
Extended leave Leave is granted every three years for a maximum of 45 days.
Leave for Leave is granted to employees for a maximum of 7 days.
important reasons
Leave moments Leave for employees to celebrate important events, such as birthdays, for 1 day each year.
that matter (MTM)
Educational leave Leave for employees pursuing education at their own expense/sponsorship with company approval.
In 2025, a total of 921 employees utilized maternity leave across TelkomGroup. The company achieved a high return-to-
work rate of 96.1%, while the retention rate for these employees remained strong at 95.1%.
Table 24. Return-to-Work Rate and Employee Retention Rate
2025
Telkom TelkomGroup
Reemployment rate Male employee 100% 99%
Female employee 100% 90.7%
Retention rate of employees Male employee 100% 95.1%
Female employee 100% 95.1%
Talent Development
[OJK F.22] [GRI 404-2]
We believe that through talent development, TelkomGroup will also advance. People Development Plan (PDP) 2025 outlines
the plans and strategies for talent development for all TelkomGroup employees.
The Learning & Development Function Unit is responsible for the development, execution, and monitoring of talent
development programs at TelkomGroup. The achievements of the PDP are reported periodically to the HCM Director.
People Development Plan 2025
To ensure talent readiness in facing the company’s transformation direction, TelkomGroup formulated the PDP integrated
into the Learning Blueprint 2025–2027. This roadmap serves as a comprehensive guide for strengthening technical
competencies, leadership, and work behaviour across the entire group. This blueprint strategically maps out the learning
needs across the three main business pillars of TelkomGroup, namely Digital Infrastructure, Integrated B2C Services,
and B2B ICT Services, and outlines mandatory competencies such as digital leadership, customer focus, and strategic
orientation. Strengthening the AKHLAK values also serves as the foundation of the learning culture for TelkomGroup
employees, ensuring that employee development not only focuses on capability enhancement but also aligns with
sustainability principles and good governance.
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Improvement of Competence
Every year, the Learning & Development Function Unit conducts a data-based assessment of skill and competency needs,
considering the strategic direction of the business, industry trends, employee aspirations, and the results of employee
profiling carried out by the Human Capital Intelligence, Analytic, and Performance Function Unit. This process underpins
the development of training curricula for both employees and management. The transformation strategy of TelkomGroup,
which promotes digitalization and sustainability efforts, creates a need to accelerate digital and ESG capabilities. The
focus of the ESG competency enhancement program in 2025 includes ISO 14001 and ISO 45001 training through the HSE
forum and the myDigilearn platform to improve employees’ abilities in environmental management, as well as diversity
training in the context of implementing a Respectful Workplace, along with the socialization of the RWP Playbook and
e-learning modules for all TelkomGroup employees.
Telkom runs a regular competency development program, including internal and external training, as well as certifications
tailored to the needs of employees and the business (see Table 25).
Table 25. Distribution of TelkomGroup Employee Training Participants in 2025
Other
Metric Telkom Telkomsel Mitratel TelkomGroup
Subsidiaries*
Certification training (Male) 415 196 24 570 1,205
Certification training (Female) 264 11 - 800 1,075
Leadership Development
223 394 60 2,889 3,566
Program (Male)
Leadership Development
122 83 35 629 869
Program (Female)
* Other subsidiaries include Telin, TDE, Sigma, Telkom Infra, GSD, Metra-Net
Telkom implements the Learning Impact Measurement process to measure the success of learning programs using
the Model of Evaluation, which consists of five impact indicators. The evaluation of these indicators also assesses the
contribution of learning to the strategic business achievements of Telkom. During the year 2025, the total training hours at
Telkom for the year reached 341,474.2 hours, while for TelkomGroup it reached 718,316.2 hours.
Table 26. Cost of Education and Training for TelkomGroup Employees (Rp)
2025 2024 2023
Total cost of education and training for TelkomGroup 163,698,343,041 219,584,731,981 191,723,067,113
employees*
* The accumulation of all company expenditures in one reporting year that are directly allocated for employee competency development, such as training, certification, and
scholarships. The data includes Telkom, Mitratel, Telkom Infra, Telin, Telkomsat, Metra-Net, and Sigma.
Acceleration of Digital Talent through the Digital Talent Readiness Program
The development of digital competencies has become a priority to support TelkomGroup’s transformation strategy,
implemented through the Digital Talent Readiness program. This program includes the development of soft skills,
particularly related to Digital Mindset & Behaviour, as well as technical skills through various initiatives such as innovation
programs, digital-based projects, and certifications according to digital skill needs. As of the end of 2025, TelkomGroup
has 4,279 digital talents, equivalent to 20.2% of the total employees.
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myDigiLearn
myDigiLearn is an e-learning platform (https://mydigilearn.id/) developed by Telkom and launched in 2021 as a
step towards modernizing training. The TelkomGroup training programs are now curated in myDigiLearn, allowing
them to be accessed independently at any time and accommodating employees’ needs flexibly. Not only does it
function as a training platform, but myDigiLearn also serves as a means for knowledge sharing among employees
and experts. The myDigiLearn platform is equipped with features such as learning impact, data-based analytics
and reporting, as well as enterprise-ready capabilities like Single Sign-On, Open API, data security, and branding
flexibility to support continuous learning.
Figure 63. E-learning platform: myDigiLearn
Development of AI-Ready Talent
Telkom Akses focuses the company’s transformation on the readiness of human
resources (HR) to support the utilization of digital technology and artificial intelligence
(AI) in operations. Strengthening is carried out starting from the Board of Directors-1
and Board of Directors-2 levels, who receive AI literacy training and the utilisation of
AI in HR management processes, including recruitment, assessment, and performance evaluation. The AI-based
organizational restructuring is also continued to the supervisor and technician levels to ensure that each function
has cross-role competencies and an understanding of the use of data-based technology and AI in daily work.
To accelerate the enhancement of workforce capabilities, Telkom Akses implements the integrated 70:20:10
learning model, which emphasises experiential learning (70%), social learning (20%), and formal learning (10%).
The development of technician competencies is carried out through the Fibre Academy, which serves as a training
center and digital capability development hub, including the utilisation of AI in network operations.
Telkom Akses is also implementing an end-to-end outsourcing work system equipped with performance
standards, productivity monitoring, and a customer feedback system based on information technology. In the
future, Telkom Akses is developing an AI-based Workforce Management (WFM) system that allows for direct
monitoring of technicians’ productivity in the field. With this system, management can see the performance and
efficiency of technicians in real-time, while also optimizing work processes in various regions.
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Telkom AI Center of Excellence: Building an Inclusive AI Innovation Ecosystem in Indonesia
Figure 64. Launch of Telkom Artificial Intelligence (AI) Center of Excellence (CoE)
The Telkom AI Center of Excellence (CoE) is a hub
for developing an AI ecosystem, launched in 2025.
This initiative stems from the realization that the
future of Indonesia’s digital industry requires talent
who not only understand technological theory but
are also able to apply AI ethically and relevantly
across various sectors. Through practical training,
workshops, and certification, the AI CoE helps
digital talent understand how AI technology is
applied in real-world situations. Participants not
only learn the concepts of machine learning or generative AI, but also use them to solve business and social
problems. With this approach, Telkom aims to narrow the gap between industry needs and human resource
readiness.
The AI CoE focuses not only on technical training but also on building collaborative networks between industry,
academia, communities, and startups. Through collaborations with global partners such as Alibaba Cloud and
technology communities like HiColleagues, Telkom strives to create a space for learning, experimentation, and
innovation that is accessible to students, professionals, and startups in Indonesia. AI CoEs are present in nine
cities: Jakarta, Bandung, Yogyakarta, Makassar, Malang, Bali, Aceh, Labuan Bajo, and Papua.
AI Campus
Providing AI training and literacy programs for students, professionals, and the technology
community. Participants not only learn basic concepts but also hands-on practices relevant to
industry needs.
AI Playground
Digital talents are given a space to experiment with AI technology. This environment allows the
development of real solutions, from prototypes to implementation based on business needs.
AI Hub
A center for collaboration between startups, companies, and educational institutions. This
is where innovative ideas meet industry needs, creating opportunities for joint research and
development.
AI Connect
AI Connect brings digital talent together with the industry ecosystem through various networking
and collaboration programs, including the AI Talent Development Roadshow.
The development of AI talent through the AI Campus pillar has become an important part of Telkom’s strategy in
developing digital competencies among the younger generation. By December 2025, the AI Connect program had
nurtured more than 19 thousand digital talents, with around 15 thousand of them being AI talents. Through various
initiatives such as AI Talent Certification, AI Introductory Class, AI Clinic for Business, and AI Innovation Sprint,
Telkom opens growth opportunities for AI talents while also encouraging the creation of relevant and impactful
solutions.
Digital and AI transformation will only be sustainable if it is supported by adaptive and innovative talent. Through
Telkom AI CoE, we are not only building technical expertise, but also a collaborative mindset so that talent is able
to create solutions that have an impact on business and society.
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Scholarship Program
Telkom has supported the advancement of employee education through the Great People Scholarship Program (GPSP)
since 2014. GPSP provides university selection preparation programs, mentoring during the study period, and study
financing. This program aims to prepare outstanding future leaders, expand global networks, and support business
strategies and Employee Value Proposition (EVP). The realization of the GPSP budget for the year 2025 is around Rp31.4
billion.
Currently, there are 31 employees participating in the GPSP program at the master’s level in world-renowned universities
such as MIT, University of Oxford, University of Cambridge, Columbia University, Cornell University, etc. As for the doctoral
level, it is intended for employees who wish to become independent researchers as an effort to strengthen the company’s
research aimed at supporting TelkomGroup’s business strategy, with studies in the fields of Computer Engineering and
Electrical Engineering at Telkom University.
A similar scholarship program is also run at the Subsidiary level, such as Telkomsel, Mitratel, Telin, and TIF, which
cumulatively awarded scholarships to 24 employees by 2025.
Figure 65. Scholarship Program at TelkomGroup (top: Young Talent Dreamcatcher, bottom: Star Track)
Preparing future leaders of Telin
Telin develops talents ready to face the future
as part of its sustainability commitment
by providing fair and equal opportunities
for employees to continuously build skills and reach their full
potential. Through integrated competency development aligned
with individual capabilities and the ever-evolving business
needs, Telin strengthens organisational resilience and prepares
its employees to support long-term and sustainable digital
growth.
Mentoring for Millennials Young Talent Dreamcatcher
This program aims to prepare the millennial generation to become future leaders at Telin by developing
their strategic thinking capabilities. Through the Dreamcatcher Program, young employees receive direct
mentorship from the Board of Directors and Senior Management to develop independent projects and
present their ideas to the Board of Directors and senior leaders.
Star Track – Mentoring for Future Leader
This program is designed for employees over the age of 30
and aims to prepare the next generation of future leaders at
Telin by developing strategic thinking skills.
Career Development
[GRI 404-3]
Telkom conducts periodic performance evaluations to support the professional growth of employees. Performance
evaluations are carried out systematically, considering the achievement of function unit KPIs, individual competencies,
and behaviours. Evaluation of individual competencies and behaviours is primarily conducted through the 360o, supervisor
assessments, knowledge tests, and other established parameters. The results of this employee performance evaluation
will be used as one of the bases for career management, competency development, and reward distribution at Telkom.
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Table 27. TelkomGroup employees who receive the Regular Performance and Career Development Review in 2025
Other
Metric Telkom Telkomsel Mitratel TelkomGroup
Subsidiaries*
Employees based on gender
Man 2,442 (93.6%) 4,764 (100%) 191 (41%) 3,105 (86.8%) 10,502 (91.8%)
Woman 2,108 (97.0%) 1,398 (98%) 56 (26%) 829 (63.5%) 4,303 (86%)
Employee based on employment level
Senior
38 (34.5%) 97 (91%) 3 (36%) 113 (78.2%) 250 (68.0%)
management
Middle
1,789 (95.5%) 1,823 (100%) 19 (38%) 723 (77.2%) 4,353 (92.9%)
management
Supervisors 2,271 (97.3%) 2,950 (100%) 50 (43%) 806 (58.2%) 6,077 (89.5%)
Staff and others 451 (97.0%) 1,290 (99%) 253 (50%) 2,220 (91.9%) 4,213 (89.8%)
* Other subsidiaries include Telin, TIF, Telkom Infra, GSD, Telkomsat, and Sigma. The percentage is calculated based on the total number of employees who received reviews
compared to each gender/employee level category for the covered entities. Overall, this data represents approximately 70.4% of the total employees of TelkomGroup.
Competency and Behaviour Appraisal Transition to Retirement
As part of Telkom’s commitment to building a sustainable [GRI 404-2]
and highly competitive organization, Telkom implements
the Competencies and Behaviour Appraisal (CBA) policy TelkomGroup has included all its employees (except for
to ensure talent development occurs in a structured the Board of Directors) in the Defined Benefit Pension
and transparent manner. Through a 360° assessment Program (PPMP) or the Defined Contribution Pension
approach, data analytics, leadership inventory test Program (PPIP) since 2014. In addition, Telkom is also
(Compass), and specially designed technical competency committed to preparing employees for retirement through
evaluations, Telkom ensures that every employee the Readiness Retirement Program.
can understand competency gaps and plan targeted
capacity improvements. This policy also emphasizes Telkom Readiness Retirement Program
the strengthening of the core AKHLAK values as work
behaviour, while providing detailed assessment reports The transition to retirement is not easy for everyone.
to enhance accountability and the quality of individual To create a sense of security, comfort, and readiness
employee development. CBA has become an important for retirement, Telkom has developed the Retirement
foundation in supporting sustainable business growth Readiness program for 2025, designed following the
and the formation of future leaders within the Telkom Telkom Well-Being Wheel concept to better accommodate
environment. employees’ retirement preparation needs.
Development Talk A series of retirement preparation programs is conducted
through:
Telkom provides a platform for employees to engage • Hybrid training programs, combining e-learning and
in coaching, mentoring, counselling, or consulting offline classes
with their superiors or subordinates through the • Provision of materials related to psychological,
Development Talk program. Development Talk is a two- financial, and physical aspects
way interaction between employees and line managers • Sharing sessions on activities that build productivity
related to individual performance management, serving in the post-retirement period.
as a reference for performance feedback, learning and
development program planning, and employee career and During the year 2025, a total of 239 employees participated
succession management. During the year 2025, 57% of in the Readiness Retirement Program.
employees, equivalent to 2,723 Telkom employees, have
completed the Development Talk.
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Inclusive Work Environment
[OJK F.21]
Respectful Workplace
TelkomGroup upholds human rights principles, such as non-discrimination, gender equality, and equal opportunities, in
all employment practices, from recruitment, remuneration, promotion, and career development to the termination of
employees’ employment.
This commitment is outlined in the HCM Director’s Regulation on the Respectful Workplace Policy (RWP), which governs
the prevention, handling, and reporting mechanisms for incidents of discrimination, violence, and harassment. The
RWP applies to all levels of TelkomGroup employees, business partners, and parties who are connected or interact with
TelkomGroup. TelkomGroup implements strict non-discrimination policies to protect employees from discriminatory
actions based on gender, ethnicity, religion, disability, physical condition, age, political views, and education. The
implementation of this commitment is in line with the principles of the ILO Discrimination (Employment and Occupation)
Convention, 1958 (No. 111). In the future, Telkom aims to enhance human rights management practices in its operations.
Figure 66. Respectful Workplace Framework at TelkomGroup
TelkomGroup’s steps to prevent discrimination, violence,
and harassment include socialisation activities for
01 02 employees, management, and business partners,
training for employees and line managers, business
Culture
Policy ethics certification and integrity pacts for all members
Change
of the Board of Directors and employees, as well as other
activities. The HCM Directorate has developed a playbook
to guide the implementation of RWP across the group,
Respectful complete with training courses in myDigiLearn.
Company Workplace
Response Prevention
to Reports Activities The HCM Director is responsible for the management and
05 03 monitoring of RWP at TelkomGroup, supported by the
Human Capital Intelligence, Analytic, and Performance
Reporting Function Unit, the Culture and Industrial Relations
Mechanisms
Function Unit, the Human Capital Operations Function
Unit, the Regional Human Capital Function Unit, and
other function units. To ensure the effectiveness of
04
RWP implementation, the HCM Director formed a task force involving the responsible units and employee unions.
The involvement of employee unions is expected to support the implementation of commitments to gender equality,
inclusivity, and non-discrimination in industrial relations. Evaluation of the implementation of the RWP is conducted
through periodic surveys of the Board of Directors and Commissioners, TelkomGroup employees and partners, as well as
other relevant parties.
Monitoring the implementation of the RWP certainly requires the participation of all parties. All employees, including
partner employees and other parties, can report acts of discrimination, violence, or harassment through various channels,
such as the Telkom Integrity Line, the RWP management email, and the HCM Directorate. During the year 2025, there was
1 report of discrimination at Telkom that was fully resolved and required no further follow-up. The handling of this report
at Telkom went through an internal investigation process and an Employee Disciplinary Commission (KDK) hearing. Based
on the results of the hearing, the company imposed disciplinary sanctions in accordance with applicable regulations as
part of its commitment to enforcing a zero tolerance policy. [GRI 406-1]
Telkom also provides various channels for employees to give broader feedback to the Human Capital Function Unit, namely
through email, phone, WhatsApp Chat, and Telegram.
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HC Help Desk
E-mail-in service Phone-in service Chat-in WhatsApp Telegram
hr_helpdesk@telkom.co.id 1500305 08111-900-305 @hchelpdesk_bot
Gender Equality
Gender equality plays a key role in creating an inclusive culture and strengthening organizations. TelkomGroup is committed
to enhancing women’s leadership in various positions to encourage a more diverse perspective in the decision-making
process.
Srikandi TelkomGroup, one of the employee resource groups, focuses on providing support for female employees through
various engagement and competency development activities. Srikandi TelkomGroup has work programs that include
women talent readiness, profiling, and follow-up on the respectful well-being of female employees, partnership and
community engagement activities, Srikandi social media activation, and amplification or activation of Srikandi programs
in subsidiaries.
To support the implementation of the RWP, Srikandi TelkomGroup has also taken the initiative to evaluate, improve the
strategies and mechanisms of the RWP, and monitor the execution of the RWP.
Moreover, Telkom ensures that the work facilities support the productivity of female employees, namely through the
provision and maintenance of childcare facilities (Telkom Daycare) and lactation rooms to keep them well-maintained.
Figure 67. Support for Female Employees through Srikandi TelkomGroup
Advancing the Participation of People with Disabilities in the Workforce
TelkomGroup ensures that employees with disabilities receive facilities and a work environment that are disability friendly.
This commitment is realized through mentoring and job training programs, as well as the provision of facilities and a work
environment that support accessibility.
Flexible Working Arrangement
TelkomGroup implements Flexible Working Arrangement (FWA) as part of new ways of working that support employee
well-being and productivity. The implementation of FWA is adjusted to the needs of work functions and specific
conditions, including but not limited to ad hoc directives and environmental situations such as extreme weather. With
this approach, employees still gain flexibility without reducing operational effectiveness. The utilization of technology and
IT infrastructure ensures that work processes and collaboration continue smoothly and securely.
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Employee Health and Safety
“
Protecting employees and ensuring they can work in a safe and comfortable environment is a
priority for TelkomGroup. To achieve this, TelkomGroup continues to strive for the management
of occupational safety and health and to enhance employee welfare.
Safe Work Environment OHS Organization
[OJK F.21] [GRI 403-4]
Management Approach The Management of Company Security and Safety
is implemented in every function unit with the aim
[GRI 3-3] of ensuring the execution of Management and risk
mitigation in operational activities. The implementation
The Role of the Board and Management and Management of the OHS program at Telkom is the
responsibility of the Occupational Safety and Health
The role of leadership is central to enforcing the culture Committee (P2OHS), which plays the following roles:
and commitment to Occupational Health and Safety 1. Providing advice and considerations regarding OHS
(OHS) within the TelkomGroup environment. The Board 2. Assisting in the formulation of management policies
of Directors and management play a role in ensuring and work guidelines to enhance workplace safety,
the achievement of the zero accident and zero fatality company hygiene, occupational health, ergonomics,
commitment, actively building an OHS culture and and worker nutrition
awareness, and ensuring that OHS implementation 3. Preventing and reducing the occurrence of workplace
complies with regulatory requirements and ISO 45001 in accidents, fires, explosions, poisoning, occupational
all operational activities of TelkomGroup. Management diseases, and environmental pollution
involvement in OHS supervision is carried out, among
other things, through field visits and project walkthroughs.
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and Safety
Occupational Health Management System
[GRI 403-1, 403-4, 403-8]
The Company's Health and Safety Management Policy, as outlined in the Board of Directors’ Decision No. 37 of 2010,
regulates the implementation of OHS at Telkom and applies to all employees, partner/contractor employees, and other
parties within the operational area. The policy also serves as a reference for the development and implementation of
the Occupational Health and Safety Management System (OHSMS) in Subsidiaries. The policy regulates the process of
risk and hazard identification, mitigation steps, monitoring mechanisms, and training for all employees and business
partners/vendors/contractors. The process of formulating the OHS policy has involved consulting with employees and
union representatives.
Figure 68. Framework for the Implementation of OHSMS
Performance Review
Policy
Planning Implementation Monitoring and Performance
Establishment
and Evaluation Improvement
OHSMS Telkom has obtained ISO 45001 certification and is evaluated through regular internal audits to ensure compliance
with applicable regulations. The Regional Offices and Telecommunications Regional Offices (Witel) have also been
certified with the Golden Flag by the Ministry of Manpower of the Republic of Indonesia. Several Subsidiaries have also
obtained ISO 45001 certification for OHSMS, as detailed in Table 28 Page 134.
Table 28. Implementation of OHSMS TelkomGroup in 2025
Percentage of all employees
Percentage of all employees and non-employee workers
Percentage of all employees
and non-employee workers covered by the OHSMS that
Entity and non-employee workers
covered by the OHSMS that have been audited or certified
covered by OHSMS
have been internally audited by an external party (ISO 45001
certification)
Telkom 100% 100%
Telkomsel 100% 100%
Mitratel 100% 100%
TDE 100% 100%
Metra - -
PINS 100% 100%
Sigma 100% employees and 100% 100%
non-employee workers at
Telkom Akses TelkomGroup 100% 100%
Telin 100% 100%
Metra-Net - -
Telkomsat 100% 100%
GSD 100% 100%
Telkom Infra 100% 100%
TIF - -
* Notation (-) indicates that the entity has not yet engaged in any activity.
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Identification of OHS Hazards and Risks, and Impact Mitigation
[GRI 403-2, 403-7, 403-10]
Potential hazards and work accidents are identified through the Hazard Identification Risk Assessment and Determine
Control (HIRADC) process as part of the OHS planning and mitigation steps to realize TelkomGroup’s commitment to a safe
work environment. This process is carried out annually for office areas as well as project locations.
High-risk work identified in the TelkomGroup environment includes, among others, 1) work performed at heights; 2) work
at risk of high voltage exposure; 3) work on ground tanks; 4) work in manholes; and 5) optical splicing work. In addition, the
categories of occupational diseases relevant to TelkomGroup’s business activities are outlined as follows.
Table 29. Hazards and Work-Related Diseases at TelkomGroup
Physics Chemistry Biology Ergonomics Psychological
Extreme All chemicals in solid, Bacteria, viruses, Heavy lifting, awkward Qualitative and
temperatures, noise, liquid, and gas forms fungi, parasitic working positions, quantitative workload,
lighting, vibration, (e.g., floor cleaners mammals, and other static working work organization,
ionising and non- that can cause skin fauna and flora (e.g., positions, repetitive monotonous work,
ionizing radiation, diseases such as the Covid-19 virus, movements, lighting, interpersonal
and changes in dermatitis) sexually transmitted Visual Display relationships, shift
air pressure (e.g., diseases) Terminal (VDT), and work, work location,
heatstroke due others (e.g., low back and others (e.g.,
to prolonged sun pain due to prolonged burnout due to
exposure, eye strain sitting and poor monotonous work,
due to lack of lighting) sitting posture). high workload)
The results of the identification of potential hazards and risks/impacts (including Occupational Diseases) at Telkom, along
with their mitigation steps, are presented as follows.
Table 30. Identification of OHS Risks and Work-Related Diseases at Telkom
Type of hazard Risk/Impact Risk Level Mitigation steps
Damaged equipment and Short circuit, electric Medium-High • Development of SOP for inspection of
cables, not stored safely or shock, burns to fires. electrical equipment and installations.
used improperly according to • Use of PPE.
procedures. • Periodic inspection of electrical systems,
equipment, and cables.
Working with damaged PPE, Falling from a height, High • Development of SOP for working at
improperly or incompletely, injuries from falling heights.
when working at heights. from a height, fatalities. • Regular socialisation of PPE usage.
• Audit of PPE usage.
Exposure to dust, gas, and Respiratory distress, Low-High • Use of PPE and respirators
chemicals skin and eye irritation. • Cleaning of rooms, ventilation, and filters.
• Routine evaluation of ventilation and
filters.
• Periodic health check-ups.
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Employee Health
and Safety
To ensure comprehensive implementation of OHS (Occupational Health and Safety), Telkom has established safety
procedures and guidelines, operational manuals with detailed security protocols specifically at project sites and
telecommunication towers, Safe Work Readiness checklists, as well as incident reporting mechanisms, all of which are
executed by integrating ESG principles encompassing environmental sustainability, gender equality, respect for human
rights, and responsible business governance. Each Subsidiary also develops security procedures, such as the Mitratel
Telecommunications Tower Erection SOP, to mitigate risks from working at heights.
Telkom also ensures that our vendors, particularly those involved in high-risk work, have complied with the occupational
health and safety regulations as stipulated in the TelkomGroup Procurement Guidelines (No. PR.324.00/r.00/HK240/COP-
K0E00000/2025 on Procurement Implementation Guidelines):
• Implementation of certified OHSMS along with supporting procedure
• Planning of control actions, design, and engineering
• Emergency response procedures and emergency recovery plans
These provisions initiated Telkom's efforts to further assess the implementation of vendor OHS in the future.
Building the OHS Culture of TelkomGroup
[GRI 403-5]
The OHS culture of TelkomGroup is based on three main objectives, namely Zero Accident & Fatality, Operational
Excellence, and GoZero – all of which are detailed in Figure 69.
Figure 69. Culture and Objectives of Implementing OHS
HSE Culture
Leadership
HSE Objectives
Reduces workplace Enhances operational Ensures environmental
accidents and illnesses efficiency and sustainability
Productivity
Zero Accident & Fatality Operational Excellence Go Zero
1 2 3
To build a culture and competence in OHS, TelkomGroup continuously conducts communication, socialisation, and OHS
consultations to raise awareness among employees and business partners/vendors within the TelkomGroup environment.
Socialization and awareness-raising activities for TelkomGroup employees are routinely carried out through the National
OHS Month commemoration held annually, the TelkomGroup HSE Forum, and OHS campaigns in the workplace and on
social media.
Figure 70. Steps to Build a Culture and Competence in Occupational Health and Safety
National TelkomGroup OHSMS Management Safety Briefing OHS Campaign
OHS Month HSE Forum Mandatory Walkthrough
Learning
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In 2025, the TelkomGroup HSE (Health, Safety, Environment) Forum was held for the first time as a step to strengthen
commitment and synchronize the implementation of OHS across the group. The HSE Forum has been held three times.
The HSE Forum serves as a platform for sharing best practices between Telkom and its Subsidiaries to enhance the
implementation of OHSMS and communicate the achievements of OHS implementation.
To ensure that OHS procedures are implemented in operational activities, the relevant units conduct socialization at the
beginning of work activities, such as Safety Briefing and Safety Talk, as well as monitoring during work activities through
Safety Risk Observation Round (SROT) and HSE Patrol. Supervision of the implementation of the work environment is also
carried out by management through management walkthrough activities, especially for project construction.
Figure 71. Management walkthrough Figure 72. Safety briefing
Improving employee competencies and capabilities is one of TelkomGroup’s focuses in building an OHS culture, carried out
through various OHS training and certification programs. All TelkomGroup employees are required to participate in OHSMS
e-learning annually in myDigiLearn. Special training, especially for field and project workers, is developed according to the
identified main OHS risks.
TelkomGroup Capacity Development Initiative
Training Awareness and Internal Auditor ISO 45001:2018
Telkom is organizing training related to Awareness and Internal Auditor ISO 45001:2018 on Occupational Health and
Safety (OHS), respectively on May 23-26 and June 2-3, 2025, in collaboration with PT. British Standard Institution
(BSI), with participants from Telkom and TelkomGroup. This training provides an in-depth understanding of the
ISO 45001:2018 standard, which is an international standard in the OHS management system. By understanding
and applying this standard, it is expected to contribute to OHS management performance and build a stronger
OHS culture at TelkomGroup.
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Telkom Akses: Development of OHS Curriculum
The operations of Telkom Akses as an infrastructure and technical service provider expose technicians to high-
risk work environments, including heights, high voltage, and optical connections. To ensure that technicians
receive adequate training, the training curriculum for Maintenance Technicians, Fulfilment & Assurance
Technicians includes OHS training developed through a work risk identification process. The training provided
includes working at heights, safety riding, working safely near electrical hazards, and working in confined spaces.
Telkom Akses also ensures that technicians have expertise certifications, such as the General OHS Expert
Certification (AK3 Umum), Electrical OHS Expert Certification (AK3 Listrik), Working at Heights Certification
(TKBT-2), and Working on Towers Certification (TKPK-1) issued by the Ministry of Manpower of the Republic of
Indonesia (Kemnaker RI).
Table 31. OHS Training Data for TelkomGroup 2023-2025*
Number of Employees (people) Total Training Hours (Hours)
Type of Training
2025 2024 2023 2025 2024 2023
General OHS Expert 63 169 181 6,632 26,320 4,615
Type D Firefighter OHS 17 67 50 1,360 1,160 303
Officer OHSMS Auditor
18 36 26 1,248 648 198
Certification
OHS Training 15,291 8,366 6,165 21,502 12,572 8,600
* Data includes Telkom, Mitratel, Telkom Infra, GSD, Telkomsat, Telkom Akses, Sigma, PINS, TDE.
Provision of Access to Healthcare Facilities However, unfortunately, our commitment to maintaining
a safe workplace still faces several challenges this
[GRI 403-3, 403-6] year. There was a colleague of ours who worked as an
outsourced employee for Mitratel, who experienced a fatal
Telkom also provides health facilities as a tangible incident due to a traffic accident while travelling to the
expression of our commitment to employee health, work location in Aceh. At the same time, at the subsidiary
including 1) General and dental polyclinics; 2) Fitness level, there was also a high-consequence work accident
centre; 3) Lactation room; 4) Basic life support simulation experienced by field workers at Telkom Akses, because
area; 5) Maternity examination area. operationally, Telkom Akses has job characteristics with
high mobility on the road, thereby increasing exposure
The operation of clinics within Telkom is under the to traffic accident risks. As a follow-up, Telkom Akses
responsibility of the Health Foundation, which includes continues to conduct inspections of Motor Vehicles (KBM),
planning, controlling, and maintaining the health of periodically disseminates safe driving practices, updates
employees, retirees, and families, as well as programs for work procedures, and establishes performance indicators
education, physical promotion, and company hygiene. For related to the level of participation in socialization and
employees in Subsidiaries, health services are provided training activities for the implementation of OHSMS in the
and managed by TelkoMedika. operational environment.
OHS Performance This incident serves as a reminder of the importance of
implementing OHSMS for both TelkomGroup employees
[GRI 403-9] and the employees of partner companies/vendors who
support TelkomGroup's operations. In detail, the OHS
Our efforts to protect workers and create a safe work performance of TelkomGroup is presented in Table 48.
environment have yielded positive results, where Telkom
has consistently maintained zero work-related fatalities.
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Employee Welfare
Management Approach
[GRI 3-3]
The Role of the Board and Management
The HCM Director, supported by the HCM Directorate, is responsible for developing the Well-Being Framework, managing,
and monitoring related strategies and initiatives. The explanation of the roles and responsibilities of the HCM organization
is found in the approach to diversity, equity, and inclusion management.
Telkom Well-Being Wheel
Telkom Well-Being Wheel is a framework that governs the development of employee welfare programs at Telkom and
also serves as a reference for implementation in Subsidiaries. The framework complements the Respectful Workplace
Policy (RWP) and OHSMS to create a safe working environment and support the well-being of TelkomGroup employees and
Telkom’s business partners.
Figure 73. Telkom Well-Being Wheel
PHYSICAL
M
AL
EN
CI
TA
al Developmen
SO
ysic t
Ph
L
O DUCTIVIT
PR Y
Em
t
otio
al Developmen
n
CORE
ENVIRON
al Developme
VALUES
SPIRITU
iritu
nt
EN
Sp
M
GAGEMENT
E
AL
NTA
Int t
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c t u a l D e ve l o p m
L
FIN L
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Table 32. Initiatives in Supporting Employee Welfare at TelkomGroup
Dimension Initiatives
Mental Well-Being • The With-U app, which includes counseling, coaching, mentoring, and mental health training.
• Mental health webinars.
• An annual survey assessing the well-being of TelkomGroup employees.
Financial Well-Being • Financial planning webinar
• Financial consultation
• Retirement Preparation webinar, including the Retirement Readiness Program
• Financial Planning for the Digital Generation
Physical Well-Being • Medical check-up
• Wellness Assistance Program
• Webinars and health outreach
Social Well-Being • Webinars and training on inclusivity and non-discrimination
• Employee Volunteering Program
• Respectful Workplace
Intellectual Well-Being • Long-life learning
• Employee-driven innovation
Spiritual Well-Being • Webinars, digital learning, and training related to religion
Environmental Well-Being • Employee Volunteering Program in environmental programs
The well-being program aims to reduce or prevent conditions that may negatively affect employee well-being, particularly those
identified as current and potential issues:
Current condition • Emotional and physical exhaustion
• Anxiety about career paths
• Low mental and financial well-being
• Trust issues with superiors
Possible conditions • Increased risk of stress and burnout
• Psychological safety challenges
• Emotional resistance to change
• Financial and benefit concerns
• Skill gap concerns
• Social and organizational identity challenges
• Concerns about changing work environments
Employee Welfare of TelkomGroup
People Survey has become one of the ways Telkom understands the well-being of its employees, particularly through
the employee engagement and employee well-being indices, as well as identifying opportunities for improvement in
organizational culture and work environment.
Employee engagement
The 2025 employee engagement results show an improvement for both male and female employees, with scores of 86.71
for men and 82.9 for women. This indicates that TelkomGroup employees generally have a high level of enthusiasm and
commitment to contributing more to the organization. The survey findings also identify opportunities to further develop
initiatives focused on employee retention.
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Figure 74. TelkomGroup Employee Engagement Index by Gender
Employee Engagement Index
88
Employee Engagement Index
87
87.58
86
85
86.71
84
85.59
83
82 85.91
81
82.21 82.9
80
79
2023 2024 2025
Male Female
Employee well-being
The employee well-being score for 2025 reached 77.50 (good), indicating that the implementation of the work environment
conditions is already good in supporting employee well-being. The lowest scores were in the aspects of financial,
intellectual, and mental well-being. This presents an opportunity for improvement in the future for employee engagement
and retention programs, as well as competency development that focuses on enhancing financial well-being.
Figure 75. TelkomGroup Employee Well-being Score
Spiritual 88.23 90.16
71,96
Social 82.19 84.55
Mental 71.75 76
Environmental 84.72 86.71
Intellectual 71.96 74.48
Physical 68.63 73.83
Financial 65.25 63.73
0 20 40 60 80 100 120 140 160 180 200
Male Female
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Employee Health
and Safety
Customer Experience
“
Amid the competition of the 5G era, TelkomGroup not only focuses on internet speed but also
on service coverage, affordable prices, feature innovation, IT system reliability, and customer
service quality. TelkomGroup is committed to providing superior and inclusive digital services
so that all customers from diverse backgrounds receive an equitable customer experience.
Additionally, TelkomGroup continues to drive responsible digital solution innovation.
Management Approach
[GRI 3-3]
Quality and Customer Experience Management
Telkom continues to strive to provide the best experience for customers through preventive measures to reduce
disruptions, accelerate services, and ensure similar issues do not recur before customers file complaints.
Figure 76. Customer Service Framework
Proactive Preventive Predictive
repair or resolution of disruptions Minimizing potential disruptions from prevent disruptions from design
before customers feel disturbed the outset based on several emerging and by utilizing Big Data, Artificial
(report) using Big Data. indications. Intelligence, and Robotic Process
Automation (RPA).
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TelkomGroup strives to improve service quality that exceeds expectations (excellent service) and enhance customer
value through:
• Provision of clear and easily understandable information about customer rights and obligations in the subscription
contract (KB) before the agreement/contract is signed.
• Fulfilment of customer rights to services in accordance with the Service Level Guarantee (SLG).
• Provision and management of customer contact media to facilitate customers in submitting complaints, feedback,
and accessing information about products and services.
Table 33. Customer Service Offerings by TelkomGroup Customer Segment
[OJK F.24]
Customer Segment Description
Mobile and Indihome Customers Telkomsel’s Virtual Assistant at tsel.me/veronika
Twitter & Instagram @telkomsel
e-mail: cs@telkomsel.co.id
Call center “Caroline” on the number:
• 188 (24 hours x 7 days) for postpaid customers (free) and prepaid customers (Rp300)
• +628110000333 from abroad
• Nearest GraPARI
MSE customers 0800-1835566 and e-mail: tele-am@telkom.co.id
Social Media: @Smart_Bisnis (Twitter) and Smartbisnis (Facebook)
Corporate Customers and Government 08001 Telkom or 08001035566
Institutions e-mail: c4@telkom.co.id
Social Media: @TelkomSolution (Twitter) and TelkomSolutionID (Facebook)
Wholesale Customers and OLO Care Center: 0800-1444-777
International e-mail: occ@telkom.co.id
LinkedIn: Telkom DWS Official
Facebook: @dwstelkom @neucentrix
Instagram:@dws_tekom @neucentrix
Twitter: @neucentrix
Excellent Service for All Customers
[OJK F.17, F.30]
TelkomGroup’s achievement in providing quality services is assessed through the Net Promoter Score (NPS). The NPS
metric aims to provide an overview of customer satisfaction and experience throughout all stages of the customer
journey, which serves as the basis for improving customer experience. Telkom adopts the NPS classification from Bain &
Company, which divides the NPS value categories into 4 categories:
Good : skor NPS > 0
Favorable : skor NPS > 20
Excellence : skor NPS > 50
World Class : skor NPS > 80
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Tabel 34. NPS TelkomGroup 2023-2025
Customer Experience 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 1H 2024 2H 2023 1H 2023
TelkomGroup 63 60 58 58 56 57
Point Increase 3 2 0 2 -1 2
Tabel 35. NPS Enterprise 2023-2025
Customer Experience 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 1H 2024 2H 2023 1H 2023
Telkom (Enterprise) 75 77 68 68 65 73
Point Increase 2 9 0 3 -8 7
Tabel 36. NPS Wholesale 2023-2025
Pengalaman Pelanggan 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 1H 2024 1H 2023
Telkom (Wholesale) 81 72 72 73 73
Point Increase 9 0 -1 0 9
Tabel 37. NPS Consumer Fixed Broadband (Telkomsel-Indihome) 2023-2025
Customer Experience 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 1H 2024 2H 2023 1H 2023
Telkomsel (Fixed broadband) 56 56 56 51 47 35
Point Increase 0 0 5 4 12 5
Tabel 38. NPS Consumer Mobile Broadband (Telkomsel-Mobile) 2023-2025
Customer Experience 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 1H 2024 2H 2023 1H 2023
Telkomsel (mobile broadband) 51 51 47 49 49 53
Point Increase 0 4 -2 0 -4 -1
Tabel 39. NPS Digital Business 2023-2025
Customer Experience 2025 2024 2023
Net Promotor Score 2H 2025 1H 2025 2H 2024 2H 2023
Telkom (Digital Business) 45 43 43 44
Point Increase 2 0 -1 -
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Inclusive Services
Figure 77. Services for People with Disabilities at GraPARI by Telkomsel
TelkomGroup is committed to going beyond the
numbers. We believe that all customers have the
right to receive a fair experience. For that reason,
we remain dedicated to providing inclusive services.
Since 2023, Telkomsel has provided services for
customers with disabilities in submitting complaints.
Telkomsel now provides Teman Tuli at 459 GraPARI
points in Indonesia, allowing customers with hearing impairments to communicate with GraPARI staff.
To support this initiative, Telkomsel collaborates with Silang.id to provide Indonesian Sign Language (Bisindo)
training to service staff. With this expertise, staff can communicate more effectively with customers with
disabilities, creating a more comfortable and inclusive experience.
Responsible Product Innovation Utilization of Artificial Intelligence (AI) for Innovative
Solutions
[OJK F.26]
Telkom continues to innovate in operational digitalization
Telkom’s commitment to providing products and services and smart solutions to enhance customer experience, one
focuses on meeting quality standards, data and device of which is through the utilization of artificial intelligence
security, and considering the impact on users from (AI) technology to improve service quality that is more
the planning stage to the launch. Telkom ensures that responsive, personal, and relevant to customers.
every product sold has undergone a thorough security
testing and evaluation process. This is done to guarantee Telkom has established an AI Task Force that plays a role
customer safety and compliance with the applicable in formulating the strategic direction for AI development
standards in Indonesia. Complete information about the and utilization within the company.
products is available in the guides included with each
electronic device and service, also be accessed through As part of quality assurance, the implementation of AI at
the official Telkom website. [OJK F.27] [GRI 416-1] Telkom is also within the scope of TIQA, which includes
cyber patrol, vulnerability assessment, and rigorous
As part of its commitment to quality, Telkom has testing to ensure the system meets security standards
implemented the Telkom Integrated Quality Assurance and protects the privacy of customers and employees.
(TIQA) program to ensure the quality of products and Additionally, to mitigate security risks and data
services for customers. TIQA focuses on post-sales sovereignty at the employee operational level, Telkom is
aspects and customer service policies, ensuring the developing an internal Generative AI platform to ensure
best experience for users. Until now, Telkom has never that company data and documents are securely managed
conducted a product recall for safety reasons. [OJK F.28, within the company’s internal environment.
F.29] [GRI 416-2]
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Digital Inclusivity and Community Engagement
TelkomGroup’s support in advancing digital inclusion involves a combination of services, innovation, and community
empowerment through the Corporate Social and Environmental Responsibility (CSR) program. Our CSR focus is directed
towards maximizing the positive impact of our digital-based business model. This approach affirms that our contribution
to digital inclusion is a strategy that deliberately expands social value through the integration of business processes and
CSR programs.
The TelkomGroup business model contributes to the equitable distribution of digital access in Indonesia. We actively
play a role in accelerating infrastructure development and network expansion, especially in underdeveloped, frontier, and
outermost regions (3T) as a commitment to digital inclusion and equitable access to telecommunications.
Through the CSR program, Telkom is able to extend our reach to the community beyond our operational scope to realize
our Mission, Vision, and Purpose, which is to advance the welfare of society through digital ecosystems and talent. This
spirit also supports the pillars of the Digital Economy and Digital Society to realize the Vision of Indonesia Digital 2045.
Management Approach
[GRI 3-3]
Responsibility of Community Engagement
The Director of Human Capital Management (HCM) is responsible for directing, approving, and monitoring the
implementation of Telkom’s CSR program. The operational management of the CSR program is delegated to the Social
Responsibility Center (SRC) Function Unit, which develops strategies and programs, and reports the performance and
achievements of the program quarterly to the HCM Director. [GRI 3-3]
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Experience Community Engagement Capacity of MSMEs Performance
Digital Inclusivity
[OJK F.23] [GRI 413-1]
As part of our commitment to the Digital Connectivity initiative, Telkomsel continues to promote the equitable distribution
of digital inclusion for communities throughout Indonesia. By 2025, Telkomsel, in collaboration with the Ministry of
Communication and Digital (Komdigi), has fulfilled its obligation to expand 4G/LTE service coverage to blank spot villages.
The development of this network is prioritized at public service centers, such as customer service offices, government
institutions, healthcare facilities, and educational centers, successfully reaching 368 blank spot villages. These efforts
overall have also contributed to the expansion of service access, reaching 1,857 previously unconnected villages. Nationally,
Telkomsel’s service coverage has now surpassed 97% of Indonesia’s population, supported by the operation of 293,136 BTS
by 2025, ensuring the equitable distribution of service quality across all regions of Indonesia.
Satellite for Everyone
Figure 78. Satellite Connectivity by Telkomsat Supporting Teaching and
Learning Activities at SMA Negeri 8 Halmahera Barat (3T Areas)
In 2025, Telkomsat strengthened
its role as a provider of satellite-
based connectivity solutions
through a hybrid multi-orbit strategy that integrates
Geostationary (GEO) and Low Earth Orbit (LEO)
satellites, supported by the use of Artificial Intelligence
(AI). This strategy enables a more equitable expansion
of digital access, particularly in the 3T regions. The
implementation not only enhances the reliability and
flexibility of services but also reinforces Telkomsat's
position as a leading partner in digital public
services, including USO BTS, SPBE, and smart village
development.
As part of the downstream utilization of technology, AI Telehealth and PINISI were created to support the health
and maritime sectors in areas with limited access to basic 3T services. This initiative enables the improvement of
the quality of remote healthcare services, maritime safety, and the productivity of coastal communities through
the utilisation of real-time data and analytics. The sustainability of the program is supported by strengthening
internal capabilities through the Telkom AI Center of Excellence (CoE) and collaboration with local ISPs and
regional governments, allowing an inclusive connectivity ecosystem to grow sustainably.
Community Empowerment
[OJK F.25] [GRI 413-1]
Telkom’s CSR Strategy
The planning framework for Telkom’s CSR Program uses the stages of the strategic planning framework concept as
outlined in the internal policy related to the Company’s Strategic Planning System, incorporating considerations from
various stakeholders, CSR performance, and analysis of external and internal issues.
Our Value Creation Model
Telkom, through the Social Responsibility Center (SRC) Function Unit, engages and communicates with the community
to understand their needs to develop empowerment programs that are effective and capable of supporting their welfare.
Through the pentahelix (collaborative) approach, we involve other parties who share the spirit of community building
to identify aspirations, inputs, and collaborate in the development and implementation of the CSR program. Telkom
collaborates with various parties, including the government, state-owned enterprises, academics, communities, media,
and employees, through the employee volunteering program.
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Not just a responsibility, Telkom has developed a CSR Strategy based on the Creating Shared Value (CSV) approach by
Porter & Kramer, where the CSR Strategy focuses on maximizing the creation of positive impact. We strengthen our value
creation using what we excel at—digital and connectivity—guided by our business strategy and sustainability commitment,
GoZero%. Digital inclusion, fulfilment of basic needs (especially access to education and health), and climate resilience
are the needs that TelkomGroup aims to address through the CSR 2025 Strategy.
Figure 79. Telkom's CSV Concept
Connecting business opportunities with Leveraging Telkom’s core competencies,
social pain points related to Indonesia’s namely connectivity infrastructure, digital
digital transformation (digital literacy, products and platforms, as well as digital
MSMEs, education, inclusion, and digital talent development.
ecosystem)
Value creation steps
Development of digital products and services that address social needs
Redesigning products and markets (CSV Type 1)
Strengthening the local ecosystem (education, MSMEs, and communities)
based on digital
Encouraging the development of local clusters (CSV Type 3)
The CSR Telkom strategy is continuously refined each year through periodic evaluation processes, management input,
and feedback from our stakeholders. The effectiveness of the CSR program is measured through the level of community
participation, project sustainability indicators, and the socio-economic impact generated. A detailed explanation related
to Telkom's CSV framework can be found in Telkom's 2025 Annual Report.
SUSTAIN: CSR 2025 Strategy Telkom
The CSR 2025 Strategy is rooted in 3 (three) ESG pillars, which are translated into main programs and other supporting
initiatives. These flagship programs, supporting initiatives, and subsidiary programs that synergize with Telkom’s CSR
2025 Strategy will be discussed further in the next section, and in Telkom's 2025 Annual Report.
Table 40. Achievements of Telkom’s CSR in 2025
Pillar Main Program 2025 Achievements Impact
Social • Uplift Impactful • Inclusive Digital Digital Learning 495 school locations Improvement of
Social Literacy School digital literacy
Empowerment TPB 4
Enhancing DigiUp 1,471 participants
Social passed skillset training
Empowerment certification
with Impact
Indonesia Digital 1,371 teachers passed
Learning training and certification
for quality education
improvement
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Pillar Main Program 2025 Achievements Impact
Economy • Strengthen • Growth of Digital Strengthening the • 1,895 SSL for MSME 12.6% SMEs Up
MSME Digital MSME business capacity of • 5,596 user a Class
Capacity TPB 8 MSMEs through digital registrations for Kasir
Strengthening mentoring Aja
the Digital
Capacity of • 1,416 users who
MSME participated in the
PaDi UMKM orientation
Training and • 451,000 packaging
certification for MSME grants from Packfest
• 2.512 Halal
certification
• 10,257 NIB or PIRT
assistance
• 2,220 exhibitions
• 146 SMEs Go Global
Collection of MSME 141.5% collection target
funding loans RKA
Environment • Setup • Carbon offset Conservation and 80,800 trees were Increase in
Sustainable Net TPB 15 revegetation of planted carbon stock
Zero Initiatives managed forests
Development of
Sustainable Net • Climate Change Planting mangrove and 95,911 trees planted
Action seagrass areas
Zero Initiatives
TPB 13, 14
Coral reef planting 760 substrates planted
Steps in the Transformation of Telkom’s CSR
The transformation of TelkomGroup’s strategy also drives the transformation of governance, processes, and CSR
capabilities as outlined in the CSR 2025 Strategy, which then the strategy serves as an enabler and an improvement to the
current governance mechanism.
Figure 80. CSR 2025 Strategy: Legal and Governance Pillars
Transform Effective CSR Amplify CSR Branding Intensify CSR Nurture Innovation
Governance and Communication Operational Excellence Culture
Maintaining accountability Activating the publication Strengthening Maintaining an innovation
in the management of the of the CSR program the digitization culture in the management
CSR program, implementing implementation by and digitalization of the CSR program as
risk management and prioritizing communication transformation of the CSR an identity for creating
compliance through from the impact aspect of program management sustainable added value.
quality improvement and the CSR program through through the enhancement
governance evaluation, as multi-party partnerships/ and maintenance of
well as overseeing the audit collaborations. information systems,
process and management utilization of data analytics,
reporting. and decision support in
strategic decision-making.
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Telkom conducts socialisation of core values and activation of the company’s culture to encourage socially and
environmentally responsible behaviour among all members of TelkomGroup. Telkom also involves employees in CSR
activities through the employee social project program called Telkom Employee Social Activity (TESA) as a platform for
the 1 employee 1 social activity initiative.
Achievements of the Impact-Based CSR Program
Telkom evaluates the impact of the CSR program annually, measured integratively using 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. These achievements
reflect the program's success in creating social, environmental and economic benefits for stakeholders.
Table 41. CSR Index Score, NPS, and IKM Main Program CSR 2025 Telkom
Metric 2025 2024 2023 Average
CSR Index 87.87 (Completely High) 85.10 (Completely High) 83.84 (Completely High) 85.60 (Completely High)
Net Promoter Score
74.36 (Passive) 74.90 (Passive) 63.31 (Detractors) 70.85 (Passive)
(NPS)
Community
90.17 (Excellent) 87.70 (Good) 85.07 (Good) 87.65 (Good)
Satisfaction Index
Telkom also successfully recorded a CSR (TJSL) Index score of 87.87 in 2025. This achievement places Telkom’s CSR
activities in the good or completely high category, indicating a positive impact on the company’s image. This improvement
is driven by the positive perception of beneficiaries, supported SMEs, and the surrounding community towards Telkom’s
CSR program.
The success of the CSR program in increasing community engagement is also measured through the Net Promoter Score
(NPS). The NPS measurement results in 2025 reached 74.36, reflecting a high level of trust and satisfaction among the
community in recommending Telkom’s products and services. Thus, the CSR program not only provides social benefits
but also supports customer loyalty towards the Company’s products and services.
Telkom also achieved a Customer Satisfaction Index (IKM) score of 90.17, reflecting a high level of satisfaction among
respondents or beneficiaries of various CSR programs that Telkom has implemented.
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Details of the assessment results for the main programs are presented in the table below.
Table 42. Score of the Main CSR Program 2025 Telkom
Program CSR Index NPS IKM SROI
Indonesia Digital Learning Program 77.79 65.0 84.50 2.96
DigiUp Program 88.47 89.81 97.83 1.20
Digital Learning School Program 88.43 73.53 87.29 1.57
Disability Empowerment Program 88.07 64.45 88.59 4.24
MSME Go Modern Program 88.48 60.0 91.79 5.04
Green & Blue Carbon Program 97.73 100.0 97.34 6.29
Clean Water & Sanitation Facilities Program 91.23 83.33 91.54 2.26
Waste Management Program 81.76 50.0 84.06 1.81
Stunting Action Hub Program 87.95 83.33 89.96 1.37
TESA Program 84.74 74.19 86.41 0.63
As of December 31, 2025, Telkom’s total investment in the four pillars of CSR reached Rp169.3 billion, or approximately 99%
of the planned allocation of Rp170 billion, with the following distribution:
Table 43. CSR Program 2025
No CSR Pillars Realization (Rp)
1 Social Pillar 43,876,496,715
2 Economy Pillar 75,003,431,207
3 Environment Pillar 47,293,146,390
4 Law & governance 3,139,258,468
Total 169,312,332,780
Enhancing Social Empowerment with Impact
Digital Learning School and Cybersecurity Awareness
Telkom is committed to expanding access to digital learning for schools and students through the provision of learning
applications, internet, computer devices, and the enhancement of ICT skills, especially in 3T areas. The Digital Learning
School program has been running since 2021, while the Cybersecurity Awareness initiative has been implemented since
2024. In 2025, digital infrastructure support increased to 495 schools, compared to 472 schools in 2024, spread across
27 provinces. This increase had a significant impact, with the number of beneficiaries reaching 35,380 students, up from
30,100 students in 2024.
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MitraKidz DigiCamp 2025
In 2025, Mitratel organized MitraKidz DigiCamp 2025, a digital literacy program for
Mitratel employees’ children aged 7–12, designed to enhance early understanding
of technology while instilling positive character and sustainability values. The
program, which took place in a hybrid format at the Telkom Landmark Tower, was
attended by 40 children and featured basic programming training through Scratch, soft skill development, and
inauguration sessions with mentors and inspirational figures from the technology industry. Surveys of parents
and participants also showed that the schedule and duration of the activities met their expectations. Through
this initiative, Mitratel strengthens the company’s social contribution by promoting inclusive access to digital
education, building closeness with the surrounding community, and affirming the company’s ESG commitment
to creating long-term impact for the digital ecosystem and society.
Sunaryo
“
(parent of a participant)
Through this activity, my child can create their own game according to their interests and
talents and can slightly understand the basic procedures in game development through
simple programming. Since they had never participated in programming activities or
tutoring before, now by attending Digicamp, my child has shown some knowledge about the
fun of learning while playing with Digicamp coding.
Figure 81. Basic Programming Training: MitraKidz DigiCamp
Internet BAIK
Internet BAIK is Telkomsel's digital literacy initiative aimed at Indonesian
students, especially middle school students, with a focus on developing digital
skills, understanding responsible online learning behavior, and safe use of the
internet. This program includes inspiring seminars and interactive talk shows,
offline and online bootcamps, mentoring sessions, and project exhibitions. In the 9th series with the theme
"Ignite Idea, Unleash Creativity", activities were carried out in four cities, namely Bogor, Madiun, Purwokerto and
Gresik, and involved 10,185 participants from 26 provinces and 152 schools, consisting of 9,517 students and 668
teachers. In addition, this program presents interactive workshops on the theme of artificial intelligence (AI) and
a hybrid bootcamp with three learning paths, namely BizTech, Creativity, and Genius. Through a project-based
learning approach and structured mentoring, participants produced 109 AI-based digital works, which include
machine learning-based medical diagnostic prototypes, location intelligence-based fisheries mapping, digital
tools for handling misinformation, and AI-based educational content.
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DigiUp: Provision of Digital Skills for High School/ Indonesia Digital Learning: Teacher Certification
Vocational School Students
Since 2014, Telkom has provided training and certification
Telkom DigiUp is an initiative for developing digital talent to enhance teachers’ competencies through collaboration
for high school/vocational school students to obtain with regional education offices, PGRI, and universities
national certification that meets the needs of the digital to support the strengthening of digital-based teaching
industry. This program, which has been running since abilities. In 2025, there were two training scopes for
2022, is implemented through collaboration with regional teachers, namely teacher competency enhancement
education offices, universities, certification bodies, training and teacher education quality improvement using
as well as cooperation with the Social Responsibility the PIJAR digital application. A total of 1,371 teachers
Center (SRC) Function Unit and the Telkom Education participated in training across 7 locations in the Special
Foundation. In 2025, Telkom is preparing digital talents to Region of Yogyakarta, West Java, Central Java, East Java,
be competent in 5 fields, such as junior graphic designer, and Riau. The program’s location coverage increased
junior multimedia designer, junior network admin, junior from only 3 provinces (East Java, Banten, dan West Java)
web developer, and junior web programmer. The number in 2024.
of training participants reached 1,598 students, with 92%
of them, or 1,471 students, successfully graduating.
i-Chat 2.0: Digital Education Platform for Deaf and Speech Disabilities
Figure 82. Indonesia Digital Learning Training and Launch of i-Chat 2.0 Feature in Yogyakarta
On June 26, 2025, Telkom launched i-Chat 2.0 (I Can
Hear and Talk), a digital platform for learning sign
language specifically designed for children with
hearing and speech disabilities. This event took place
during the Indonesia Digital Learning (IDL) training
held in Yogyakarta, attended by more than 100
teachers from various local Special Schools (SLB).
The name i-Chat itself is an abbreviation of “I Can Hear and Talk,” which reflects the inclusive spirit that every
child has the right to access education. I-Chat 2.0 is the result of the development of the first version, which
has been disseminated for almost the past 15 years. I-Chat 2.0 is a tangible response to the communication
and learning access challenges still faced by students with hearing and speech disabilities. This platform
supports special education teachers in accessing and delivering lesson materials with the help of visual aids,
sign language videos based on the Indonesian Sign Language System (SIBI), and other learning tools that are
friendly to children with hearing impairments. The presence of i-Chat 2.0 is not just about launching the latest
features, but a symbol of Telkom’s concrete steps in bringing innovations that embrace all children of the nation.
Inclusive Digital Ecosystem for People with Disabilities
Telkom’s commitment to inclusive education is realized through the provision of infrastructure and the enhancement
of digital literacy for people with disabilities to expand their access to education, training, and digital certification. This
program is implemented in collaboration with the Telkom Education Foundation (YPT). Throughout 2025, as many as 778
persons with disabilities have participated in digital capacity-building training that has been ongoing since 2021. This
program reaches participants from 81 disabled communities and various regions of Indonesia, including the Special
Region of Yogyakarta, DKI Jakarta, West Java, East Java, and North Kalimantan. This program has an SROI of 1:4.24,
measured in 2025.
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RiseAble: Advancing Disability MSMEs to Grow in the Digital Economy Era
Amid the rapid growth of the digital economy, access to work for people with disabilities remains a challenge
in Indonesia. To address this challenge, Telkom Indonesia has launched RiseAble, an empowerment program
designed to strengthen the capacity of disability-inclusive MSMEs to compete in the digital era. RiseAble was
born from the belief that every individual deserves access, space, and support to thrive.
Held on November 5–7, 2025, at House of Arsenia Tondano, South Jakarta, this program brings together 60
disabled participants from Jabodetabek to undergo intensive training focused on digital business skills,
business literacy, and product development strategies. Not stopping at training, RiseAble participants will be
connected to a partner pool, allowing companies and the public to more easily and inclusively access products
and services created by disability MSMEs. With RiseAble, Telkom Indonesia continues to strengthen its vision of
creating a digital ecosystem that paves the way for all groups, including people with disabilities, to thrive.
“RiseAble is Telkom Indonesia’s step to open an inclusive space so that disabled talents can grow and take roles
in the digital economy ecosystem. Inclusion is an important part of Indonesia’s digital transformation,” – Hery
Susanto, Senior General Manager of Social Responsibility at Telkom Indonesia.
Figure 83. Intensive Disability Training: RiseAble by Telkom Indonesia
Bootcamp Digital Empowering for Women
Telkom is committed to supporting women, housewives, and women’s communities in entrepreneurship to improve
family economies through training and mentoring. In 2025, for the first time, 1,381 people received assistance through
various programs, including digital training for live streaming on the TikTok platform, legal and digital literacy programs
for victims of domestic violence (DV) in Bandung Regency, and batik writing and stamping training in Central Java. This
program helps equip participants with digital skills, ranging from ideation to marketing strategies, so they can become
more independent and competitive.
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Run to Share
Digiland Run 2025
Digiland Run 2025 was successfully organized by Telkom, involving 12,500 runners in the half-marathon, 10K,
and 5K categories, which traversed key areas of Jakarta, including Gelora Bung Karno, Jalan Asia Afrika, Gatot
Subroto, and Sudirman, and recorded a participation increase of around 25% compared to the previous year.
Carrying the theme Elevating Your Future, Digiland 2025 combines sports, entertainment, social donations,
and education through a series of integrated activities that also involve MSMEs and the wider community.
GoZero%’s sustainability commitment is also implemented in this event through various initiatives, such as the
use of jerseys made from recycled materials, waste management education, and running distance conversion,
where every 1 km is converted into a Telkomsel educational data donation package of 1 GB for remote areas of
Indonesia. This initiative has a total contribution reaching 111,500 GB. In addition, TelkomGroup also provides
support in the form of IndiHome services and computer devices (PC) for schools in the 3T regions.
As part of managing environmental impacts, Telkom calculates the emissions generated from the Digiland
program by collaborating with Jejakin to measure the carbon footprint. The calculation results show that
the total emissions from Digiland Run 2025 reached 144.04 tons of CO2e. This data then became the basis
for preparing Telkom's emission compensation strategy throughout 2025. Based on the estimates, Telkom
requires around 15,969 mangrove trees with a carbon absorption period of three years to offset these
emissions. The actual mangrove planting in 2025 is presented in the Save Our Planet section.
Figure 84. GoZero% Sustainabiliy Action Booth at Digiland Run 2025
Figure 85. Distribution Map of Recipients of the Telkomsel Educational Data Quota Assistance
Program from the Digiland Run 2025 Program
Nias Nunukan Siau Tagulandang Biaro Pulau Morotai
(North (North Kalimantan) (North Sulawesi) (North Maluku)
Sumatra)
Kepulauan Sangihe Halmahera Utara
Bengkayang
(North Sulawesi) (North Maluku)
(West Kalimantan)
Halmahera Barat
(North Maluku)
Halmahera Timur
(North Maluku)
Mentawai
(West Sumatra)
Wakatobi
Tanggamus (Sulawesi Tenggara)
(Lampung) Halmahera
Merauke Tengah
Sikka Kupang Muna Barat Buton Utara (South Papua) (North Maluku)
(NTT) (NTT) (Southeast (Southeast
Sulawesi) Sulawesi)
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Mitratel MOVES
In 2025, Mitratel launched a donation-based sports movement called Mitratel
MOVES with the theme “Bikin Bergerak, Hidup Lebih Berarti”, which was introduced
at Gelora Bung Karno, Jakarta. This program encourages employees to be active
in sports and make donations. Every step recorded through the MOVES app is
converted into a donation of Rp1 to support environmental, educational, and health programs. In addition to
improving health and fitness, this initiative also supports carbon emission reduction by encouraging the use
of public transportation and walking activities. This activity was participated in by all Mitratel employees (679
people) with a total of steps converted throughout 2025 amounting to Rp478,350,963, which will be used for the
CSR Solar PV Power Plant program in 5 underdeveloped villages in collaboration with Telkom.
Figure 86. Donation-based Sports Movement: Mitratel MOVES
Innovillage: Sociodigipreneurship Incubation Program Digistar
The Innovillage program encourages synergy between The Digistar program is a comprehensive initiative aimed
industry, universities, and students as agents of change at students and fresh graduates, involving collaboration
to develop digital talent that impacts social improvement among various parties, including universities, institutions,
for the community, while also producing talent to meet organizations, edu-tech communities, and global
the needs of the digital industry. This program is designed technology companies.
to encourage the emergence of innovative solutions
that address societal challenges, particularly in the Digistar is designed to develop the potential of young
fields of education, environment, and local economic talents in an end-to-end and sustainable manner, guided by
empowerment. This program is one of the steps in the company’s EVP “Learn, Grow, Contribute to Indonesia:
creating shared value through strengthening the local A Great Place to Elevate Global Leaders.” The journey of
ecosystem (CSV type 3) by integrating social innovation young talents with Digistar begins with the awareness and
and human resource development. identification stage through visits/roadshows conducted
by company talents, targeting universities, communities,
Through Innovillage, Telkom facilitates the development of and diaspora groups.
ideas, mentoring, and the implementation of digital-based
solutions and appropriate technology that are practical In the next stage, selected talents have the opportunity to
and sustainable. The innovations produced do not stop develop hard skills and soft skills through mentorship from
at the conceptual stage but are directly implemented in experts in their fields, gain real work experience through
the community, thereby providing tangible benefits while internships, and collaborate with various communities
also enhancing the innovation capacity of the younger to enhance their skills and connections. As a further
generation. step, Digistar alumni can join the Digistar Club, which is
an exclusive community that serves as a platform for
The enthusiasm of the students is reflected in the high continuous learning, growth, and contribution in building
number of participants in the 6th series of Innovillage, an excellent digital talent ecosystem.
which reached 4,555 students in 2025. Telkom has
provided funding for 195 social innovations and
successfully implemented 63 innovations that reached 187
villages. This program benefits 26,397 residents in various
provinces and regencies/cities.
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Here are 6 (six) main sub-programs of Digistar designed Digistar Class
to accelerate the development of future talent potential:
An intensive mentoring program to develop technical (hard
Digistar Story
skills) and interpersonal (soft skills) for students and fresh
A social media–based branding initiative that discusses graduates, guided by the best talents at TelkomGroup.
various topics such as work culture, digital mindset, new
Digistar Internship
ways of working in the digital era, career preparation,
diversity, and tips for facing recruitment. An internship program that provides hands-on, real work
experience for high-potential talents.
Digistar Connect
Digistar Club
A series of roadshows and visits, both online and offline, to
campuses and communities, including diaspora groups. An exclusive community designed for alumni of the Digistar
This activity is conducted in the form of an interactive program, providing various student clubs according to
discussion (talk show) specifically aimed at sharing interests and skills they wish to develop.
experiences from Telkom’s talents with students regarding
the importance of having digital competencies and Over the past five years, Digistar has engaged more
innovations to support Indonesia’s digital transformation. than 95,000 young talents across Indonesia, enhancing
their digital competencies to improve competitiveness,
Digistar Community
expand digitalization opportunities across industries, and
Collaboration programs with communities engaged in the strengthen the national digital ecosystem in support of
fields of educational technology (edu-tech), digital skills, Indonesia’s vision of Indonesia Emas 2045.
and youth, aligned with Telkom’s values, to build synergy in
accelerating digital transformation.
Figure 87. Comprehensive Program for Students and Fresh Graduates through Digistar
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Strengthening the Digital Capacity of MSME
Framework Program for SME Development
Telkom understands the needs of Micro and Small Enterprises (MSME) for guidance in product development standardization,
quality, technology utilization and management, as well as access to broader markets and capital access. To respond to
these needs, the SME Development Program is implemented through a 3C approach, namely access to capital, access to
competence, and access to commerce, which is translated into the SME Development Program Framework.
Figure 88. Framework for SME Development
Product Packaging Digitalisation
Legal Assistance Online Onboarding
SME Development
Framework
Exhibition Training
Networking
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Improving SME access to financial services (access to Fund distribution is carried out in collaboration with
capital) is implemented through the SME Funding Program. BRI, as stipulated in letter S-721/MBU/11/2022. Telkom
Through this program, Telkom supports strengthening focuses on SME collection and mentoring, carried out by
the capacity of its fostered SME, leading them to become its monitoring and collection teams. Outreach activities
resilient and independent, enabling them to contribute focus on educating its partners about digital payment
to national economic growth and create added value for mechanisms (such as through virtual accounts). The
the company. program’s management is also strengthened through
digitalization, making it easier for SME to access loan
SME competency strengthening (access to competence) applications, monitor payments, and obtain information
is implemented through training and mentoring to on installment history.
support the modernization of their internal business
processes. These activities are supported by Telkom’s Through 2025, Telkom has disbursed Rp50 billion to
flagship programs, Go Modern and Go Digital, which 1,140 SME.
focus on strengthening business management processes
and digitization through the use of digital applications Go Modern
and platforms.
This program aims to improve the quality of SME products
Telkom also supports the acceleration of SME product by providing assistance in registering a Business
promotion (access to commerce) through the Go Online Identification Number (NIB) through the Online Single
and Go Global programs. Through marketplaces and Submission (OSS) system. Furthermore, Telkom assists
virtual expos, SME can access markets without having to SME in obtaining Home Industry Food Production
open physical outlets. The program also encourages SME Certification (SPP-IRT) and Halal Certification, ensuring
expansion into digital and international markets. product quality standards and competitiveness in the
market. Based on SROI measurements, this program
Through the SME Development Program, Telkom aspires demonstrates a 1:5.04 ratio.
to create an impact on the businesses of its fostered SME,
which translates into a target of SME s upgrading, which In addition to certification, Telkom also provides digital
is assessed based on increased turnover, workforce, and marketing training for beginners, SME technical skills
asset growth. Telkom targets a 10% annual increase in development, and the Rumah Kemasan (PackFest)
the number of fostered SME that successfully upgrade. program to help 657 SME enhance product appeal through
By 2025, Telkom successfully exceeded this target with more professional packaging.
12.6% of SME upgrading.
Throughout 2025, more SME will receive support for
SME Funding Program growth through the Go Modern program. Year after year,
these efforts have shown tangible results, with 24,646
The SME Funding Program aims to increase SME income by SME receiving coaching, up from 18,102 SME in 2024.
providing capital loans with relatively low administrative
fees. The business sectors of the SME under their
guidance cover various sectors, such as trade, livestock,
plantations, fisheries, agriculture, services, and others.
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
For many SMEs, securing business legality is the first In 2025, a total of 24,263 SMEs benefited from this
step towards greater growth. This year, 10,257 SMEs program, representing a 44% increase in beneficiaries
successfully obtained NIB certification. Additionally, 2,032 compared to 2024. This support will strengthen SME
SME received halal certification and SPP-IRT (Household competitiveness in the digital era.
Business License).
Go Online
Skills improvement is also a key focus. A total of 4,909 SME
participated in technical training to improve the quality of This program aims to support the digitalization of SME
their products and services, up from 2,581 SME in 2024. to increase online sales. Telkom held a Go Online training
Marketing opportunities also expanded, with 545 SME roadshow at various Telkom State-Owned Enterprises
participating in mini-bazaars and exhibitions, introducing (BUMN) houses in Indonesia, collaborating with Tokopedia
their products to a larger market. to help SME utilize marketplace features to increase
traffic and sales. Throughout 2025, as many as 14,488 SME
With more SME upgrading, this program continues to pave benefited from the Go Online program, a significant
the way for small businesses to become more independent, increase of 150% from 2024, with a total of 5,216 SME
competitive, and ready to compete in the digital age. being beneficiaries. This program helps SME adapt to the
SME will benefit from this program, representing a 44% digital ecosystem, expand their market reach, and improve
increase in beneficiaries. their online competitiveness.
Go Digital Go Global
This program focuses on accelerating the digitalization In addition to domestic marketing, Telkom supports its
of SME businesses. In 2025, Telkom implemented a series fostered SME through the Go Global program. In 2025, a
of activities, beginning with an introductory session on total of 146 SMEs participated in international exhibitions,
the concept of business digitalization and registration a significant increase from 96 SMEs in 2024. This initiative
for digital products such as sooltanPay and sooltanKasir, enhances export opportunities and global exposure for
which serve as the foundation for SME operational local businesses.
transformation. Furthermore, participants will be
introduced to PaDi UMKM, a marketplace registration
platform designed to expand market access. Telkom
will also provide an understanding of the Pijar Mahir
platform as a means of improving digital competency. To
strengthen their marketing capabilities, SMEs will receive
intermediate-level digital marketing training, helping
them optimize their online promotional strategies.
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Figure 89. Satu Data SME Platform by Telkom
Satu Data SME
Telkom developed the Satu Data SME platform to make it easier for assisted SME to access the SME Development
Program provided by Telkom. Users create profiles of assisted SME which are then used to determine and offer
appropriate programs for SME.
SME HUB Feature and Service
Integration of SME Development Elements to
Resources Infrastructure SME Development Platform Center
Digitalization of Umk Development Process
Access to Competence
Go Modern SME Support Activities Benefits For SME
Strengthening the business foundations of • Skillset and toolset training UMKs enhanced their capabilities
SMEs toward competitive enterprises • Business legalities and product/services through training in production skills and
certification assistance branding, received support for obtaining
• Mentoring and coaching business legalities, and progressed
Go Digital toward digitalization to improve
• Access to network and communities
effectiveness and efficiency
Optimizing application solutions to • Supports of SME business digitalization
strengthen SME capabilities process (payment, point of sales, inventory)
Acces to Commerce
Go Online SME Support Activities Benefits For SME
Expanding market access through online • Registration and marketplace SME gained opportunities to increase
shop and exhibition onboarding assistance transactions and revenue through access
• Product marketing assistance through to exhibitions and sales channels, including
social media online shops, social media, and global
Go Global • Exhibition participation markets
Onboarding supports for export • Export permits assistance
Acces to Capital
SME Support Activities Benefits For SME
• Registration and marketplace onboarding SME benefited from development support provided
assistance by SOE mentors through a structured, scheduled,
• Product marketing assistance through social media and accountable program
Features
Profiling Training
Facilitators are able to input SME • Following profiling, facilitators can organize events for SME
business data to determine appropriate to enhance their mindset and skill set
mentoring support • Training programs may be conducted on an invitation-only
basis or open to the public
Assistance
Specific Mentoring Support for SME
1. Micro Teaching
Short training sessions delivered by facilitators, attended by 1 to 5 SME
2. Business Permits and Certifications
Assistance in obtaining required licenses and certifications from relevant authorities
3. Consultation and Business Matching
Business consultations between SME and facilitators
Exhibition Monitoring and Evaluation
SME participation in exhibitions – covering Dedicated module to monitor facilitator performance
product curation, event registration, and post- throughout the mentoring process, including access
event reporting to SME financial information such as collectibility
status and outstanding loans
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Sustainable Net Zero Initiative Development
Telkom implements environmental conservation programs through digital-managed forest conservation as well as
mangrove and coral reef planting. This effort is expected to contribute to the reduction of GHG emissions through the
increase of carbon stocks.
Leveraging our digital capabilities, Telkom provides IoT infrastructure assistance to communities engaged in hydroponic
farming, bioblocks, and intercropping. This initiative supports TelkomGroup’s environmental strategy, which is further
discussed in Chapter Save Our Planet, page 67.
Summary of Support and Achievements in Community Engagement in the Social Sector
Table 44. Summary of Support and Achievements in Community Engagement in the Social Sector
Alignment Sustainable Projects/
Metric 2025 2024 2023
with SDG Activities
Number of schools 495 472 435
Digital Learning School and
Cybersecurity Awareness
Number of students 35,380 30,100 15,810
Number of
Digi Up: Digital Skills 1,598 1,150 2,170
participants
Training for High School/
Vocational School Number of
Students participants 1,471 1,007 13,978
graduated
Number of
participants 1,371 1,602 1,150
Indonesia Digital Learning:
4,5,9 graduated
Teacher Certification
Number of locations 7 location points 4 location points 3 location points
Training and Certification
of ICT Skills and Device Number of
778 675 980
Assistance for Disabled registrants
Groups
Bootcamp Digital Number of
1,381 484 -
Empowering for Women participants
Number of
35,102 18,394 21,183
participants
Digistar
Conversion rate 24% 22% 18%
Beneficiaries 24,646 18,102 11,180
SME obtains NIB
10,257 5,647 4,578
certification
SME receives SPP-
2,032 2,127
Go Modern IRT
2,107
SME obtains Halal
2,512 1,629
certification
8 SME participates
in technical skills 7,554 2,581 320
training
SME program
Go Digital 24,263 16,845 10,844
beneficiaries
SME program
Go Online 14,488 5,793 4,060
beneficiaries
SME program
Go Global 146 96 22
beneficiaries
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Social Performance
Table 44. Diversity, Equality, and Inclusion Performance at Telkom
[GRI 2-7, 2-8, 401-1, 401-3, 404-1, 405-1] [SASB TC-SI-330a.3, TC-IM-330a.3]
Telkom
Metric
2025 2024 2023
Employees by gender
Male Employees 2,609 2,703 4,709
Female Employees 2,173 2,227 2,760
Total employees 4,782 4,930 7,469
Employees by status and gender
Permanent employee (Male) 2,496 2,571 4,535
Contract employee (Male) 113 132 174
Permanent employee (Female) 2,076 2,135 2,635
Contract employee (Female) 97 92 125
Non-employee status workers
Interns 2,639 2,265 1,475
Other non-employee workers 6,463 238 273
Employees with disabilities based on gender
Male Employees 17 14 13
Female Employees 9 8 6
Employees by region3
Regional I 249 261 488
Regional II 384 407 904
Regional III 477 493 937
Regional IV 199 202 362
Regional V 209 204 361
Non-Regional 3,264 3,363 4,417
Unclassified Region N/A** N/A N/A
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Telkom
Metric
2025 2024 2023
Employees with contract employee status based on region3
Regional I 7 7 12
Regional II 13 13 16
Regional III 22 21 22
Regional IV 7 4 6
Regional V 20 9 13
Non-Regional 141 170 230
Unclassified Region N/A N/A N/A
Employees by age
>50 years 1,083 1,028 2,300
30 – 50 years 2,652 2,470 3,044
<30 years 1,047 1,432 2,125
Employees by education level
Pre-Lecture 154 175 779
Diploma 112 129 437
Bachelor’s Degree 3.012 3.175 4.628
Postgraduate 1,504 1,451 1,625
Age profile by staffing level (Senior management)
>50 years 78.2% 67.3% 50.0%
30 – 50 years 21.8% 32.7% 50.0%
<30 years - - -
Age profile by staffing level (Middle management)
>50 years 44.5% 39.3% 35.3%
30 – 50 years 55.4% 60.7% 64.6%
<30 years 0.1% 0.1% -
Age profile by staffing level (Supervisor)
>50 years 7.0% 10.4% 35.6%
30 – 50 years 62.6% 55.2% 32.2%
<30 years 30.4% 34.4% 32.2%
Age profile by employment level (Staff and others)
>50 years - - 0.4%
30 – 50 years 28.0% 16.3% 9.4%
<30 years 72.0% 83.7% 90.2%
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Telkom
Metric
2025 2024 2023
Number of female employees by employment status
Senior Management (Female) 16 16 18
Middle Management (Female) 679 684 811
Supervisors (Female) 1,218 1,061 1,414
Staff and others (Female) 260 466 517
Gender profile by employment level (% Female)
Senior management 14.5% 15.0% 14.8%
Middle management 36.3% 36.4% 30.7%
Supervisors 52.2% 50.7% 38.7%
Staff and others 55.9% 54.8% 49.3%
Employee recruitment
Total recruitment 48 122* 112
Recruitment based on gender
Male Employees 23 59* 62
Female Employees 25 63* 50
Recruitment based on age
>30 years 21 29* 26
26 - 30 years 17 37* 38
18 - 25 years 10 56* 48
Recruitment based on age and gender
Male employees aged 18-25 3 24 19
Male employees aged 26-30 9 10 24
Male employees aged >30 11 22 19
Female employees aged 18-25 7 37 29
Female employees aged 26-30 8 22 14
Female employees aged >30 10 7 7
Placement based recruitment3
Regional I - 2* 5
Regional II - 4* 4
Regional III 1 4* 5*
Regional IV 4 3* 2
Regional V 11 4* 2*
Non-Regional 32 105* 94*
SUSTAINABILITY REPORT 2025 165
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Telkom
Metric
2025 2024 2023
Unclassified Region N/A N/A N/A
Employee turnover rate
Total turnover rate 8.4% 31.9% 19.7%
Turnover by gender
Male Employees 259 1,512 1,173
Female Employees 151 465 441
Turnover by age
>50 years 171 1,547 692
30 – 50 years 175 313 692
<30 years 64 117 230
Turnover by age and gender
Male employees <30 years old 27 40 113
Male employees 30-50 years old 101 188 446
Male employees >50 years old 131 1,284 614
Female employees <30 years old 37 78 117
Female employees 30-50 years old 74 130 246
Female employees >50 years old 40 257 78
Turnover rate by reason
Voluntary (i.e., by personal request) 7.8% 0.9% 0.1%
Involuntary (i.e., becoming a director at a BUMN,
disciplinary violations, receiving a Letter of 2.2% 0.6% 0.5%
Termination of Employment (SK PHK) 2023-2025)
Other (i.e., retirement, death) 90.0% 98.5% 99.4%
Becoming a Director of a State-Owned Enterprise
1 1 -
or a Government Official
Disciplinary Violation 6 6 -
Retirement 27 1476 484
Death 8 13 19
Personal request 32 18 8
Turnover by region
Regional I 6 58 122
Regional II 34 323 320
Regional III 29 163 204
Regional IV 3 55 51
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Telkom
Metric
2025 2024 2023
Regional V 8 36 101
Non-Regional 330 1,342 816
Unclassified Region N/A N/A N/A
Employees who have the right to maternity leave
Male Employees 2,154 2,485 3,902
Female Employees 1,468 2,090 1,810
Employees who take maternity leave
Male Employees 121 99 90
Female Employees 136 132 174
Employees returning to work after maternity leave
Male Employees 121 99 90
Female Employees 136 130 145
Employees who are still working after 12 months after returning to work
Total Employees 257 167 74
Employee training
Total training hours a year 341,474.2 1,102,504.1 1,045,188.2
Employees who receive gender-based training
Certification Training (Male) 415 871 549
Certification Training (Female) 264 572 313
Leadership Development Program (Male) 223 256 140
Leadership Development Program (Female) 122 148 51
Regular Training (Male) 2,551 2,525 2,870
Regular Training (Female) 2,144 1,735 1,657
Average training hours per year
Average hours of employee training (Male) 72,6 239,1 174
Average hours of employee training (Female) 70.0 214.8 177,9
Average hours of employee training 71.4 266.0 65.2
Average training hours per year by level
Senior management 57.9 346.8 84.4
Middle management 73.0 253.8 138.3
Supervisors 70.4 198.6 184.2
Staff and others 73.1 227.5 241.7
SUSTAINABILITY REPORT 2025 167
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Table 45. Diversity, Equality, and Inclusion Performance at TelkomGroup
[GRI 2-7, 2-8, 401-1, 401-3, 404-1, 405-1] [SASB TC-SI-330a.3]
Telkomsel Mitratel Other Subsidiaries1 TelkomGroup2
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Employees by gender
Male Employees 4.784 4,796 4,856 465 439 373 6,588 6,807 6,081 14,446 14,745 16,019
Female
1,412 1,420 1,453 214 218 164 2,907 3,063 2,668 6,705 6,928 7,045
Employees
Total employees 6,196 6,216 6,309 679 657 537 9,502 9,870 8,749 21,151 21,673 23,064
Employees by status and gender
Permanent
4,679 4,732 4,765 417 414 285 5,588 5,707 4,922 13,180 13,424 14,507
employee (Male)
Contract
112 64 91 48 25 88 1,000 1,100 1,159 1,266 1,321 1,512
employee (Male)
Permanent
employee 1,278 1,313 1,301 202 205 128 2,346 2,344 2,034 5,902 5,997 6,098
(Female)
Contract
employee 134 107 152 12 13 36 560 719 634 803 931 947
(Female)
Non-employee status workers
Interns 1,026 527 334 245 142 101 663 222 124 4.573 3,156 2,034
Other non-
2,348 3,078 3,158 268 179 240 36,995 16,151 17,543 46,074 19,646 21,214
employee workers
Employees by region3
Regional I 687 713 738 66 68 60 N/A N/A N/A 1,002 1,042 1,286
Regional II 695 745 779 55 53 47 N/A N/A N/A 1,134 1,205 1,730
Regional III 772 789 819 60 70 61 N/A N/A N/A 1,309 1,352 1,817
Regional IV 257 229 245 18 23 20 N/A N/A N/A 474 454 627
Regional V 429 456 484 37 39 36 N/A N/A N/A 675 699 881
Non-Regional 3,356 3,284 3,244 443 404 313 N/A N/A N/A 7,063 7,051 7,974
Unclassified
N/A N/A N/A N/A N/A N/A 9,494 9,870 8,749 9,494 9,870 8,749
Region
Employees with contract employee status based on region3
Regional I 15 7 20 - 1 17 N/A N/A N/A 22 15 49
Regional II 20 8 18 - - 76 N/A N/A N/A 33 21 98
Regional III 14 7 23 - 2 16 N/A N/A N/A 36 30 51
Regional IV 26 1 16 - - 6 N/A N/A N/A 33 5 32
Regional V - 8 - - 1 9 N/A N/A N/A 20 18 40
Non-Regional 164 140 166 60 34 - N/A N/A N/A 365 344 380
Unclassified
N/A N/A N/A N/A N/A N/A 1,560 1,819 1,809 1,560 1,819 1,809
Region
168 PT TELKOM INDONESIA (PERSERO) Tbk
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Telkomsel Mitratel Other Subsidiaries1 TelkomGroup2
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Employees by age
>50 years 796 729 644 52 41 32 1.012 973 617 2.943 2.771 3.593
30 – 50 years 4,648 4,576 4,516 499 503 423 6,985 7,095 6,566 14,784 14,644 14,549
<30 years 752 911 1,149 128 113 82 1,497 1,802 1,566 3,424 4,258 4,922
Employees by education level
Pre-Lecture 93 115 123 9 4 6 1,077 1,476 1,155 1,333 1,770 2,063
Diploma 363 399 423 19 24 12 1,237 967 1,307 1,731 1,519 2,179
Bachelor’s Degree 4,791 4,921 4,966 574 554 461 6,175 5,846 5,569 14,552 14,496 15,624
Postgraduate 949 781 797 77 75 58 1,005 1,581 718 3,535 3,888 3,198
Age profile by staffing level (Senior management)
>50 years 48.0% 44.0% 40.7% 50.0% 50.0% 50.0% 28.6% 91.3% 61.4% 57.0% 63.5% 49.2%
30 – 50 years 52.0% 56.0% 59.3% 50.0% 50.0% 50.0% 53.2% 8.7% 38.6% 39.4% 36.5% 50.8%
<30 years 0.0% 0.0% 0.0% - - - 18.2% 0.0% 0.0% 3.6% 0.0% 0.0%
Age profile by staffing level (Middle management)
>50 years 21.0% 19.7% 16.8% 44% 39% 21% 22.6% 28.3% 19.8% 29.1% 29.2% 25.6%
30 – 50 years 79.0% 79.8% 82.7% 56% 61% 79% 68.8% 71.2% 78.6% 67.6% 70.4% 73.8%
<30 years 0.0% 0.4% 0.5% - - - 8.6% 0.4% 1.9% 3.2% 0.3% 0.7%
Age profile by staffing level (Supervisor)
>50 years 9.0% 8.5% 8.1% 11% 10% 8% 9.2% 6.2% 4.4% 8.8% 7.6% 14.5%
30 – 50 years 85.0% 84.2% 82.5% 89% 90% 92% 74.8% 74.1% 73.2% 75,1% 73.3% 63.4%
<30 years 6.0% 7.3% 9.4% - - - 16.1% 19.7% 22.3% 16,1% 19.1% 22.1%
Age profile by employment level (Staff and others)
>50 years 7.0% 6.0% 4.0% 4% 3% 4% 0.2% 0.4% 1.2% 2.3% 1.6% 1.7%
30 – 50 years 52.0% 48.0% 39.0% 72% 77% 75% 76.5% 65.2% 76.4% 60.9% 51.8% 47.8%
<30 years 41.0% 46.0% 56.0% 24% 20% 21% 24.2% 34.5% 22.4% 36.8% 46.6% 50.5%
Number of female employees by employment status
Senior
management 17 18 14 - - - 6 2 5 39 36 37
(Female)
Middle
management 246 238 227 3 2 2 444 390 331 1,372 1,314 1,371
(Female)
Supervisors
629 622 627 23 22 20 1,815 1,858 1,651 3,685 3,563 3,712
(Female)
Staff and others
428 449 497 188 193 144 733 903 767 1,609 2,015 1,925
(Female)
SUSTAINABILITY REPORT 2025 169
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Telkomsel Mitratel Other Subsidiaries1 TelkomGroup2
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Gender profile by employment level (% Female)
Senior
15.9% 16.1% 12.4% 0.0% 0.0% 0.0% 10.9% 4.3% 7.1% 14.0% 13.3% 12.1%
Management
Middle
13.4% 13.0% 12.7% 6.1% 5.1% 5.4% 20.5% 19.4% 19.7% 23.2% 22.8% 22.3%
Management
Supervisors 21.3% 21.7% 22.0% 19.7% 19.5% 20.4% 32.2% 30.8% 28.8% 33.4% 32.1%* 30.1%
Staff and Others 39.8% 38.4% 33.9% 37.2% 38.7% 36.0% 39.3% 45.6% 53.6% 41.1% 44.3% 45.1%
Employee recruitment
Total recruitment 167 129 990 32 84 67 310 497 496 557 832* 1,665*
Employee turnover rate
Total turnover
3% 3.54% 4.95% 5.7% 21.4%* 12.5% 5.3% 4.7%* 4.7%* 5.4% 12.4%* 10.4%*
rate
Turnover by gender
Male Employees 114 136 88 33 90 43 376 343 297 782 2,081 1,601
Female
81 86 47 5 38 24 138 99 115 375 688 627
Employees
Turnover by age
>50 years 105 98 54 3 13 12 121 105 95 400 1,763 853
30 – 50 years 49 57 38 17 105 52 262 259 256 503 734 1,038
<30 years 41 67 43 18 10 3 131 78 61 254 272 337
Turnover by age and gender
Male employees
10 19 21 16 3 1 69 47 27 122 109 162
<30 years old
Male employees
27 33 22 14 75 32 193 197 185 335 493 685
30-50 years old
Male employees
77 84 45 3 12 10 114 99 85 325 1,479 754
>50 years old
Female
employees <30 31 48 22 2 7 2 62 31 34 132 164 175
years old
Female
employees 30-50 22 24 16 3 30 20 69 62 71 168 246 353
years old
170 PT TELKOM INDONESIA (PERSERO) Tbk
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Telkomsel Mitratel Other Subsidiaries1 TelkomGroup2
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Female
employees >50 28 14 9 - 1 2 7 6 10 75 278 99
years old
Turnover based on reason
Voluntary (i.e., by
36.9% 23.9%* 26.7% 21.1% 86.7%* 85.1% 54.7% 49.8%* 35.9%* 33.9% 14.8%* 11.1%*
personal request)
Involuntary
(i.e., becoming
a director
at a BUMN,
disciplinary
4.6% 2.3%* 0.7%* 2.6% 12.5%* 7.5%* 2.5% 2.9%* 1.2%* 2.8% 1.7%* 0.9%*
violations,
receiving a Letter
of Termination of
Employment (SK
PHK) 2023-2025)
Other (i.e.,
58.5% 73.9%* 72.6%* 76.3% 0.8%* 7.5%* 42.8% 47.3%* 62.9%* 63.4% 83.5%* 88.0%*
retirement, death)
Turnover by region
Regional I 9 17 11 - 19 11 N/A N/A N/A 15 94 144
Regional II 27 24 18 - 15 9 N/A N/A N/A 61 362 347
Regional III 22 24 12 - 16 10 N/A N/A N/A 51 203 226
Regional IV 3 10 6 - 6 3 N/A N/A N/A 6 71 60
Regional V 9 22 2 - 11 5 N/A N/A N/A 17 69 108
Non-Regional 125 125 86 38 61 29 N/A N/A N/A 493 1,528 931
Unclassified
N/A N/A N/A N/A N/A N/A 514 442 412 514 442 412
Region
Employees who have the right to maternity leave
Male Employees 4,197 4,199 4,095 380 315 262 1,564 1,032 1,140 8,295 8,031 9,399
Female
1,013 1,023 975 144 103 75 712 413 373 3,337 3,629 3,233
Employees
Employees who take maternity leave
Male Employees 332 361* 405* 25 20* 18 119 101* 89* 597 581* 602*
Female
106 87* 97* 9 8* 10 73 50* 72* 324 277* 353*
Employees
SUSTAINABILITY REPORT 2025 171
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Telkomsel Mitratel Other Subsidiaries1 TelkomGroup2
Metric
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Employee returning to work after maternity leave
Male Employees 326 331* 358* 25 20* 18 119 101* 89* 591 551* 555*
Female
76 101* 84* 9 8* 10 73 50* 69* 294 289* 308*
Employees
Employees who are still working after 12 months after returning to work
Total employees 423 430* 474* 34 26 28 113 114* 48* 799 737* 624*
Employee training
Total training
250,539 373,082 277,596 18,241 14,774 8,899 108,062 45,817 24,902 718,316.2 1,536,177.2 1,356,584.8
hours a year
Average training hours per year
Average hours of
employee training 577.0 69.0 47.0 28.8 16.0 12.0 23 26 13 90.4 53.1 34.6
(Male)
Average hours of
employee training 171.0 27.0 33.0 23.4 8.0 5.0 17 25 13 41.0 44.3 32.5
(Female)
Average hours of
748.0 60.0 44.0 54.9 24.0 17.0 19 27 15 109.9 56.6 23.9
employee training
Average training hours per year by level
Senior
19 34 43 25.0 - 4.0 13.7 14.3 10.5 20.4 51.8 21.6
Management
Middle
32 52 40 14.7 2.5 8.6 18.5 28.2 7.3 25.6 53.0 25.6
Management
Supervisors 45 57 46 17.0 3.4 2.2 19.1 23.3 8.9 27.4 44.3 31.7
Staff and Others 44 75 45 34.8 19.2 13.8 20.6 23.8 12.1 30.6 51.6 41.5
* Re-presentation.
** N/A (Not Applicable)
1
Other subsidiaries represent all Telkom subsidiaries excluding Telkomsel and Mitratel, subject to data availability.
2
The scope of TelkomGroup data includes Telkom and 13 Subsidiaries, based on available data.
3
Employee data classification by regional placement follows the classification applied by Telkom and is extended to Telkomsel and Mitratel solely for the purpose of this report’s
disclosure. The regional classification is as follows:
• Regional I: Sumatra
• Regional II: Jakarta, Banten, West Java
• Regional III: Central Java, Yogyakarta, East Java, Bali, East Nusa Tenggara, and West Nusa Tenggara
• Regional IV: Kalimantan
• Regional V: Sulawesi, Papua, and Maluku
• Non-Regional: Head Office (covering Jakarta and Bandung)
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Customer Digital Inclusivity and Strengthening the Digital Social
Experience Community Engagement Capacity of MSMEs Performance
Social performance explanation for 2025 • The number of non-employee workers increased
in 2025, driven by improvements in data collection
• Recruitment includes both professional hires (prohires) methodology, which now comprehensively captures
and permanent employees. In 2025, recruitment levels all contract workers, including technicians, as well as
were adjusted in line with a more selective growth sales and marketing personnel.
policy to support Telkom’s transformation into a • The implementation of training in 2025 experienced a
strategic holding. decline compared to the previous year in line with the
• Turnover includes contract employees (PKWT) who shift in the learning approach from the dominance of
resign from the TelkomGroup and employees in mandatory e-learning towards the implementation of
subsidiaries who move entities to become directors the 70-20-10 method which emphasizes experiential
at other subsidiaries. Employee turnover does not learning (70%), as well as the prioritization of programs
include employees participating in talent mobility that focus on transformation needs and direct impact
programs. The turnover rate decreased from 2024 to on TelkomGroup’s business.
2025, primarily due to a decrease in the number of
early retirement program participants. The number of
participants in the early retirement program shows a
pattern of alternating increases and decreases every
two years.
Table 47. Performance of Systemic Disruption Risk
Telkom
Metric
2025 2024 2023
Fiber Optic Backbone Disruption
Average frequency of disturbances 6,686 4,652 3,811
Disruption of the Submarine Cable Communication System (SKKL)
Average frequency of Wet plant disturbances* 23 19 6
Average frequency of Dry plant disturbances** 23 1 0
Customer Service Disruption
Q error*** 2.5 2.3 2.88
Average interruption duration (hour) 9.1 5.9 6.18
* Wet plant = OSP (Outside Plant) refers to the components or devices in the Submarine Cable Communication System (SKKL) that are located in the waters/ocean, consisting of
submarine fiber optic cables, repeaters, equalizers, and branching units.
** Dry plant = ISP (In Side Plant) are components or devices in the Submarine Cable Communication System (SKKL) located in the waters/ocean, consisting of optical fiber cables,
SLTE, DWDM, PFE, and others.
*** Q disturbance represents the number of disturbed customers per 100 customers within a 30-day measurement period.
[SASB TC-TL-550a.1, TC-SI-520a.1]
Explanation of systemic disruption risk control performance in 2025:
There was an increase in the frequency of disruptions in 2025 due to two disaster events, namely a mass disruption in
Papua related to SKKL and a flood disaster in Sumatra that caused damage to several network assets. Corrective action
and adaptation plan for the flood incident in Sumatra can be found in the section “Operational Resilience to Climate
Change.”
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04 Empower Our People Diversity, Equality,
and Inclusion
Employee Health
and Safety
Table 48. Occupational Health and Safety Performance*
[GRI 403-9]
Telkom Telkomsel
Scope Metric
2025 2024 2023 2025 2024 2023
Employees** Death due to Amount - - - - - -
work-related
accidents Level* - - - - - -
Work accident Amount - - - - - -
with high
consequences Level* - - - - - -
Workplace Amount - - - 1 - -
accidents
that can be
recorded Level* - - - 0.1 - -
Number of
9,946,560.00 10,254,400.00 15,535,520.00 12,292,864 12,929,280 13,122,720
working hours
Workers Death due to Amount - - - - - -
are not work-related
employees*** accidents Level* - - - - - -
Work accidents Amount - - - - - -
with high
consequences Level* - - - - - -
Amount - - - - - -
Recordable
work accidents
- - - - - -
Number of
18,932,160.00 5,206,240.00 3,635,840.00 6,694,016 7,498,400 7,263,360
working hours
* Note: The workplace accident rate is calculated per 1,000,000 working hours
** Employees in the disclosure of other Subsidiaries refer to Telin, Sigma, Telkom Infra, GSD, Telkom Akses, PINS, and TDE
*** Non-employee workers in the disclosure of other Subsidiaries refer to Telkom Akses, Sigma, PINS, TDE, Telin
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Experience Community Engagement Capacity of MSMEs Performance
Mitratel Other Subsidiaries TelkomGroup
2025 2024 2023 2025 2024 2023 2025 2024 2023
- - - - - - - - -
- - - - - - - - -
- - - 8 9 10 8 9 10
- - - 0.7 0.7 0.9 0.2 0.2 0.2
- - - 21 21 18 22 21 18
- - - 1.7 1.5 1.6 0.6 0.6 0.4
1,305,792 1,261,440 1,031,040 11,275,179 13,537,817 11,183,406 34.,820,395 37,982,937 40,872,686
1 - - - 7 2 1 7 2
1.7 - - - 0.1 - 0 0.1 -
- - - - 72 80 - 72 80
- - 1 1.1 - 0.9 1
1 - - 92 100 102 93 100 102
1.7 - - 2.2 1.4 1.4 1.9 1.2 1.3
594,816 299,520 460,800 41,508,199 73,845,797 71,880,613 67,729,191 86,849,957 83,240,613
SUSTAINABILITY REPORT 2025 175
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05. 176 PT TELKOM INDONESIA (PERSERO) Tbk
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Elevate Our Business SUSTAINABILITY REPORT 2025 177
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05 Elevate Our Business Regulatory
Compliance
Ethical Business
Practices
“
TelkomGroup strengthens its business foundation with integrity and trust through regulatory
compliance and upholding business ethics across all operational activities. Amid the
accelerating digitalization, strengthening cybersecurity and data protection is an important
part of maintaining customer trust and business continuity. All of these aspects, along with
supply chain management, are integrated into the corporate governance framework to ensure
alignment with applicable requirements and standards.
Figure 90. Telkom Governance Aspect Management Framework
Elevate Our Business
Ethical business Cybersecurity and Responsible
Regulatory compliance
practices Data privacy Supply Chain
• Ethical product marketing • Anti-corruption • Personal data protection • Responsible
• Fair business conduct • Whistleblowing • Cybersecurity procurement process
• Local parties involvement
Material Topics 2030 Target 2025 Performance
Regulatory compliance 100% compliance with applicable regulations, with no 100% compliance with regulation
proven major cases (TelkomGroup)
Ethical business practices Compliance with business ethics, with 100% of 100% employees signed Integrity
employees signing integrity pacts (TelkomGroup) Pacts
SNI ISO 37001:2016 SMAP certification for Telkom and • 12 Subsidiaries obtained
directly owned subsidiaries (TelkomGroup) certification
• 1 Subsidiary is currently being
certified process
100% of complaints received through the whistleblowing 98% of whistleblowing complaints
system are followed up (TelkomGroup) followed up
100% of human rights-related complaints are followed up 100 % of whistleblowing complaints
(TelkomGroup) followed up with 2 complaints
proven related to human rights
(respectful workplace)
Cybersecurity and Data Privacy No critical data leaks have occurred (Telkom) 0 critical incidents
100% employee passing rate in cybersecurity awareness 99.4% employee passing rate in
training (Telkom) cybersecurity awareness training
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Regulatory Compliance
TelkomGroup's commitment to compliance not only focuses on fulfilling regulatory provisions but also on market
requirements, customer expectations and also the community. Compliance is at the core of responsible business
practices that enable TelkomGroup's operations and partners to have a positive impact on customers, the environment,
society, and the market.
Management Approach
[GRI 3-3]
Board and Management Roles
The Board of Commissioners and the Audit Committee play a role in supervising the Company's compliance with
the provisions and regulations as written in the Decree of the Board of Directors No. PD.602.00/r.00/HK000/
COP-D0030000/2011 concerning the Guidelines for the Management of Good Corporate Governance (GCG) and the Audit
Committee Charter.
The Board of Directors ensures that TelkomGroup's business and operational practices comply with applicable regulations,
one of which is through the implementation of corporate governance and risk management as stated in the Board Manual
and GCG Management Guidelines. Furthermore, as an effort to strengthen the implementation of GCG and support the
achievement of TelkomGroup's strategic objectives, in 2025, Telkom inaugurated the Legal & Compliance Directorate
and appointed Director of Legal & Compliance, who has a comprehensive role and responsibility in the company's legal,
governance, and compliance function units.
The Organization that Safeguards Compliance
All TelkomGroup employees share responsibility for ensuring compliance with applicable laws and regulations. The
following functions oversee the implementation of systems, policies, and processes that drive compliance in every
operational activity and partnership within TelkomGroup.
• Legal & Compliance Management Function Unit: is within the Legal & Compliance Directorate, which consists of three
functions, namely Corporate Legal, Legal Settlement, and Group Policy which is led by the Vice President (VP). This
function unit is responsible for compliance with legislation, including through the activities of providing legal advice,
legal opinions, legal reviews and handling litigation.
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05 Elevate Our Business Regulatory
Compliance
Ethical Business
Practices
• Risk Management Function Unit: located within the Finance and Risk Management Directorate led by the Senior Vice
President (SVP). This function unit is responsible for identifying, assessing and evaluating the implementation of risk
management which includes legal risks and non-compliance.
• Internal Audit Management Function Unit: is within the CEO Office Organization led by the Senior Vice President
(SVP). This function unit is responsible for checking compliance with regulatory and statutory provisions, as well
as reviewing allegations of non-compliance and fraud at TelkomGroup following up on whistleblower reporting. The
Internal Audit Management Function unit reports to the President Director, Directors, Board of Commissioners and
Audit Committee through regular and incidental meetings.
The System that Protects TelkomGroup’s Compliance
Compliance aspects are managed in an integrated manner in the Internal Control System (SPI) based on the Governance,
Risk, and Compliance (GRC) framework and the COSO Internal Control-Integrated Framework 2013. SPI plays a crucial role
in ensuring regulatory compliance through implementation across all levels and Telkom business units.
TelkomGroup always reviews any regulatory changes, including reporting requirements, that potentially affect its
operations. The compliance evaluation process is conducted through a systematic approach to identify, assess, and
manage legal and non-compliance risks. Legal risk mitigation measures are carried out through:
• Conducting legal review on corporate action plans and business contracts.
• Coordinating and providing legal assistance to all related units regarding the settlement of litigation cases in
accordance with internal and external requirements.
• Conducting a legal review of internal regulations to be issued.
• Strengthening the competence of handling business disputes, both litigation and non-litigation.
TelkomGroup adopts a zero-tolerance approach to regulatory non-compliance and integrity violations, including
environmental impacts and neglect of cybersecurity and personal data protection. Throughout the reporting period, the
company recorded no incidents of regulatory non-compliance, demonstrating the effectiveness of compliance policies
implementation and the deepening of integrity culture throughout the organization. [GRI 2-27]
Further explanations of Telkom's SPI can be found on Telkom's 2025 Annual Report.
TELIS 2.0: AI-Based Legal Governance
Figure 91. Dashboard Telis 2
Telkom officially launched TELIS 2.0 (Telkom Legal
Intelligence System version 2.0) on September
17, 2025, as an update to TELIS 1.0, its regulatory
document storage application. Based on Cognitive AI
technology, TELIS 2.0 helps TelkomGroup employees
efficiently manage, access, and analyze company
regulatory documents, allowing them to focus on
more strategic and impactful work.
TELIS 2.0 has helped the Legal team reduce administrative work time by more than three hours per day, equivalent
to 40 minutes per employee. Furthermore, its AI-based document analytics capabilities enable employees to
review and compare documents up to 24 times faster than manual processes.
Telkom's Director of IT Digital, Faizal Rochmad Djoemadi, stated that TELIS 2.0 is the starting point for AI use
cases within the Telkom AI Center of Excellence program. "Choosing the right use case is key to any organization's
success in adopting AI. We start with data owners who are ready with data and a strong transformational ambition,
with a direct impact on as many employees as possible. By simplifying function units and streamlining employee
life, it's easy to justify the need for AI. That's why we're starting with the Legal unit through TELIS 2.0," Faizal
explained.
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Advancing the Digitalization of Legal Compliance Activities, Mitratel Adopts Regulatory Compliance System
Figure 92. Digitization of Law-Abiding Activities: Regulatory Compliance System (RCS) by Mitratel
Mitratel officially adopted the Regulatory Compliance
System (RCS) from Hukumonline as part of its
commitment to strengthening legal compliance
and driving digital transformation in corporate
governance. Digitizing legal compliance activities
is one of the steps Mitratel has taken to maintain
the company's legal compliance, particularly in
light of the dynamic legal developments within
the telecommunications industry. RCS supports
integrated, reliable, and proactive regulatory
monitoring to ensure that all operational activities run
in accordance with the provisions of the law.
Ethical Product Marketing Fair Business Conduct
[GRI 417-1, 417-2, 417-3] [GRI 206-1]
TelkomGroup respects the right of customers to obtain TelkomGroup is strongly committed to conducting
clear information on products and services as well business ethically and building a culture of compliance
as fair, transparent, and ethical marketing practices. with the principles of fair competition in accordance with
TelkomGroup's commitment to the protection of Law No. 5 of 1999 concerning the Prohibition of Monopoly
customer rights is regulated in the Company Regulation Practices and Unfair Business Competition and other
No. PD. 201.01/r.00/PS150/COP-B0400000/2014 applicable regulations.
concerning Business Ethics in TelkomGroup and is
implemented in accordance with Law No. 8 of 1999 TelkomGroup ensures the pricing strategy not only meets
concerning Consumer Protection, Law No. 11 of 2008, and the pricing provisions of KPPU Regulation No. 4 of 2011,
Law No. 1 of 2024 related to Information and Electronic but also is fair and affordable for customers through the
Transactions. Customer Value Model (CVM) approach. Legal review
of certain corporate action plans or contracts by the
TelkomGroup strives to provide product and service Corporate Legal Function Unit serves to mitigate legal
information in a transparent, clear, and easy-to- risks and non-compliance related to pricing.
understand manner so that customers understand their
rights and obligations before entering into a contract/ During 2025, no non-compliance or alleged violations were
subscription agreement. TelkomGroup equips partners identified in Telkom's operations concerning business
with knowledge related to products and services, service competition and monopoly regulations, and consequently,
procedures, and service ethics through training to help no financial losses were incurred. [SASB TC-TL- 520a.1, TC-
them execute duties in accordance with TelkomGroup SI-520a.1, TC-IM-520a.1, TC-IM-520a.1]
service standards and Code of Ethics. To ensure customer
safety, product safety information labeling is included on
all electronic devices (such as modems) in accordance
with applicable standards and regulations.
During 2025, no incidents of non-compliance have been
identified regarding the provision of product and service
information, labeling, and marketing communications.
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05 Elevate Our Business Regulatory
Compliance
Ethical Business
Practices
Equal Access to the Internet
Every customer has the right to secure, fair, and reliable internet access. TelkomGroup supports the provision of inclusive
internet access for all people and across all regions of Indonesia, guided by the principle of open internet (net neutrality).
We ensure that the provision of infrastructure, services, and internet access meets the provisions of Permenkominfo No.
5 of 2021, industry standards, and other telecommunication regulations.
The quality of telecommunication services can be measured through network speed and stability, one of which is using
a speed score that combines download speed, upload speed, and latency to provide a comprehensive picture of mobile
network performance. According to the Ookla report, Telkomsel consistently recorded the highest speed score for two
consecutive years. In the third and fourth quarters of 2025, Telkomsel recorded a score of 55.67, an increase of 23%
compared to the same period in 2024, which was 42.93. [SASB TC-TL-520a.2]
INDONESIA FASTEST MOBILE NETWORK
55.67
Speed Score
Telkomsel is the Fastest Mobile Network in Indonesia, Q3–Q4
2025. The Ookla® Speedtest Award™ for Fastest Mobile Network
is based on Speed Score™ and provides a measure of a network’s
throughput and responsiveness. It combines download and
upload speeds with latency metrics to give an overall view of
speed performance.
Figure 93. Speedtest® Map
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Data Privacy Supply Chain
Ethical Business Practices
TelkomGroup views sustainability as a strategic response to the expectations of regulators, customers, and the market,
besides business growth, as well as the way that growth takes place through strong ethical principles, regulatory
compliance, and the protection of consumer rights and privacy in every service offered by Telkom. Telkom consistently
embodies the principles of sustainability through a strong ethical commitment and execution with all partners in Telkom
business ecosystem.
Figure 94. Telkom's Commitment to Ethical Business Practices
Commitment to Customers:
Continuously enhancing customer satisfaction
by providing transparent and accessible
communication channels while upholding
consumer rights.
Commitment to Employees: Commitment to Partners:
Creating a fair, healthy, and Building fair, transparent, and
safe workplace that is free professional partnerships based on
from discrimination. good governance principles.
Commitment to the Community: Commitment to Competitors:
Contributing to social welfare by fostering Competing ethically and fairly, by
harmonious relationships and minimizing obtaining information lawfully and
environmental impact. maintaining business integrity.
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05 Elevate Our Business Regulatory
Compliance
Ethical Business
Practices
Management Approach • PD.201.01/r.00/PS150/COP-B0400000/2014 regarding
Business Ethics in TelkomGroup (Business Ethics Policy)
[GRI 3-3] • P D. 6 0 2 .0 0 /r.0 0 / H K 0 0 0 /C O P- D 0 0 3 0 0 0 0 / 2 01 1
regarding GCG Management Guidelines.
Role of the Board and Management
• P R . 2 0 9 . 1 0 /r.0 2 / H K 2 0 0 /C O P- A 0 7 0 0 0 0 0 / 2 0 23
regarding Respectful Workplace.
The Board of Commissioners, the Board of Directors, • P R .20 9.0 5 /r.0 2/HK25 0 /COP- A0 90 0 0 0 0 /20 24
and all levels of management act as role models in the regarding Employee Discipline.
implementation of business ethics. Specifically, the • 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 2 4
followings are the roles of the committee under the Board regarding the Obligation to Submit State Official Wealth
of Commissioner and Board of Directors in overseeing the Reports (Laporan Harta Kekayaan Penyelenggara
implementation of business ethics practices at Telkom: Negara/LHKPN) with TelkomGroup.
• P R .20 9.0 4/r.0 2/HK270 /COP- A0 90 0 0 0 0 /20 24
• Audit Committee: supervise and evaluate complaints regarding Gratuity Control.
received through Telkom’s whistleblowing system,
including those related to code of ethics violations Business Ethics Policy regulates the key matters regarding
• Investigation Committee: conduct investigations into the code of ethics, in relation to:
complaints received through Telkom's whistleblowing
system, including those related to violations of the 1. Employee work ethics: Contains norms to guide all
code of ethics employees and leaders in their daily work, including
establishing the terms for anti-corruption and bribery,
Every leader at each level must communicate the Code as well as the principles of equality and diversity in
of Ethics to all employees in their ranks. To support their employment practices.
role, the Human Capital Service Operation Function Unit 2. Business ethics: Contains norms that are upheld by the
is responsible for monitoring the implementation of the company as guidelines for the company, management,
Code of Ethics throughout TelkomGroup. and employees to interact with the surrounding
business environment, including partners/suppliers,
The evaluation and updating of the Code of Ethics is such as ethical business competition.
performed by the Function related to the management of
Business Ethics to ensure the implementation of Business Telkom management disseminates the code of ethics
Ethics within TelkomGroup adheres to the advancement of along with business ethics and governance aspects
external and internal aspects of the Company. Monitoring across TelkomGroup. Each year, all employees sign
and evaluation results are periodically reported to the an Integrity Pact and participate in business ethics
Board of Directors. socialization through e-learning, workshops, Diarium, and
other internal platforms. In 2025, Integrity Reinforcement
All employees are responsible for monitoring and obliged training was delivered for all Telkom employees covering
to report possible fraud, violations of business ethics several aspects, including business ethics, company
(including conflicts of interest), and other matters that culture, Respectful Workplace, LHKPN, gratuities, SMAP,
may undermine business ethics practices. The handling and employee discipline.
of business ethics complaints follows the whistleblowing
reporting procedure, where the handling of ethical issues Monitoring and Evaluation of Business Ethics
will be addressed by the Ethics Committee (Employee
Disciplinary Committee). Telkom organizes an online business ethics survey
program for all employees through the portal/intranet
Code of Conduct media, ending with a statement of employees’ willingness
to adhere to business ethics. The understanding and
[GRI 2-23] application of business ethics, along with the related
survey results, are consistently reviewed and audited every
In accordance with the provisions of OJK Circular Letter year through internal and external audit mechanisms.
No.32/SEOJK.04/2015 concerning Guidelines for Public These audits are conducted as part of implementing the
Company Governance established and the Sarbanes-Oxley control environment in accordance with the COSO internal
Act ("SOA") 2002 section 406, we have and implement control framework at the entity-level internal control
a code of ethics that applies to all organizational audit. The implementation and performance evaluation
layers. Telkom has a code of ethics governed by several related to the Code of Ethics are further discussed in
regulations as follows: Telkom's 2025 Annual Report.
• KD.36/HK290/COP-D0053000/2009 regarding the
Integrity Pact;
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Media and Communication Ethics press releases, company responses, social media,
and other channels. Through these guidelines, Telkom
We live in an era where information is readily available strictly prohibits the delivery of information containing
thanks to social media and increasingly reliable ethnicity, religion, race, intergroup relations (SARA),
telecommunications network access. Information has lies, defamation, elements of violence, or inappropriate
now become a primary source of public consumption. content, including content that discredits certain parties
Without adequate media and information literacy, the or institutions and has the potential to trigger political
public becomes vulnerable to media ethics issues such partisanship.
as misinformation, disinformation, data misuse, and
the dissemination of inaccurate content. In line with Furthermore, the Corporate Communications Function
this commitment, TelkomGroup ensures that all core Unit is responsible for ensuring that all communication
products and services are implemented in accordance activities do not violate media ethics provisions, including
with the applicable media and communications regulatory the applicable Code of Ethics. Monitoring results are
framework in Indonesia. This includes fulfilling obligations reported periodically to the President Director.
related to monitoring, content filtering, blocking, and
other forms of content management. [SASB TC‑SI‑220a.5, Anticorruption and Bribery
TC-IM-220a.5, TC-IM-220a.6]
Anti-Bribery Management System (SMAP)
TelkomGroup is committed to playing an active role
in preventing media ethics issues by ensuring that all [GRI 205-1]
information disseminated supports the principles of
transparency, accuracy, and responsibility, in order Telkom has implemented the SNI ISO 37001:2016 Anti-
to foster a healthy and beneficial communications Bribery Management System (SMAP) since 2020, which is
ecosystem for the public. overseen by the Board of Commissioners and the Board
of Directors that function as the Steering Committee and
Telkom, through its Corporate Communications Function Top Management alongside the Anti-Bribery Compliance
Unit, has developed a Corporate Communications Function Committee (FKAP), which is responsible for the
Standard Operating Procedure (SOP) to guide the SMAP implementation system in the company.
delivery of information to the public and media,
investors, customers, regulators, and partners, through
Figure 95. Telkom FKAP Committee Structure
Steering Committee Top Management
Anti-Bribery Compliance Function Committee
FKAP Committee Chairperson
Anti-Bribery and Development and
Evaluation and Internal Investigation and
Gratuity Control Documentation
Audit Division Handling Division
Division Division
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05 Elevate Our Business Regulatory
Compliance
Ethical Business
Practices
The implementation of SMAP is integrated into existing implemented the Corruption Prevention Guidelines
policies at Telkom, including procurement, recruitment, (PANCEK) issued by the Corruption Eradication
and finance policies. Commission (KPK), whistleblowing mechanisms, and
other supporting policies. The implementation of PANCEK
• In the procurement process, to mitigate the risk reached a verification score of nearly 100% by 2025.
of corruption and bribery in the supply chain, the
procurement process incorporates due diligence Prevention of Corruption, Bribery, and Fraud
and self-assessment of partners to verify ownership,
blacklist search, and review the history of corruption [GRI 205-2]
cases from internal and external sources. Telkom also
conducts a conflict-of-interest check by matching Strict mitigation measures have been implemented
partners' owners and administrator data with by Telkom and its subsidiaries through key programs
employee and family data up to the second degree. such as policy socialization, training, and competency
• In the recruitment process, Telkom ensures the development of personnel and suppliers. Anti‑corruption
process is clear of conflicts of interest by having and anti‑fraud awareness sessions are conducted
examiners sign a Conflict-of-Interest Commitment regularly for all TelkomGroup employees, who are also
and ascertains that the mapping of participants has required to participate in e‑learning programs covering
no kinship ties with the examiners. topics such as SMAP and gratuities. In 2025, 100% of
Telkom's Board of Directors members and 100% of Telkom
Regularly, the FKAP Committee evaluates potential risks employees have received socialization of anti-corruption
related to corruption, bribery, and fraud in its operational policies and procedures, as well as participated in anti-
areas and across several business units. In 2025, Telkom corruption training. In the Subsidiaries, 100% of the
conducted a 100% bribery risk assessment for functions members of the Board of Directors of TDE, Sigma, Metra-
with bribery risk, based on the scope of ISO 37001:2016 Net, and Telkom Infra have participated in anti-corruption
SMAP, namely the Recruitment and Procurement Function. socialization and training.
Anti-Corruption and Bribery Policy In addition, all members of the Board of Directors,
Commissioners, employees at the Band I-II level (especially
TelkomGroup implements a zero-tolerance policy against at Entities outside Telkom (EDLT) and the head office),
all forms of corruption, collusion, nepotism, bribery, as well as Commissioners and Directors in affiliated
fraud, and other unethical business practices, as stated subsidiaries, are required to report their assets through
in the Code of Ethics. To regulate the implementation the Wealth Report of State Administrators (LHKPN).
of anti-corruption and bribery practices, Telkom has
Table 49. Performance of Anti-Corruption Socialization and Training in TelkomGroup in the 2025 Financial Year*
Position level Socialization Training
Senior Management 92.2% 89.4%
Middle Management 98.0% 88.5%
Supervisor 99.7% 74.5%
Employees at other levels 85.4% 65.2%
94.9% 76.0%
*Note: the entities covered in the calculation of socialization and training are Telkom, TDE, Mitratel, Sigma, GSD, and Telkom Infra.
TelkomGroup has disseminated its anti-corruption policy to business partners since the beginning of the procurement
process through the technical clarification stage. In 2025, Telkom, Mitratel, Telin, and Sigma ensured that 100% of their
business partners received this anti-corruption socialization.
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Table 50. Performance of Anti-Corruption Socialization of TelkomGroup's Business Partners*
TelkomGroup
Metric
2025 2024 2023
Number of business partners who received socialization of 1,852 1,422 1,322
anti-corruption policies and procedures (Number)
Percentage of business partners who received socialization of 100% 100% 100%
anti-corruption policies and procedures (%)
* Note: The company's coverage in the time series table consists of Telkom, Mitratel, and Telin, while Sigma only contributes to the 2025 reporting period.
Performance and Evaluation Telkom Integrity Line
[GRI 205-3] [OJK F.24] [GRI 2-15, 2-25, 2-26]
In 2025, Telkom identified no confirmed cases of Telkom Integrity Line is a WBS to accommodate
corruption, gratuities, bribery, or fraud. We have achieved complaints concerning alleged violations occurring
this thanks to our strong commitment to business ethics within TelkomGroup, both by TelkomGroup employees
and anti-corruption practices. and affiliated third parties. Issues that can be reported
include fraud, corruption, unethical business behavior,
At the subsidiary level, we recorded two cases of corruption harassment, violations of human rights, OHS, and/or
that occurred at Mitratel. In response to the findings, employment, as well as other violations. There are 7
the company immediately ran an internal investigation (seven) complaint channels that can be accessed by all
to ensure an accountable and transparent settlement. employees and other stakeholders on the Telkom website
The investigation results led to the implementation of in the Telkom Integrity Line menu. Telkom Integrity Line is
corrective measures and the imposition of strict sanctions managed independently by Deloitte. Telkom ensures the
in the form of employment termination on parties proven confidentiality/anonymity of whistleblower throughout
to be involved. Any incidents identified through internal the entire process, while guarantees protection from
control mechanisms are dealt with promptly in accordance retaliatory actions.
with the principle of zero tolerance for integrity violations.
TelkomGroup also fully supports the ongoing legal process The Audit Committee is responsible for evaluating and
to ensure law enforcement and strengthen anti-corruption monitoring Telkom's WBS according to the provisions
culture in all business entities. of OJK Regulation No. 55/POJK.04/2015 and Sarbanes-
Oxley Act 2002 Section 301. All incoming reports will be
This incident caused a setback in the achievement of the reviewed by the Audit Committee to determine follow-up
Company's sustainability commitments; nevertheless, it according to the level of escalation. Every report received
reminds us of the importance of monitoring and enforcing is processed with great attention, with the principle of
anti-corruption commitments throughout TelkomGroup's presumption of innocence.
environment and employee levels. TelkomGroup strives
to strengthen supervisory policies and improve anti-
corruption and business ethics training programs for both
TelkomGroup's management and employees to prevent
similar cases in the future.
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Figure 96. Telkom Integrity Line Procedure
Receipt & Verification Investigation
Review Resolution & Follow Up
of Complaints Process
• The consultant/third • The Company's Internal Audit conducts a • The Investigation • The Audit Committee
party receives and preliminary examination and, if necessary, may Committee or evaluates the results
verifies complaints involve an independent party. an independent of the investigation.
submitted through the • Based on the results of this examination, the consultant/third • If a violation
Telkom Integrity Line Audit Committee determines whether the process party conducts is confirmed,
• Valid complaints are should proceed to the investigation stage. the investigation. disciplinary action or
then forwarded to • If an investigative audit is required, the report is • The investigation policy improvements
the Audit Committee submitted to the President Director, who will assign report is then are implemented.
or the Internal Audit the Investigation Committee to handle the case. submitted to • All resolved
Department for the President complaints are then
• If the process requires the involvement of an
further action. Director and formally closed in the
independent party, the Audit Committee will seek
the Audit system.
approval from the Board of Commissioners to
Committee.
appoint the independent party.
• In cases where the investigation involves personnel
and/or units within a Subsidiary, the Investigation
Committee will notify the Board of Commissioners
and Directors of the respective Subsidiary.
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Table 51. Complaint Data Received by WBS
TelkomGroup
Description 2025 2024 2023 Information
(Deloitte) (Deloitte) (Deloitte)
Number of complaints: 53 56 59 Complaints received
Complaints that warrant
Qualified: 52 46 28
action
Follow-up:
Closed 18 33 19
Additional data needed 10 12 9
Further study according
24 1 0
to the procedure
During 2025, TelkomGroup resolved 52 complaints out of Based on the preliminary investigation results and the
53 complaints received and are qualified for further action investigation results, TelkomGroup seeks to follow up
(98% of complaints). Many complaints were submitted with corrective steps and system improvements to
through internet website channels (34 reports), WhatsApp prevent similar violations in the future. Such a report
(9 reports), email (8 reports), Hot Line (1 report), and SMS (1 related to whistleblowing is disclosed in the Annual
report). The majority of the submitted issues were related Report and Sustainability Report to demonstrate Telkom’s
to violations of internal regulations (28 reports), fraud (14 accountability and transparency to stakeholders.
reports), uncommendable behavior (7 reports), and others
(4 reports).
Telkom Integrity Line Access
Website : https://id.deloitte-halo.com/telkomwbs/ P.O. Box 2800
Hotline : +62 21 5088 4601 JKP 10028
Fax : +62 21 5088 4602 SMS : +62 813 9000 3217
Email : telkomwbs@tipoffs.info WhatsApp : +62 813 9000 3217
PO Box : Telkom Integrity Line
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Cybersecurity & Data Privacy
“
Cybersecurity and data protection are critical aspects that support business continuity,
particularly as the rapid growth of digitalization heightens the vulnerability of systems to
cybersecurity threats. As a company that serves millions of customers and manages large-
scale data, TelkomGroup is committed to enforcing the highest security standards to safeguard
the data of customers, partners, and stakeholders, while seizing opportunities for secure and
trusted digital services.
Management Approach TelkomGroup's Personal Data Protection Governance and
Information Security Governance control cybersecurity
[GRI 3-3] and data protection practices in TelkomGroup in
accordance with regulations, primarily Law No. 27 of
Data Protection Governance 2022 concerning Personal Data Protection (PDP Law) and
applicable regulations.
To support the implementation of Telkom's cybersecurity
and data protection policies, Telkom's Data Protection To ensure compliance and effectiveness of data
Function Unit and Data Protection Officer (DPO) are governance, TelkomGroup's Personal Data Protection
responsible for monitoring privacy compliance, as well Supervision Guidelines regulate the audit process
as coordinating audits and risk mitigation. The Data conducted by Internal Audit of Telkom and third parties.
Protection Function Unit plays a role in overseeing This audit assesses the compliance and appropriateness of
adherence to personal data protection policies, raising operational business activities implementation with data
awareness throughout the organization, and ensuring all governance and derivative procedures, the effectiveness
personal data processing is performed in accordance with of information security controls, the conformity of the
applicable regulations and standards. implementation of personal data subject rights, and
incident handling of personal data protection failures.
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Patuh PDP
Patuh PDP is a platform designed to help TelkomGroup entities independently ensure compliance with personal data
protection regulations based on the framework designed by the Data Protection Function Unit, including adhering to
record personal data processing activities (RoPA), personal data protection impact assessments (DPIA, PIA), and so on.
Data Governance Framework
Telkom has a Data Governance Framework that regulates the life cycle of data asset management, starting from planning,
use, control, protection, and destruction of data. The framework is designed to support more effective analysis and
decision-making. In its implementation, the Director of Network and Director of IT Digital is responsible for the strategic
management of this framework and appoints Data Owners who have authority over the utilization of data assets. The Data
Owner is responsible for ensuring that data utilization adheres to the established governance principles.
As part of the data protection mechanism, this framework regulates key aspects, namely data owner consent, data
architecture, metadata, data control, data quality, encryption (cryptography), access control, and audit trail management.
These measures are implemented to ensure the security and integrity of data during storage and utilization.
Figure 97. Telkom Data Governance Committee
DG Executive Committee DG Business Committee
Chairman : VP Network/IT Strategy, Technology & Chairman : DEVP Digital Business Builder DBT
Architecture Vice Chairman : DEGM IT Development DIT
Vice Chairman : EVP Digital Business & Technology DEGM IT Operation DIT
EGM Divisi Information Technology Secretary : AVP Advance Network/IT Orchestration
Secretary : AVP Network/IT Program Management &
Members : AVP Integrated Governance & Quality Mgmt. NITS
Digitization
Members : VP Performance & Governance Management NITS SYNERGY Project Leader One Data & CFU Mobile
DVP Cyber Security All Deputy EGM CFU/FU
VP Synergy All Deputy EVP CFU/FU
VP Legal & Compliance AVP Infrastructure & Service Performance NITS
VP Information Technology Audit AVP Infrastructure SLA Management NITS
All EGM & EVP CFU/FU AVP Integrated Governance & Quality Mgmt. NITS
AVP Legal Settlement
AVP Legal Counsellor
AVP Application Transaction Audit
AVP Information System Operation Audit
AVP Information Security Audit
All AVP, SM & OSM CFU/FU
DG Executive
Committee All TRIBE LEADER Sub-Divisi Digital Business Builder
Data Owner: All DATA OWNER*
DG Business DG Operations
Committee
Coordinator : AVP NETWORK/IT PROG MGT & DIGITIZATION
Data Stewards : Leader: Chapter Leader DS & AI
Members: All Data Steward
DG Operations Data Custodian: : Leader: SM Enterprise & Analytic Platform Operation
Members: All Development & Operation DIT
Data Protection Policy
As part of cybersecurity risk control and data protection for internal and external parties, Telkom has established
procedures for documenting and reporting alleged personal data protection incidents, covering initial detection,
subsequent identification, and subsequent incident recovery and prevention measures. This policy supports Telkom's
compliance with applicable regulations and requirements, including Law No. 27 of 2022 concerning Personal Data
Protection, information security standards ISO 27701:2019, ISO 27001:2013, and ISO 27001:2022.
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TelkomGroup's Personal Data Protection Guidelines
TelkomGroup has developed guidelines and procedures derived from TelkomGroup's Personal Data Protection
Governance Policy. The guidelines adopt a framework that integrates the mitigation of administrative
sanctions and criminal sanctions from personal data protection regulations in Indonesia and international
best practices. [SASB TC-TL-220a.1, TC-SI-220a.1, TC-IM-220a.1]
This guidelines covers:
1. Fundamental Guidelines for Personal Data Processing
2. Guidelines for Personal Data Access Control
3. Guidelines for Accuracy, Security, and Confidentiality of Personal Data
4. Guidelines for Personal Data Processing Control
5. Guidelines for Personal Data Protection Oversight
Data Protection Strategy
TelkomGroup actively educates employees through socialization, training, and certification programs related to data
management, data security, and privacy.
TelkomGroup conducts a Data Governance Maturity Level Assessment to determine data governance development and
optimization strategies in the company. The Data Governance Maturity Level Assessment activity is conducted within
Patuh PDP.
Throughout 2025, TelkomGroup has also undertaken measures to protect personal data, Including mandatory e-learning
sessions for employees in relevant functions. The privacy awareness policy and program are established to uphold robust
data governance and security throughout the TelkomGroup ecosystem.
Figure 98. TelkomGroup Personal Data Protection Measures
POLICY & COMPLIANCE
Version updates to 2 Procedures to Consultation Monitoring ISO 27701:2019
adjust with the Company's risk-matrix assistance with and oversight Privacy Information
and IA feedback compliance case of regulatory Management Systems
concerning the PDP developments surveillance process
(totaling in 5 Guidelines and aspect for each assistance
19 Procedures to support directorate
PDP compliance)
ARCHITECTURE, CONTROL & PROCESSING
Data Protection Platform Encryption • Red Teaming Exercise
• 32 Critical Database (containing PII) During Q3-Q4 2025 involved CYS and DIT
Application Utilization
• 17 Application • PET Ecploration UEBA:
USER : 623 Case :120 Activity : 7643
(Up 85%) (Up 185%) (Up 116%) • 11 Operating System Updated 12 Tech Providers Demo & PoC (IBM, Securiti,
• 2 Encryption Platform Exabeam, BeyondRisk, Securonix, etc.)
Maturity Level TelkomGroup
Maturity improvement:
1.97 > 2.98
On-track towards
defined level (3)
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RISK & MONETIZATION AWARENESS & STAKEHOLDER MGT
117
Total Use Case 2025
433
Use case all time PDPaaS as
New GTMA
AWARENESS E-LEARNING RELATION
Increased ~67% Handover to New • Product Readiness
Poster, global Mandatory e-learning Collaboration
Growth YoY DG CHairman • GTM Strategy
privacy news, UU PDP for Digital with Komdigi
• DPO BNSP
webinar, podcast, Business & Technology (FGD & Audiensi).
Certification
sharing session. team member.
Throughout 2025, Telkom identified no violations against personal data processing requirements, including critical leaks,
theft, or loss of customer data, nor did it incur any sanctions, fines, or legal proceedings related to customer privacy.
Telkom and its Subsidiaries commit to protecting personal data through robust security policies and proactive monitoring
to maintain the trust of customers and stakeholders. [SASB TC-TL-220a.3, TC-TL-230a.1, TC-SI-220a.3, TC-SI-230a.1, TC-IM-
230a.1, TC-IM-220a.3]
Telkomsel's Strategic Priorities in Customer Data Privacy and Security
At Telkomsel, protecting customer data is not just a responsibility, but a
primary commitment. This is reinforced by the establishment of a zero incident
target related to customer data privacy since 2024 as part of Telkomsel's 2030
sustainability goals. To achieve this target, Telkomsel focuses its approach on
three strategic priorities:
Figure 99. Strategic Priority Approach by Telkomsel
Increase Detection
Prevention
Improvements in Cybersecurity Detection & Monitoring of Potential
Prevention through Capacity
measures, Data Governance, and Threats, as well as Data Protection
Building and Security Enhancement
Data Protection Measures
Implementing a Data Governance Organizing internal campaigns Protecting the system through layered
Framework, audits and maturity and training programs among defenses that combine physical and
reviews, Data Protection Impact employees, subsidiaries, and business digital protocols.
Assessment (DPIA), as well as partners, including mandatory
ISO 27001 and 27701 certification. e-learning programs on data privacy
and cybersecurity certification
for employees.
Telkomsel's strategies in Data Privacy and Security in more detail can be accessed in the Telkomsel
Sustainability Report.
Data Use and Retention Policy to Protect Customer Rights
As a data controller and processor, TelkomGroup strives to ensure all personal data processing is conducted with the
principles of transparency, accountability, and compliance with applicable regulations.
In line with the PDP Law, Telkom has a robust processing basis prior to personal data processing, in the form of contracts,
valid and explicit consent, and other processing bases. In general, TelkomGroup customers have the right to modify,
delete data, and receive notifications of any PDP incidents through communication channels that are easily accessible to
them. Other rights of personal data subjects are specific and tailored to the service provided, processing basis, and the
context in which the personal data is processed.
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Telkom also pays attention to the privacy aspect by design, ensuring every application (Product/Project/Process)
developed by TelkomGroup considers data privacy from the initial design phase.
Helping Our Customers to Understand Their Personal Data Rights [OJK F.24] [GRI 2-25, 2-26, 418-1]
As data owners, customers have full rights over their personal data. To support their understanding of these
rights, information about personal data subject rights, privacy terms and conditions can be accessed through the
websites of each product within TelkomGroup ecosystem.
TelkomGroup also provides a dedicated service center through a hotline service for customers who have
complaints or requests related to personal data protection.
Telkomsel customers can access information related to the privacy policy at https://www.telkomsel.com/
privacy-policy or contact via e-mail to cs@telkomsel.co.id and phone number 188.
Meanwhile, IndiHome customers can find the privacy terms and conditions at https://www.telkomsel.com/
indihome/syarat-ketentuan or contact customer service via e-mail customercare@telkom.co.id and phone
number 147.
Throughout 2025, there were no complaints from external parties regarding alleged violations of customer
privacy.
Telkom is committed to deleting personal data of customers who are no longer subscribing in accordance with the terms,
and observes a minimum retention period of 3 months as stipulated by TelkomGroup's Data Operation Management
Standards and Government Regulation No. 52 of 2000. All personal data collected by Telkom, whether obtained directly
from the personal data subjects or through third parties, is processed in compliance with applicable laws and regulations,
“
while upholding the principles of Personal Data Protection.
Owing to the current data protection mechanism, TelkomGroup ensures that customers'
personal data remains protected, used ethically, and in accordance with applicable regulations.
Throughout 2025, Telkom has protected 100% of customer data without any critical data leaks.
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Controlled Secondary Data Processing
TelkomGroup strives to process customer personal data responsibly in accordance with the PDP Law. Telkom does not
process personal data without a proper processing basis, unless required for service completion, legal compliance, or
adherence to applicable regulations.
Figure 100. Data Processing Cycle
Gathering and
collection
Deletion or Processing
destruction of data and analysis
Announcement, transfer,
dissemination or Storage
distribution
Improvement
Presentation
and updating
All customers' personal data is processed according to Any request for personal data by external parties has to
the principles of personal data processing, and managed go through the Data Governance (DG) Council, a hearing
systematically and in accordance with the law to ensure process to ensure data processing compliance, from
transparency and compliance. To assist in ensuring the the processing purpose, data transfer methods, to data
completeness, current, and up-to-date personal data encryption. This process is carried out as part of Telkom's
compliance accuracy, TelkomGroup implements personal commitment to uphold transparency, security, and
data accuracy compliance guidelines that cover the compliance in every customer data management activity.
fulfillment aspects of confidentiality, integrity, availability,
verification, update/improvement, Service Level As personal data controller and processor, Telkom
Agreement (SLA), and notifications. These personal data also ensures third-party data processing is conducted
protection compliance guidelines serve as a reference to in accordance with the principles of Personal Data
control the processing of personal data. Protection, with responsibilities stipulated in transparent
data protection agreements, in order to safeguard
One of the fundamental aspects in adhering to the customer security and privacy.
implementation of the Personal Data Protection
Principles is to oversee the role of each party within In 2025, 100% of data requests from the Government
the personal data processing ecosystem. TelkomGroup and Law Enforcement Authorities (APH) were fulfilled
commits to continuously overseeing external entities in accordance with compliance principles, while there
that process personal data through assessments before were no requests from third parties for monetization or
involving data processors, monitoring data processing, business consulting purposes. In the case of third-party
and post-monitoring after the completion of personal data requests, the entire data disclosure process is
data processing agreements. conducted with strict protection through a Non-Disclosure
Agreement (NDA), which aligns with the Data Governance
policy, Data Control Standards, and the PDP Law. [SASB TC-
TL-230a.2, TC-TL- 220a.4]
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In 2025, there were 117 use cases of data transfers that were handled securely, encrypted, and
in accordance with TelkomGroup's procedures.
Tackling Cyber Threats and potential vulnerability in the technology supply chain.
As a mitigation effort, Telkom improves information
The escalating cyber threats in the increasingly security resilience through regular cybersecurity
interconnected digital era have elevated information awareness-raising programs for employees, vulnerability
security to a strategic priority. In light of this, TelkomGroup evaluations, periodic penetration tests, and daily
takes proactive steps in anticipating cyber risks. monitoring of IT infrastructure.
Telkom, through the Network Directorate, has the Advancing Cybersecurity Competence
Network Strategy & Architecture Function Unit and
the Cybersecurity Function Unit at the BOD-1 level Security awareness programs are held monthly through
(Vice President level), each of which is responsible for various media, such as posters, podcasts, and webinars.
the governance and operation of cybersecurity. The All TelkomGroup employees are required to take
implementation of cybersecurity is guided by Telkom’s mandatory Cybersecurity Training. In 2025, a total of
cybersecurity policies, which are aligned with the ISO/ 4,844 employees participated in the training, of which
IEC 27001:2022 standard. [SASB TC- TL-230.a.2, TC-SI- 4,817 successfully passed, resulting in a graduation rate
230a.2, TC-IM-230a.2] of 99.4%.
Telkom has obtained ISO 27001:2013 certification Cyber Incident Handling
since 2022, valid until April 11, 2025. As a continuation
of the existing certification, on February 13, 2025, The Computer Security Incident Response Team (CSIRT) is
Telkom updated its ISO 27001:2022 certification (valid responsible for handling and responding to cybersecurity
until February 12, 2028) to align the implementation of incidents. CSIRT also functions as a reporting escalation
information security standards with the latest practices. channel for employees to report suspected personal
data protection incidents. Since 2023, CSIRT has been
Preventive strategies are conducted through the registered with the State Cyber and Cryptography Agency
identification and mapping of threats, such as a lack of (BSSN) to strengthen system protection, improve incident
stakeholder awareness, various motives for cyberattacks, response capabilities, and expand collaboration and
exchange of cyber threat information.
Cyber Incident Quick Response
To enable a rapid response to cyber incidents, the Cybersecurity Operation Center (CSOC) operates 24/7 to
proactively detect, monitor, and handle threats.
Throughout 2025, although Telkom faced frequent cyber threats, no incidents occurred that disrupted operations.
Nevertheless, sustained vigilance and continuous monitoring are maintained to safeguard information security
and ensure uninterrupted service for customers.
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Table 52. Frequency of Cyberattacks in Telkom
Years
Description
2025 2024 2023
Brute Force Attack on network elements (frequency) 994 879 366,732
Longest Distributed Denial of Service Attack (minutes) 4,320 4,407 1,818
Attacks with the largest volume in gigabits per second (Gbps) 1,160 537.1 199.1
Throughout 2025, 994 Brute Force Attack attempts against network elements were recorded. The longest Distributed
Denial of Service (DDoS) attacks occurred in February, November, and December 2025, each lasting 4,320 minutes, while
the largest volume of attacks reached 1,160 Gbps in October 2025. The higher frequency of attacks identified in 2025 was
primarily due to the deployment of additional sensors that enabled earlier incident detection. Although indicators such as
attack frequency and duration increased compared to 2024, the resilience of Telkom's cybersecurity system ensured that
the company's operations remained undisrupted.
TelkomGroup remains committed to maintaining vigilance and safeguarding the information system through a
strengthened monitoring and prevention strategy. These efforts enable the rapid identification and response to potential
server threats, ensuring the integrity and security of the system are well protected.
AI Governance and Security at TelkomGroup
Telkom is committed to adopting and developing artificial intelligence (AI) in a responsible, safe, and customer-
and stakeholder-oriented manner. In 2025, Telkom developed personal data protection procedures for AI system
implementation by emphasizing the ethical principles of AI use and development within TelkomGroup. Every AI project at
Telkom is subjected to impact identification from the initial stage through privacy threshold analysis (PTA) to consistently
apply the principle of privacy by design.
Telkom explicitly designates the roles and responsibilities of all key actors in the AI cycle (providers/developers, deployers,
and end-users or operators) at each stage of deliverables. Telkom formally documents the mapping of these roles through
a cooperation agreement or service level agreement (SLA), which includes indemnity clauses as the basis for liability in
the event of potential losses.
Telkom also requires an impact analysis of personal data protection and considers the rights of personal data subjects at
all stages of AI development. All of these obligations are consolidated within the AI lifecycle as the foundational framework
for personal data protection, with the application tailored to Telkom's role in each AI project.
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Figure 101. AI Lifecycle and Personal Data Protection Responsibility
3
Model Selection,
Design, and Training
2 4
Procurement and Model Testing
Data Preparation and Validation
1 5
AI Lifecycle
Planning
and Problem and Personal Reporting and
Documentation
Formulation Stages Data Protection
Responsibility
8 6
System
Model Updates
Implementation
and Deletions
and Integration
7
Usage and
Monitoring
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“
TelkomGroup fosters professional relationships with partners grounded on the principles of
fairness, transparency, and good governance. As a leader in the national telecommunications
industry with an extensive supply chain network, TelkomGroup recognizes the significant and
far-reaching impact of the company's activities in collaboration with all its partners. Therefore,
TelkomGroup manages the supply chain responsibly by adhering to applicable procurement
guidelines, fostering a business ecosystem built on integrity and sustainability. As part of this
commitment, each partner is required to sign an Integrity Pact that affirms the prohibition
of corrupt practices, price collusion, and conflicts of interest throughout the procurement
process. During the reporting period, Telkom engaged with 349 suppliers to maintain seamless
operational performance.
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Figure 102. TelkomGroup Procurement Process
1 2 3 4 5 6 7 8
Contract
Preparation Tender
Proposal Signing &
Procurement of Publication/ Proposal Winner Procurement
Evaluation & Purchase
initiation Procurement Invitation to Submission Determination Completion
Negotiation Order
Documents Bid
Issuance
Mega Vendor Selection Furthermore, Telkom designates economically significant
suppliers or mega vendors based on several criteria,
Telkom conducts a supplier screening by considering the including high-value expenditures with elevated risk
business field or classification, experience, as well as the (dominant commodities), status as the sole provider of
business scale and authorized capital of the supplier. For certain products or technologies, extensive network
new suppliers in certain sectors, such as infrastructure ownership in Telkom as a platform, and their role as
facility services, transportation, access, switching & potential suppliers for new technologies development
routing, and IT projects, Telkom requires additional stages or application. Telkom conducts mandatory site visits to
through the Digital Connectivity Service (DCS) Function verify documentation and assess suppliers' operational
Unit before participating in the procurement process capabilities.
within TelkomGroup. Professional consulting service,
leases, and General & Administration suppliers can
engage directly with related business units in accordance
with applicable requirements.
“
For network device procurement, Telkom requires providers to have nationally and/or
internationally accredited certifications, such as CIQS 2000 certification for access networks.
In addition, the Testing Functional Unit issues quality assurance certificates for devices that will
be integrated into Telkom's network.
SMILE E-Procurement
To encourage a transparent, competitive, and accountable procurement process, TelkomGroup adopts an e-procurement
system via the SMILE application. Through this system, supplier selection is conducted systematically, taking into account
the aspects of Quality, Cost, Delivery, and Service (QCDS). All procurement mechanisms are operated in accordance with
supplier management guidelines applicable in TelkomGroup.
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Sustainable Procurement Process responsible business governance. Furthermore, Telkom
routinely evaluates supplier performance, monitors the
As part of the commitment towards responsible and implementation of ESG commitments, and conducts
sustainable business practices, Telkom has begun socialization and capacity building through the supplier
implementing procurement management for goods and/ development program. This program includes knowledge-
or services based on ESG principles initiated this year, sharing activities, improving supplier project management
as stipulated in the Regulation of the Director of Finance capabilities, consulting and technical assistance, supplier
and Risk management on Procurement Implementation workshops, periodical meetings, and supplier surveys.
Guidelines.
If significant non-compliance with applicable provisions
The implementation of ESG management in the is identified, Telkom reserves the right to take action
procurement process is coordinated by the Logistics in accordance with the policy, including cooperation
Functional Unit with support and coordination from the termination and blacklisting the partner. In 2025, Telkom
Sustainability Function Unit, ensuring ESG aspects are recorded no termination of business relationships with
integrated consistently throughout all procurement stages suppliers due to corruption cases and other instances of
while upholding principles of efficiency, effectiveness, non-compliance.
competitiveness, transparency, fairness, openness, and
accountability. ESG-related requirements that must
be fulfilled by suppliers in procurement documents are Local Parties Involvement
aligned with Telkom’s internal policies and can be referred
to in ESG Policy | Telkom. The involvement of local suppliers in Telkom's supply chain
is expected to grow the local economy. TelkomGroup
Telkom requires suppliers to sign an integrity pact is committed to prioritizing local suppliers to fulfill the
containing a statement that, throughout the cooperation, procurement needs of goods and services, as well as
suppliers are expected to uphold ESG implementation, utilizing domestically produced components. Telkom's
including environmental sustainability, gender equality, local partners are companies with Indonesian legal entity
respect for human rights, OHS implementation, and and have an operational office in Indonesia.
Table 53. Local Parties Involvement Performance
Local Parties Involvement Indicators 2025 2024 2023
TKDN (%) 56.9% 61% 55%
Procurement expenditures (trillion rupiah) 19.5 18.4 23.7
IBL Capex (%) 45% 41% 45%
IBL Opex (%) 39% 43% 41%
OBL (%) 16% 16% 14%
Local supplier – Expenditures (trillion rupiah) 19.5 18.4 23.5
Local supplier – Expenditures (of total spending) (%) 100% 100% 99%
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 1. Spotlight on of Subsidiaries
Telkomsel
Company Description
Telkomsel is a reliable 4G/5G mobile telecommunication operator that has been
operating since 1995 and has reached around 97% of the national population.
Together with 6,196 employees, Telkomsel operates its core business in cellular
telecommunication services, mobile network management, and fixed broadband
services.
Sustainability Commitment and 2025 Sustainability Performance
Telkomsel integrates sustainability into its business strategy through community empowerment, the implementation of
responsible business practices, and environmental protection and quality improvement to create a long-term impact for
Indonesia. Telkomsel orchestrates its sustainability initiatives into three main programs, namely Telkomsel Jaga Cita,
Telkomsel Jaga Data, and Telkomsel Jaga Bumi.
Initiative that supports students, ISO 27701 integration to improve data Initiative to recycle SIM cards into
educators, and communities in protection and privacy reusable products, as well as carbon
leveraging digital platforms to remove offset programs
barriers and unlock new opportunities
In 2025, Telkomsel conducted a double materiality assessment and commenced partial compliance with IFRS S1
qualitatively and IFRS S2 quantitatively as a foundation towards full adoption in 2027. This effort contributes to
complementing Telkomsel's 2030 sustainability target, which has integrated the achievements of each material topic into
business management. To see more about Telkomsel's sustainability strategy and performance, readers are recommended
to visit Sustainability | Telkomsel.
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Mitratel
Company Description
Mitratel is a company focusing on the telecommunication tower business and the
supporting ecosystem. Together with 679 employees, Mitratel provides digital
support services for mobile infrastructure as well as optimizing the use of resources
owned by the company.
Sustainability Commitment and 2025 Sustainability Performance
Mitratel integrates sustainability principles into its business strategy through three main pillars, namely the Right
Environment Approach, Right Communication, and Right Governance. Mitratel's sustainability implementation is
focused on investment and innovation through green tower initiatives, which include design improvement and use
of environmentally friendly materials, renewable energy, energy management, equipment sharing, smart technology
and digitalization, and e-waste management. In 2025, Mitratel maintains Sustainalytics' ESG Risk Rating in the low risk
category (18.8). In addition, Mitratel is also listed in the SRI-KEHATI stock index, further strengthening its position as a
leader in the next generation of telecommunication tower companies. To see more about Mitratel's sustainability strategy
and performance, readers are encouraged to visit Sustainability Report – Mitratel.
GREEN TOWER INITATIVES
Design and Renewable Energy Equipment Smart Technology & E-Waste
Material Energy Management Sharing Digitallization Management
Solar Panel Electrification Tower
GFRP Smart CCTV
System (PLN-isasi) Sharing
Hybrid Wind Power
CFRP Battery Swap IOT Smart Lock
Turbine (PoC) Sharing
Lean Design Off-grid Power Antenna
IOT WAQ System
Tower Revitatization Sharing
Camouflage Power as a Predictive
Tower Service (Paas) Maintenance
Onefulx
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Telin
Company Description
Telin is a provider of voice services, data, and business solutions that are integrated
and customized for various customer segments, ranging from wholesale to
retail. Supported by 546 employees from various backgrounds, Telin runs global
operations that reach Indonesia, Singapore, Hong Kong, Timor Leste, Australia,
Malaysia, Taiwan, the United States, Myanmar, and the United Arab Emirates, and
is strengthened by sales representatives in India, the United Kingdom, Canada, the
Philippines, and Vietnam.
Sustainability Commitment and 2025 Sustainability Performance
Telin integrates sustainability principles into its business strategy through "Telin for Tomorrow" commitment, reflecting
the company's aspirations through its pillars: Tomorrow's World is Connected, Tomorrow's People are Inpired, Tomorrow's
Planet is Protected, and Tomorrow's Communities are Empowered. Telin reinforces the foundation of sustainability with
enablers across aspects of Corporate Governance, Risk Management, Business Ethics, and Anti-Corruption as the main
pillars of responsible business practices.
As part of this commitment, Telin also conducts a Double Materiality Assessment to identify sustainability priorities that
are most relevant to the company and stakeholders. The assessment results provide a foundation for Telin Sustainability
Flagship Strategic Initiatives, which directs the company's sustainability transformation in the future. To see more about
Telin's sustainability strategy and performance, readers are recommended to visit Telin Sustainability.
Telin Sustainability Flagship Strategic Initiatives
Telin’s Sustainable Value Creation Apply sustainability in daily operations and governance to build a strong,
responsible brand
Operating Principles:
• Strengthen governance
• Integrate sustainability
• Support growth
TENZ 2040 — Telin Enhanced Net Zero 2040 Use decarbonization strategies to reach net zero by 2040
Operating Principles:
• Combat climate change
• Achieve net zero emission
• Protect environment
Telin PDR — Prevent, Detect, and Respond Strengthen cybersecurity by detecting and responding to threats
Operating Principles:
• Minimize vulnerabilities
• Identify threats early
• Ensure resilient recovery
T‑SAFE — Telin’s Asset Management, Protection Protect operations with resilient network that can adapt to climate risks
and Resilience Operating Principles:
• Ensure infrastructure reliability
• Protect business continuity
• Optimize asset lifecycle
Telin for All Promote an inclusive and diverse workplace culture at Telin
Operating Principles:
• Uphold Diversity, Equality, & Inclusion (DEI)
• cultivate culture
• integrate equity
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Appendix 2. Greenhouse Gas (GHG)
The consolidated data of TelkomGroup and the data per Subsidiary entity, especially regarding Scope 3 and total GHG
emissions, may show different values. At the consolidation level, leased assets are recorded as a single unit and thus
counted once, whereas at the level of each entity, the same asset can be recorded in more than one entity according to
each entity's share or involvement, resulting in a higher total.
TelkomGroup Telkom
Metric
2025 2024 2023 2025 2024 2023
Total GHG
emissions (tCO2) 4,196,087.0 2,467,223.7* 2,443,109.1* 1,142,673.9 430,926.9* 430,750.9*
(Location-based)
Total GHG
emissions (tCO2) 4,153,661.3 2,467,223.7* 2,443,109.1* 1,112,914.8 430,926.9* 430,750.9*
(Market-based)
Scope 1 dan 2
(tCO2) (Location- 2,228,561.3 2,160,206.4* 2,109,132.9* 304,190.7 367,945.5* 372,391.0*
based)
Scope 1 dan 2
(tCO2) (Market- 2,186,135.6 2,160,206.4* 2,109,132.9* 274,431.6 367,945.5* 372,391.0*
based)
Scope 1 (tCO2) 46,068.1 82,085.4 83,730.0 5,044.4 25,087.0 25,429.1
Fuel combustion
12,288.3 27,381.5 28,044.6 709.9 8,035.4 8,509.7
– stationary
Fuel combustion
21,874.0 27,182.0 28,704.9 2,011.3 4,126.4 4,126.4
– mobile
Fugitive emission
– refrigerant & 10,402.1 27,491.1 26,947.5 2,323.2 12,925.1 12,792.8
fire suppression
Fugitive emission
1,503.6 30.8 33.1 0.0 0.1 0.1
– waste water
Scope 2
2,182,493.3 2,078,121.1* 2,025,402.9* 299,146.3 342,858.4* 346,961.9*
(Location-based)
Scope 2 (Market-
2,140,067.5 2,078,121.1* 2,025,402.9* 269,387.2 342,858.4* 346,961.9*
based)
Scope 3 1,967,525.7 307,017.3 333,976.2 838,483.2 62,981.4 58,359.9
Category 1 64,796.5 87,218.1 72,727.0 9,693.6 31,982.9 5,117.3
Category 2 239,681.5 70,677.0 102,672.6 75,242.4 16,664.7 37,982.9
Category 3 211,750.4 0.3 0.1 29,429.6 0.0 0.0
Category 4 51.1 N/A N/A 51.1 N/A N/A
Category 5 270.7 0.7 80.6 240.4 0.0 0.0
Category 6 3,574.7 32,119.5 30,239.8 833.7 14,232.5 15,102.4
Category 7 389.8 N/A N/A 99.2 N/A N/A
Category 8 77,941.4 7,985.9 7,749.5 8.2 0.0 0.0
Category 9 172.6 N/A N/A 0.0 N/A N/A
Category 11 1,367,736.8 99,559.4 99,421.1 722,750.7 0.0 0.0
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Telkomsel Mitratel Telin
2025 2024 2023 2025 2024 2023 2025 2024 2023
2,708,748.7 1,696,947.8* 1,628,935.2* 37,630.5 53,706.3 62,742.8 12,339.9 65,355.8 111,116.6
2,708,748.7 1,696,947.8* 1,628,935.2* 37,630.5 53,706.3 62,742.8 12,339.9 65,355.8 111,116.6
1,736,327.9 1,561,941.6* 1,486,664.6* 13,136.7 37,896.0 38,587.7 7,213.2 12,119.5 60,054.1
1,736,327.9 1,561,941.6* 1,486,664.6* 13,136.7 37,896.0 38,587.7 7,213.2 12,119.5 60,054.1
14,360.2 19,337.3 19,866.5 1,059.4 3,445.9 3,847.9 251.3 832.9 3,272.9
6,391.6 8,179.1 8,240.3 725.1 1,261.8 1,535.3 13.8 400.5 504.0
4,369.7 4,324.7 4,324.7 315.6 2,134.9 2,264.8 184.6 280.4 236.6
3,596.1 6,833.4 7,301.4 18.8 49.1 47.7 49.2 151.9 2,532.4
2.9 0.0 0.0 0.0 0.0 0.0 3.8 0.0 0.0
1,721,967.7 1,542,604.3* 1,466,798.1* 12,077.3 34,450.2 34,739.8 6,961.9 11,286.6 56,781.2
1,721,967.7 1,542,604.3* 1,466,798.1* 12,077.3 34,450.2 34,739.8 6,961.9 11,286.6 56,781.2
972,420.8 135,006.1 142,270.6 24,493.8 15,810.3 24,155.1 5,126.6 53,236.3 51,062.5
30,322.9 4,176.5 10,490.7 0.0 440.1 399.5 0.0 45,803.8 44,454.1
132,506.2 22,366.2 20,623.6 22,904.7 15,251.5 22,784.7 4,027.0 4,575.9 6,109.9
164,001.4 0.0 0.0 1,414.1 0.0 0.0 650.6 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
7.4 0.5 72.7 0.0 0.0 0.0 0.0 0.0 0.0
472.1 8,873.2 3,927.4 160.2 106.4 963.4 440.5 2,856.6 498.5
42.0 N/A N/A 14.8 N/A N/A 8.6 N/A N/A
0.0 0.0 0.0 0.0 12.2 7.5 0.0 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
644,986.2 99,559.4 99,421.1 0.0 0.0 0.0 0.0 0.0 0.0
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TelkomGroup Telkom
Metric
2025 2024 2023 2025 2024 2023
Category 12 58.6 N/A N/A 1.9 N/A N/A
Category 13 833.4 148.0 107.3 0.0 0.0 0.0
Category 15 268.1 9,308.3 20,978.0 132.5 101.3 157.2
Biogenic
emissions
4,816.0 N/A N/A 244.3 N/A N/A
from the use of
biodiesel
Emission
intensity (tons
of CO2/billion 15.2 14.4 14.1 7.1 8.0 7.3
Rp revenue)
(Location-based)
Emission
intensity (tons
of CO2/billion 14.9 14.4 14.1 6.4 8.0 7.3
Rp revenue)
(Location-based)
*Restatement of information
TDE Metra
Metric
2025 2024 2023 2025 2024 2023
Total GHG
emissions (tCO2) 130,099.8 105,844.3 89,397.7 25,464.1 6,978.6 7,111.4
(Location-based)
Total GHG
emissions (tCO2) 117,433.2 105,844.3 89,397.7 25,464.1 6,978.6 7,111.4
(Market-based)
Scope 1 dan 2
(tCO2) (Location- 114,780.0 105,232.8 76,080.9 14,655.8 6,965.6 7,080.8
based)
Scope 1 dan 2
(tCO2) (Market- 102,113.3 105,232.8 76,080.9 14,655.8 6,965.6 7,080.8
based)
Scope 1 (tCO2) 2,475.8 3,310.5 360.0 1,599.0 1,203.4 1,274.4
Fuel combustion
196.1 143.2 54.1 10.9 10.0 7.9
– stationary
Fuel combustion
0.0 38.7 25.8 672.3 676.7 648.2
– mobile
Fugitive
emission –
2,165.7 3,125.5 279.4 377.4 516.7 618.2
refrigerant & fire
suppression
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Telkomsel Mitratel Telin
2025 2024 2023 2025 2024 2023 2025 2024 2023
56.8 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
26.0 30.3 7,735.0 0.0 0.0 0.0 0.0 0.0 0.0
2,553.0 N/A N/A 241.7 N/A N/A 49.4 N/A N/A
15.9 13.8 14.5 1.4 4.1 4.5 0.6 1.0 5.3
15.9 13.8 14.5 1.4 4.1 4.5 0.6 1.0 5.3
PINS Sigma Telkom Akses
2025 2024 2023 2025 2024 2023 2025 2024 2023
1,733.7 10,106.0 13,464.0 2,868.8 7,375.8 9,994.1 67,396.4 16,096.6 17,719.1
1,733.7 10,106.0 13,464.0 2,868.8 7,375.8 9,994.1 67,396.4 16,096.6 17,719.1
139.1 103.8 103.4 1,811.3 3,111.3 1,068.4 13,966.4 15,368.8 16,825.7
139.1 103.8 103.4 1,811.3 3,111.3 1,068.4 13,966.4 15,368.8 16,825.7
22.3 0.0 0.0 171.4 115.6 65.6 13,966.4 15,368.8 16,825.7
0.0 0.0 0.0 1.0 1.7 1.7 0.0 0.0 0.0
14.5 0.0 0.0 60.1 41.3 23.7 13,633.3 13,604.0 15,060.9
7.7 0.0 0.0 102.3 71.5 38.3 333.1 1,764.9 1,764.9
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TDE Metra
Metric
2025 2024 2023 2025 2024 2023
Fugitive
emission – waste 114.1 3.1 0.7 538.4 0.0 0.0
water
Scope 2
112,304.2 101,922.2 75,721.0 13,056.8 5,762.2 5,806.3
(Location-based)
Scope 2 (Market-
99,637.5 101,922.2 75,721.0 13,056.8 5,762.2 5,806.3
based)
Scope 3 15,319.8 611.6 13,316.8 10,808.3 13.0 30.7
Category 1 0.0 0.0 0.0 5,968.9 0.0 6.2
Category 2 448.6 183.7 13,172.5 3,209.8 12.5 20.3
Category 3 7,825.0 0.0 0.0 1,492.0 0.0 0.0
Category 4 0.0 N/A N/A 0.0 N/A N/A
Category 5 0.0 0.0 0.0 0.0 0.0 0.0
Category 6 38.4 427.9 144.3 44.7 0.0 3.1
Category 7 3.9 N/A N/A 56.6 N/A N/A
Category 8 7,004.0 0.0 0.0 0.0 0.0 0.0
Category 9 0.0 N/A N/A 36.5 N/A N/A
Category 11 0.0 0.0 0.0 0.0 0.0 0.0
Category 12 0.0 N/A N/A 0.0 N/A N/A
Category 13 0.0 0.0 0.0 0.0 0.0 0.0
Category 15 0.0 0.0 0.0 0.0 0.5 1.1
Biogenic
emissions
23.2 N/A N/A 9.2 N/A N/A
from the use of
biodiesel
Emission
intensity (tons
of CO2/billion 72.0 89.5 140.3 0.5 0.2 0.2
Rp revenue)
(Location-based)
Emission
intensity (tons
of CO2/billion 64.1 89.5 140.3 0.5 0.2 0.2
Rp revenue)
(Location-based)
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PINS Sigma Telkom Akses
2025 2024 2023 2025 2024 2023 2025 2024 2023
0.1 0.0 0.0 8.1 1.2 1.9 0.0 0.0 0.0
116.8 103.8 103.4 1,639.9 2,995.6 1,002.8 0.0 0.0 0.0
116.8 103.8 103.4 1,639.9 2,995.6 1,002.8 0.0 0.0 0.0
1,594.6 10,002.2 13,360.6 1,057.5 4,264.6 8,925.7 53,430.0 727.7 893.4
1.9 0.5 2.8 171.0 0.0 0.0 0.0 81.6 361.6
0.0 471.7 9.7 522.8 0.0 479.9 193.0 131.0 265.0
15.9 0.0 0.0 186.4 0.0 0.0 3,519.7 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 0.3 0.0 7.9
24.5 64.6 22.5 126.2 4,264.6 8,445.8 1,137.1 515.2 258.8
8.1 N/A N/A 48.5 N/A N/A 31.4 N/A N/A
48.7 141.2 133.6 0.0 0.0 0.0 48,548.6 0.0 0.0
136.2 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
1,253.8 148.0 107.3 0.0 0.0 0.0 0.0 0.0 0.0
105.6 9,176.2 13,084.8 2.5 0.0 0.0 0.0 0.0 0.0
0.0 N/A N/A 1.6 N/A N/A 0.0 N/A N/A
0.3 0.1 0.1 0.7 0.9 0.3 2.3 2.5 2.3
0.3 0.1 0.1 0.7 0.9 0.3 2.3 2.5 2.3
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Metra-Net Telkomsat
Metrik
2025 2024 2023 2025 2024 2023
Total GHG
Emissions (tCO2) 283.5 279.5 307.1 18,666.0 18,890.9 18,511.1
(Location-based)
Total GHG
Emissions (tCO2) 283.5 279.5 307.1 18,666.0 18,890.9 18,511.1
(Market-based)
Scope 1 dan 2
(tCO2) (Location- 225.3 265.6 287.0 8,349.4 5,819.8 8,137.4
based)
Scope 1 dan 2
(tCO2) (Market- 225.3 265.6 287.0 8,349.4 5,819.8 8,137.4
based)
Scope 1 (tCO2) 44.8 73.3 82.0 570.8 397.5 433.2
Fuel combustion
1.2 0.0 0.0 9.4 5.1 5.5
– stationary
Fuel combustion
30.5 26.0 36.6 190.1 228.9 264.2
– mobile
Fugitive
emission –
11.2 47.3 45.4 364.3 163.5 163.5
refrigerant & fire
suppression
Fugitive
emission – waste 1.9 0.0 0.0 7.0 0.1 0.1
water
Scope 2
180.5 192.3 205.0 7,778.6 5,422.3 7,704.2
(Location-based)
Scope 2 (Market-
180.5 192.3 205.0 7,778.6 5,422.3 7,704.2
based)
Scope 3 58.3 13.9 20.1 10,316.6 13,071.1 10,373.7
Category 1 5.3 0.0 0.0 0.0 2,036.5 9,198.7
Category 2 0.0 0.0 0.0 0.0 11,004.8 1,139.8
Category 3 27.0 0.0 0.0 797.3 0.0 0.0
Category 4 0.0 N/A N/A 0.0 N/A N/A
Category 5 0.0 0.0 0.0 10.1 0.0 0.0
Category 6 9.5 0.5 4.1 53.4 19.0 22.9
Category 7 14.9 N/A N/A 3.4 N/A N/A
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GSD Telkom Infra TIF
2025 2024 2023 2025 2024 2023 2025 2024 2023
16,406.5 32,355.3 31,458.2 20,091.6 22,345.5 21,600.9 17,146.3 14.4 0.0
16,406.5 32,355.3 31,458.2 20,091.6 22,345.5 21,600.9 17,146.3 14.4 0.0
9,060.1 31,702.0 31,109.0 4,446.3 11,734.1 10,742.9 259.1 0.0 0.0
9,060.1 31,702.0 31,109.0 4,446.3 11,734.1 10,742.9 259.1 0.0 0.0
2,002.0 3,528.7 3,057.8 4,272.6 9,384.4 9,215.0 227.5 0.0 0.0
41.7 65.9 62.6 4,187.7 9,278.7 9,123.5 0.0 0.0 0.0
131.2 1,598.5 1,605.6 77.0 101.5 87.4 183.9 0.0 0.0
1,001.6 1,838.1 1,359.3 7.9 4.1 4.1 43.6 0.0 0.0
827.4 26.2 30.3 0.0 0.0 0.0 0.0 0.0 0.0
7,058.1 28,173.3 28,051.2 173.7 2,349.7 1,527.9 31.6 0.0 0.0
7,058.1 28,173.3 28,051.2 173.7 2,349.7 1,527.9 31.6 0.0 0.0
7,346.4 653.3 349.2 15,645.2 10,611.4 10,858.1 16,887.2 14.4 0.0
1,524.8 0.0 0.0 455.9 2,696.1 2,696.1 16,652.1 0.0 0.0
0.0 0.2 1.1 627.0 14.9 83.3 0.0 0.0 0.0
726.7 0.3 0.1 1,614.0 0.0 0.0 50.8 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
12.5 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0
12.3 652.7 348.0 63.8 92.1 498.5 158.6 14.2 0.0
27.7 N/A N/A 5.1 N/A N/A 25.7 N/A N/A
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Metra-Net Telkomsat
Metrik
2025 2024 2023 2025 2024 2023
Category 8 0.0 13.5 16.0 9,452.5 10.7 12.3
Category 9 0.0 N/A N/A 0.0 N/A N/A
Category 11 0.0 0.0 0.0 0.0 0.0 0.0
Category 12 0.0 N/A N/A 0.0 N/A N/A
Category 13 0.0 0.0 0.0 0.0 0.0 0.0
Category 15 1.5 0.0 0.0 0.0 0.0 0.0
Biogenic
emissions
0.5 N/A N/A 3.8 N/A N/A
from the use of
biodiesel
Emission
intensity (tons
of CO2/billion 0.1 0.1 0.1 4.5 2.5 3.7
Rp revenue)
(Location-based)
Emission
intensity (tons
of CO2/billion 0.1 0.1 0.1 4.5 2.5 3.7
Rp revenue)
(Location-based)
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GSD Telkom Infra TIF
2025 2024 2023 2025 2024 2023 2025 2024 2023
0.0 0.0 0.0 12,879.4 7,808.3 7,580.2 0.0 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 N/A N/A 0.0 N/A N/A 0.0 N/A N/A
5,042.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
16.7 N/A N/A 1,672.7 N/A N/A 0.0 N/A N/A
3.0 9.4 8.8 1.8 3.9 3.8 0.1 0.0 0.0
3.0 9.4 8.8 1.8 3.9 3.8 0.1 0.0 0.0
SUSTAINABILITY REPORT 2025 219
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 3. POJK 51/2017 and SEOJK 16/2021
Disclosure Index
[OJK G.4]
No Index Index Name Page
Sustainability Strategy
A.1 Explanation of sustainability strategy pp. 60-63
Overview of Sustainability Performance
B.1 Economic aspect p. 10
B.2 Environmental aspect p. 10
B.3 Social aspect p. 11
Company Profile
C.1 Vision, mission, and sustainability values pp. 28-29
C.2 Company address pp. 26-27
C.3 Scale of business pp. 24-25
C.4 Products, services, and business activities conducted pp. 23-25
C.5 Association memberships pp. 234-236
C.6 Significant changes in issuers and public companies p.23
Statement of the Board of Director
D.1 Statement of the Board of Director pp. 14-16
Sustainability Governance
E.1 Person in charge of sustainable finance implementation pp. 41-44
E.2 Competency development related to sustainable finance pp. 46-47
E.3 Risk assessment of sustainable finance implementation pp. 56-60
E.4 Relationship with stakeholders pp. 51, 118-121
E.5 Issues on the implementation of sustainable finance pp. 56-60
Sustainability Performance
F.1 Activities to build a culture of sustainability pp. 47-50
Economic Performance
F.2 Comparison of production targets and performance, portfolio, Annual Report
Financing targets, or investments, income, and profit/loss
F.3 Comparison of portfolio targets and performance, financing targets or investment in financial Annual Report
instruments or projects that align with sustainable finance
Environmental Performance
General Aspect
F.4 Environmental cost p. 102
Material Aspect
F.5 Use of environmentally friendly materials pp. 93-94
Energy Aspect
F.6 Amount and intensity of energy usage pp. 104-109
F.7 Efforts and achievements of energy efficiency and renewable energy usage pp. 74-82
Water Aspect
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
No Index Index Name Page
F.8 Water usage p. 95
Biodiversity Aspect
F.9 Impacts of operations near or within conservation area or area with biodiversity pp. 98-99
F.10 Biodiversity conservation efforts pp. 98-101
Emission Aspect
F.11 Amount and intensity of emissions produced by type pp. 104-109
F.12 Initiatives and achievements for emission reduction pp. 74-82
Aspects of Waste and Effluent
F.13 Amount of waste and effluent generated by type p. 90
F.14 Waste and effluent management mechanism pp. 89, 96-97
F.15 Spills that occurred (if any) Irrelevant
Aspects of Complaints Related to the Environment
F.16 Number and materials of environmental complaints received and resolved p. 98
Social Performance
F.17 Commitment to provide equal services for products and/or services to consumers pp. 143-145
Employment Aspect
F.18 Equal employment opportunity pp. 122-124
F.19 Child labor and forced labor pp. 122-124
F.20 Regional Minimum Wage pp. 124-125
F.21 Decent and safe working environment pp. 131-141
F.22 Employee training and capability development pp. 125-130
Community Aspect
F.23 Impact of the operation on the surrounding community p. 147
F.24 Community complaints pp. 143, 187-188,
195
F.25 Environmental Social Responsibility Activities (CSR) pp. 147-162
Responsibility for Sustainable Product/Service Development
F.26 Innovation and development of sustainable financial products/services p. 145
F.27 Products/services that have been evaluated for customer safety p. 145
F.28 Products/service impact p. 145
F.29 Number of products recalled p. 145
F.30 Customer satisfaction survey for sustainable financial products and/or services pp. 143-144
Miscellaneous
G.1 Written verification from an independent party p. 237
G.2 Feedback form p. 243
G.3 Responses to previous year's sustainability report feedback p. 9
G.4 List of Disclosures in accordance with Financial Services Authority Regulation Number 51/ pp. 220-221
POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services
Institutions, Issuers, and Public Companies
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 4. GRI Disclosure Index
Usage Statement PT Telkom Indonesia (Persero) Tbk has reported the information cited in the GRI content index for the
period January 1 to December 31, 2025 with reference to the GRI 2021
GRI Used GRI 2021
GRI Standards Indicators Disclosure Page
GRI 2: General 2-1 Organizational details pp. 24-27
Disclosures 2021
2-2 Entities included in the organization’s sustainability reporting p. 6
2-3 Reporting period, frequency and contact point pp. 6-7, 9
2-4 Restatements of information pp. 7-8
2-5 External assurance p. 8
2-6 Activities, value chain and other business relationships pp. 23-25
2-7 Employees pp. 26, 163-173
2-8 Workers who are not employees pp. 163-173
2-9 Governance structure and composition pp. 35-38, 41
2-10 Nomination and selection of the highest governance body pp. 38-39
2-11 Chair of the highest governance body p. 35
2-12 Role of the highest governance body in overseeing the management of pp. 41-43
impacts
2-13 Delegation of responsibility for managing impacts pp. 41-45
2-14 Role of the highest governance body in sustainability reporting p. 52
2-15 Conflicts of interest pp. 39, 187
2-16 Communication of critical concerns pp. 42, 117,
187- 189
2-17 Collective knowledge of the highest governance body p. 46
2-18 Evaluation of the performance of the highest governance body pp. 39-40
2-19 Remuneration policies p. 40
2-20 Process to determine remuneration pp. 40-41
2-21 Annual total compensation ratio • Annual total
compensation
ratio: 19.7:1
• Change in
annual total
compensation
ratio: -1.9:1
2-22 Statement on sustainable development strategy pp. 60-65
2-23 Policy commitments pp. 45, 184
2-24 Embedding policy commitments pp. 45, 47-50
2-25 Processes to remediate negative impacts pp. 187-189, 195
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
GRI Standards Indicators Disclosure Page
2-26 Mechanisms for seeking advice and raising concerns pp. 187-189, 195
2-27 Compliance with laws and regulations p. 180
2-28 Membership associations pp. 234-236
2-29 Approach to stakeholder engagement pp. 51, 117-122
2-30 Collective bargaining agreements p. 117
GRI 3: Material 3-1 Process to determine material topics pp. 41-42
Topics 2021
3-2 List of material topics pp. 42-45
Material Topics
GRI Standards Indicators Disclosure Page
Climate Change and Energy Management
GRI 3: Material 3-3 Management of material topics pp. 69-70
Topics 2021
GRI 102: Climate 102-1 Transition plan for climate change mitigation pp. 74-75, 233
Change 2025
102-2 Climate change adaptation plan p. 83
102-3 Just transition p. 103
102-4 GHG emissions reduction targets and progress pp. 70-75, 110-111,
233
102-5 Scope 1 GHG emissions pp. 70-72, 104-
107, 231-232
102-6 Scope 2 GHG emissions pp. 70-72, 104-
107, 231-232
102-7 Scope 3 GHG emissions pp. 70-73, 104-
107, 231-232
102-8 GHG emissions intensity pp. 106-107
GRI 302: Energy 302-1 Energy consumption within the organization pp. 104-109
2016
302-3 Energy intensity pp. 108-109
302-4 Reduction of energy consumption pp. 75, 108-109
GRI 305: Emissions 305-1 Direct (Scope 1) GHG emissions pp. 70-72, 104-
2016 107, 231-232
305-2 Energy indirect (Scope 2) GHG emissions pp. 70-72, 104-
107, 231-232
305-3 Other indirect (Scope 3) GHG emissions pp. 70-73, 104-
107, 231-232
305-4 GHG emissions intensity pp. 104-109
305-5 Reduction of GHG emissions pp. 110-111, 233
Resource Management
GRI 3: Material 3-3 Management of material topics p. 89
Topics 2021
GRI 306: Waste 306-3 Waste generated pp. 90-94
2020
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
GRI Standards Indicators Disclosure Page
Equality, Diversity, and Inclusion
GRI 3: Material 3-3 Management of material topics pp. 115-116
Topics 2021
GRI 401: 401-1 New employee hires and employee turnover pp 163-172
Employment 2016
401-2 Benefits provided to full-time employees that are not provided to temporary p. 124
or part-time employees
401-3 Parental leave pp. 124, 163-172
GRI 404: Training 404-1 Average hours of training per year per employee pp 163-167
and Education 2016
404-2 Programs for upgrading employee skills and transition assistance programs pp. 125-129
404-3 Percentage of employees receiving regular performance and career pp. 129-130
development reviews
GRI 405: Diversity 405-1 Diversity of governance bodies and employees pp. 35-38, 123-
and Equal 124, 163-167
Opportunity 2016
405-2 Ratio of basic salary and remuneration of women to men p. 124
GRI 406: Non- 406-1 Incidents of discrimination and corrective actions taken p. 131
discrimination
Employee Health and Safety
GRI 3: Material 3-3 Management of material topics p. 133
Topics 2021
GRI 403: 403-1 Occupational health and safety management system p. 134
Occupational
403-2 Hazard identification, risk assessment, and incident investigation pp. 135-136
Health and Safety
2018 403-3 Occupational health services p. 138
403-4 Worker participation, consultation, and communication on occupational pp. 133-134
health and safety
403-5 Worker training on occupational health and safety pp. 136-138
403-6 Promotion of worker health p. 138
403-7 Prevention and mitigation of occupational health and safety impacts pp. 135-136
directly linked by business relationships
403-8 Workers covered by an occupational health and safety management system p. 134
403-9 Work-related injuries p 138, 174-175
403-10 Work-related ill health pp. 135-136
Customer Experience
GRI 3: Material 3-3 Management of material topics pp. 142-143
Topics 2021
GRI 416: Customer 416-1 Assessment of the health and safety impacts of product and service p. 145
Health and Safety categories
2016
416-2 Incidents of non-compliance concerning the health and safety impacts of p. 145
products and services
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
GRI Standards Indicators Disclosure Page
Digital Inclusivity and Community Engagement
GRI 3: Material 3-3 Management of material topics p. 146
Topics 2021
GRI 413 : Local 413-1 Operations with local community engagement, impact assessments, and p. 147
Communities 2016 development programs
Regulatory Compliance
GRI 3: Material 3-3 Management of material topics pp. 179-180
Topics 2021
GRI 206: Anti- 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly p. 181
competitive practices
Behavior 2016
GRI 417: Marketing 417-1 Requirements for product and service information and labeling p. 181
and Labeling 2016
417-2 Incidents of non-compliance concerning product and service information p. 181
and labeling
417-3 Incidents of non-compliance concerning marketing communications p. 181
Ethical Business Practices
GRI 3: Material 3-3 Management of material topics p. 184
Topics 2021
GRI 205: Anti- 205-1 Operations assessed for risks related to corruption p. 185
corruption 2016
205-2 Communication and training about anti-corruption policies and procedures pp. 186-187
205-3 Confirmed incidents of corruption and actions taken p. 187
Cybersecurity and Data Privacy
GRI 3: Material 3-3 Management of material topics p. 191
Topics 2021
GRI 418: Customer 418-1 Substantiated complaints concerning breaches of customer privacy and p. 195
Privacy 2016 losses of customer data
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 5. SASB Disclosure Index
Software & IT Services Industry
Topic Standard Information disclosed Page/Notes
Environmental TC-SI-130a.1 1. Total energy consumed pp. 106-109
Footprint of Hardware 2. Percentage grid electricity
Infrastructure 3. Percentage renewable
TC- SI-130a.2 1. Total water withdrawn 1. p. 95
2. Total water consumed 2. Monitoring has not been
* Percentage of each in regions with High or conducted
Extremely High Baseline Water Stress
Telkom disclosed the percentage
of assets exposed to High and
Extremely High Baseline Water
Stress on p. 95
TC- SI-130a.3 Discussion of the integration of environmental p. 76
considerations into strategic planning for data
centre needs
Data Privacy & TC-SI-220a.1 Description of policies and practices relating to Personal Data Protection
Freedom of targeted advertising and user privacy Guidelines p. 193
Expression
TC-SI-220a.2 Number of users whose information is used for No calculation has been done
secondary purposes for this metric, but how the data
is processed and managed is
described on pp. 192-196
TC-SI-220a.3 Total amount of monetary losses as a result of legal p. 194
proceedings associated with user privacy
TC-SI-220a.4 1. Number of law enforcement requests for user TelkomGroup does not make
information disclosures unless required for law
2. Number of users whose information was enforcement purposes
requested
3. Percentage resulting in disclosure
TC-SI-220a.5 List of countries where core products or services p. 185
are subject to government required monitoring,
blocking, content filtering, or censoring
Data Security TC-SI-230a.1 1. Number of data breaches p. 194
2. Percentage that are personal data breaches
3. Number of users affected
TC-SI-230a.2 Description of approach to identifying and p. 197
addressing data security risks, including use of
third-party cybersecurity standards
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Topic Standard Information disclosed Page/Notes
Recruiting & Managing TC-SI-330a.1 Percentage of employees that require a work visa 14% of Telin’s employees require a
a Global, Diverse & work visa
Skilled Workforce
TC-SI-330a.2 Employee engagement as a percentage pp. 117,121
TC-SI-330a.3 Percentage of (1) gender and (2) diversity pp. 163-173
group representation for (a) executive
management, (b) non-executive
management, (c) technical employees,
and (d) all other employees
Intellectual Property TC-SI-520a.1 Total amount of monetary losses as a result of legal p.181
Protection & proceedings associated with anti-competitive
Competitive Behaviour behaviour regulations
Managing Systemic TC-SI-550a.1 1. Number of performance issues p. 173
Risks from Technology 2. Number of service disruptions
Disruptions 3. Total customer downtime
TC-SI-550a.2 Description of business continuity risks p. 60
related to disruptions of operations
Telecommunication Services Industry
Topik Standar Informasi yang diungkapkan Halaman/ Catatan
Environmental TC-TL-130a.1 1. Total energy consumed pp. 106-109
Footprint of 2. Percentage grid electricity
Operations 3. Percentage renewable
Product End-of-Life TC-TL-440a.1 1. Total weight of materials recovered through 1. 402.7 tons
Management take-back programmes and recycling services 2. 83.5 tons (21%)
2. Percentage of recovered materials, by weight, 3. 0 tons (0%)
that were reused 4. 0 tons (0%)
3. Percentage of recovered materials, by weight, * Telkomsel carries out a take-
that were recycled back program for modem
4. Percentage of recovered materials, by weight, products through GraPARI. The
that were landfilled remaining 319.2 tons (79%) of
modems recovered through
the take-back program are
recorded as unused inventory.
Managing Systemic TC-TL-550a.1 1. System average interruption duration 1. No measurement was taken
Risks from Technology 2. System average interruption frequency 2. p. 173
Disruptions 3. Customer average interruption duration 3. p. 173
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Topik Standar Informasi yang diungkapkan Halaman/ Catatan
Competitive TC-TL-520a.1 Total amount of monetary losses as a result of legal p. 181
behaviour and proceedings associated with anti-competitive
open internet behaviour regulations
TC-TL-520a.2 Average actual sustained download speed of (1) Telkom does not make disclosures
owned and commercially-associated content and based on those metrics but only
(2) non-associated content makes disclosures regarding the
speed score
p. 182
TC-TL-520a.3 Description of risks and opportunities associated Not yet disclosed
with net neutrality, paid peering, zero-rating, and
related practices
Data Privacy TC-TL-220a.1 Description of policies and practices relating to Personal Data Protection
targeted advertising and customer privacy Guidelines p. 193
TC-TL-220a.2 Number of customers whose information is used No calculation has been done
for secondary purposes for this metric, but how the data
is processed and managed is
described on pp. 192-196
TC-TL-220a.3 Total amount of monetary losses as a result of legal p. 194
proceedings associated with customer privacy
TC-TL-220a.4 1. Number of law enforcement requests for TelkomGroup does not make
customer information disclosures unless required for law
2. Number of customers whose information was enforcement purposes
requested
3. Percentage resulting in disclosure
Data Security TC-TL-230a.1 1. Number of data breaches p. 194
2. Percentage that are personal data breaches
3. Number of customers affected
TC-TL-230a.2 Description of approach to identifying and p. 196
addressing data security risks, including use of
third-party cybersecurity standards
Internet Media & Services Industry
Topic Standard Information disclosed Page/Notes
Environmental TC-IM-130a.1 1. Total energy consumed pp. 106-109
Footprint of Hardware 2. Percentage of electricity network purchased
Infrastructure 3. Percentage renewable
TC-IM-130a.2 1. Total water withdrawn 1. p. 95
2. Total water consumed 2. Monitoring has not been
* Percentage of each in regions with High or conducted
Extremely High Baseline Water Stress
Telkom disclosed the percentage
of assets exposed to High and
Extremely High Baseline Water
Stress on p. 95
TC-IM-130a.3 Discussion of the integration of environmental p. 76
considerations into strategic planning for data
center needs
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Topic Standard Information disclosed Page/Notes
Data Privacy & TC-IM-220a.1 Description of policies and practices relating to Personal Data Protection
Freedom of targeted advertising and user privacy Guidelines p. 193
Expression
TC-IM-220a.2 Number of users whose information is used for No calculation has been done
secondary purposes for this metric, but how the data
is processed and managed is
described on p. 192-196
TC-IM-220a.3 Total amount of monetary losses as a result of legal p. 194
proceedings associated with user privacy
TC-IM-220a.4 1. Number of law enforcement requests for user TelkomGroup does not make
information disclosures unless required for law
2. Number of users whose information was enforcement purposes
requested
3. Percentage resulting in disclosure
TC-IM-220a.5 List of countries where core products or services p. 185
are subject to government required monitoring,
blocking, content filtering, or censoring
TC-IM-220a.6 Number of government requests to remove TelkomGroup does not remove
content, percentage compliance with requests content unless required for
law enforcement purposes.
TelkomGroup’s media and
communication ethics are
described on p. 185
Data Security TC-IM-230a.1 1. Number of data breaches p. 194
2. Percentage that are personal data breaches
3. Number of users affected
TC-IM-230a.2 Description of approach to identifying and p. 197
addressing data security risks, including use of
third-party cybersecurity standards
Employee TC-IM-330a.1 Percentage of employees that require a work visa 14% of Telin’s employees require a
Recruitment, work visa
Inclusion &
TC-IM-330a.2 Employee engagement as a percentage p. 117, 121
Performance
TC-IM-330a.3 Percentage of (1) gender and (2) diversity group pp. 163-173
representation for (a) executive management,
(b) non-executive management, (c) technical
employees, and (d) all other employees
Intellectual Property TC-IM-520a.1 Total amount of monetary losses as a result of legal p. 181
Protection & proceedings associated with anti-competitive
Competitive Behaviour behaviour regulations
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 6. Disclosure Index Based on IFRS S1
and S2/PSPK 1 and 2
The following indices focus on disclosures related to climate risks and opportunities guided by IFRS S1 and S2/PSPK 1 and
2, unless otherwise stated. The page presented refers to the Telkom Sustainability Report 2025.
Disclosure Requirements Page/Notes
Governance Sustainability Governance Framework (pp. 41-46) – covering climate and beyond climate
Climate governance (pp. 69)
Strategy
Risks and opportunities Managing Sustainability Risks and Opportunities (pp. 57-60)
Climate-related Risks and Opportunities (pp. 83-86)
Business model and value chains Climate-related Risks and Opportunities (pp. 83-86)
Strategy and decision-making Climate-related Risks and Opportunities (pp. 83-86)
Decarbonization Strategy (pp. 74-82)
Financial position, financial Financial Impact Assessment (pp. 87-88)
performance and cash flow Environmental Costs (p. 102)
Resilience Climate Scenario Analysis (pp. 86-87)
Towards Climate-Resilient Telecommunications Services (p. 88)
Risk Management Managing Sustainability Risks and Opportunities (p. 56-57) – covering climate and
beyond climate
Metrics and targets
Metrics TelkomGroup’s GHG Emission Performance (pp. 70-73)
Environmental Performance (pp. 104-111)
Appendix 7. GHG Emission Calculation Method (pp. 231-232)
Targets TelkomGroup Sustainability Targets 2030 (p. 61)
Decarbonization Strategy (p. 74)
Target-setting approach and Appendix 8. GHG Emission Reduction Target-Setting Methodology (p.233)
assumptions
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Appendix 7. GHG Emission Calculation
Method
[GRI 102-5,102-6,102-7, 305-1, 305-2, 305-3]
The calculation of GHG emissions Scope 1,2, and 3 follows the GHG Protocol Corporate Accounting & Reporting Standard.
The consolidation process is based on an operational control approach.
GHG emissions Method Exception
Scope 1 Emissions include:
a. Fuel for the genset
b. Fuel for the company's operational vehicles
c. Sewage Treatment Plant
d. Refrigerants used in air conditioning systems in office buildings,
facilities, and motor vehicles
e. CO2 fire extinguisher
Scope 2 Indirect emissions from electricity purchased from the State
Electricity Company (PLN) are calculated using the location-based
method.
Scope 3
Categories 1 and 2 Emissions related to purchased products and services are
calculated using the following methods:
a. Average-based method
b. Spend-based method
Category 3 Emissions from other fuel purchases are recorded in the internal
business management system
Categories 4 and 9 Emissions generated from transportation and distribution in
upstream and downstream processes by third parties
Category 5 Emissions from waste generated by the company's operational
activities are calculated using the waste-type specific method
Category 6 Emissions from business travel are calculated using the distance-
based method
Category 7 Emissions from employee commuting between homes and
worksites
Categories 8 and 13 Emissions from asset leasing (upstream and downstream) are
calculated using the average-data method
Category 11 Emissions from total electricity consumption from the use of the
product produced
Category 12 Emissions from waste disposal and the treatment of sold products
Category 15 Emissions from investments, calculated based on investment
emissions data or emissions based on economic activity
SUSTAINABILITY REPORT 2025 231
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Reference sources:
Source of emission factors:
• IPCC Guidelines for National Greenhouse Gas Inventories (2006) (Intergovernmental Panel on Climate Change)
• IPCC Sixth Assessment Report (AR6) (Intergovernmental Panel on Climate Change)
• DEFRA (2023) (UK Department for Environment, Food & Rural Affairs)
• Annex 4 Guidelines for Calculating and Reporting Greenhouse Gas Inventories of the Directorate General of Electricity
in the Energy Sector - Sub-Sector of Electricity (2018) (Ministry of Energy and Mineral Resources)
• Inventory of GHG Emissions in the Energy Sector (2020) (Ministry of Energy and Mineral Resources)
• Electricity Emission Factors of the Ministry of Energy and Mineral Resources (2019) (Ministry of Energy and Mineral
Resources)
• Fuel Oil and Coal Emission Factors of the Ministry of Energy and Mineral Resources (2023) (Ministry of Energy and
Mineral Resources)
• Exiobase and Climatiq (Consortium proxies and Artificial Intelligence-driven data providers)
Source of Global Warming Potential (GWP):
• IPCC Sixth Assessment Report (AR6) (Intergovernmental Panel on Climate Change)
Source of Net Calorific Value (NCV):
• Annex 4 Guidelines for Calculating and Reporting Greenhouse Gas Inventories of the Directorate General of Electricity
in the Energy Sector - Sub-Sector of Electricity (2018) (Ministry of Energy and Mineral Resources)
• Electricity Emission Factors of the Ministry of Energy and Mineral Resources (2019) (Ministry of Energy and Mineral
Resources)
• Fuel Oil and Coal Emission Factors of the Ministry of Energy and Mineral Resources (2023) (Ministry of Energy and
Mineral Resources)
• IPCC Guidelines for National Greenhouse Gas Inventories (2006) (Intergovernmental Panel on Climate Change)
Sources of Methane Producing Capacity and Methane Correction Factor (MCF):
• 2019 Refinement to the 2006 IPCC Guidelines for National Greenhouse Gas Inventories (2019) (Intergovernmental Panel
on Climate Change)
• Methodology for Calculating GHG Emissions in the Waste Treatment Sector of the Ministry of Environment and Forestry
(2012) (Ministry of Environment and Forestry)
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Appendix 8. GHG Emission Reduction Target-
Setting Methodology
[GRI 102-1, 102-4, 305-5]
In line with Indonesia's commitment to reduce GHG emissions through the Nationally Determined Contribution (NDC),
TelkomGroup sets targets and commitments to manage GHG emissions from the company's operational activities in a
gradual and measurable manner, as follows:
- Achieving a 20% reduction in TelkomGroup's Scope 1 and 2 GHG emissions by 2030 compared to the base year 2023, which
is determined based on TelkomGroup's internal capabilities and growing good practices in the telecommunications
industry.
- Achieving net zero emissions by 2060 or sooner, in line with the Government of Indonesia's commitment.
GHG emission reduction targets are established using an operational performance-based approach combined with
benchmarking of industry practices, taking into account the company's operational readiness, the current state and
availability of technologies, telecommunications industry best practices, and alignment with national policy direction
aimed at achieving NZE 2060.
TelkomGroup has developed a Scope 1 (excluding biogenic emissions) and Scope 2 (location-based) decarbonization
pathway by identifying key decarbonization initiatives tailored to subsidiaries' business models, and building upon
estimated potential emission reduction from both completed and planned action plans. The emission reduction trajectory
is projected using reasonable operational assumptions, such as an average electricity consumption intensity of 7.5 MWh
per worker per year for office buildings, based on the Energy Intensity Assessment (EIA) benchmark, and an emission
factor of 0.87 tCO2e/MWh for the Java grid. Furthermore, these assumptions and key initiatives are aligned with the
evolving technological advancements, energy market trends, and national policies to ensure the transition pathway
remains relevant and feasible.
This Climate Transition Plan will be continuously refined based on the insights from its implementation. Additionally,
significant changes in business activities, including but not limited to mergers, acquisitions, or divestments, may impact
TelkomGroup's progress toward achieving its climate targets. In such cases, TelkomGroup will update the GHG inventory in
accordance with GHG Protocol reporting standards and adjust the pathways and targets to reflect the new circumstances.
SUSTAINABILITY REPORT 2025 233
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Appendix 9. Association Memberships
[OJK C.5] [GRI 2-28]
No. National Participants
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
234 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
No. National Participants
27. Asosiasi Perusahaan Pengadaan Komputer dan Telematika Indonesia (ASPEKMI) Nutech, Infomedia, Swadharma Sarana
Informatika (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 Industri Swadharma Sarana Informatika (SSI),
(ARDIN) Telkomsat
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 (KORIKA) Telkom
42. Forum Human Capital Indonesia (FHCI) Telkom
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
SUSTAINABILITY REPORT 2025 235
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
No. International Participants
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. PMO Global Alliance (PMOGA) Sigma
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
236 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13 Appendix 10. External Assurance Statement of the Sustainability Report [OJK G.1] SUSTAINABILITY REPORT 2025 237
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 238 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13 SUSTAINABILITY REPORT 2025 239
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 240 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Appendix 11. Opinion on GHG Emission
Verification Results
Report No: TRID-GHG-N12-26008
PT Telkom Indonesia (Persero) Tbk
and Its Subsidiaries
Opinion of Verification
April 2026
PT Telkom Indonesia (Persero)
Graha Merah Putih (GMP) Telkom, Jl. Japati No. 1 40133, Bandung, Jawa Barat, Indonesia
Scope
PT Telkom Indonesia (Persero) (“Responsible Party”) engaged PT TUV Rheinland Indonesia (“TRID”)
to review PT Telkom Indonesia (Persero) and its subsidiaries’ 2025 Corporate Greenhouse Gas (GHG)
Inventory, and supporting evidence, detailing the GHG emissions and associated source documents
over the period January 1st, 2025 to December 31st, 2025. These components are collectively referred
to as the “GHG Statement” for the purposes of this report.
The Responsible Party is responsible for the preparation and presentation of information within the GHG
Statement. Our responsibility is to express a conclusion as to whether anything has come to our attention
to suggest that the GHG Statement is not presented fairly in accordance with generally accepted
greenhouse gas (GHG) accounting standards, in particular ISO 14064 Part 1: Specification with
guidance at the organization level for quantification and reporting of greenhouse gas emissions and
removals.
Methodology
We completed our review in accordance with ISO 14064 Part 3:2019 – Greenhouse Gases:
Specification with guidance for the verification and validation of greenhouse gas statements. As such,
we planned and performed our work in order to provide limited, rather than absolute assurance with
respect to the GHG Statement. Our review criteria were based on this guidance. We have reviewed the
GHG Statement and associated documentation and we believe our work provides a reasonable basis
for our conclusion.
Conclusion
Based on our review, nothing has come to our attention which causes us to believe that the GHG
Statement is not presented fairly in accordance with the relevant criteria. During the verification process,
TRID identified a few discrepancies in the GHG inventory of PT Telkom Indonesia (Persero) and its
subsidiaries. These discrepancies were promptly addressed and corrected by PT Telkom Indonesia.
TRID has verified GHG Statement of PT Telkom Indonesia (Persero) and its subsidiaries’ as below:
SUSTAINABILITY REPORT 2025 241
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Report No: TRID-GHG-N12-26008
PT Telkom Indonesia (Persero) Tbk
and Its Subsidiaries
Emission
Sources (tCO2e)
2025
Category 1: Direct GHG emissions and removals 46,068.08
1.1. Direct emissions from stationary combustion 12,288.35
1.2. Direct emissions from mobile combustion 21,874.05
1.3. Direct process emissions and removals from industrial processes -
1.4. Direct fugitive emissions from the release of GHGs in anthropogenic systems 11,905.68
1.5. Direct emissions and removals from land use, land use change and forestry (LULUCF) -
2,182,493.2
Category 2: Indirect GHG emissions from imported energy
5
2,182,493.2
2.1. Indirect emissions from imported electricity
5
2.2. Indirect emissions from imported energy -
Category 3: Indirect GHG emissions from transportation 4,188.27
3.1. Emissions from upstream transport and distribution for goods 51.12
3.2. Emissions from downstream transport and distribution for goods 172.64
3.3. Emissions from employee commuting 389.78
3.4. Emissions from client and visitor transport -
3.5. Emissions from business travel 3,574.74
Category 4: Indirect GHG emissions from products used by an organization 594,440.49
4.1. Emissions from purchased goods and services including fuel- and energy-related
activities
269,681.88
4.2. Emissions from capital goods 239,681.53
4.3. Emissions from the disposal of solid and liquid waste 270.69
4.4. Emissions from the use of assets 77,941.42
4.5. Emissions from the use of services that are not described in the above subcategories 6,864.98
Category 5: Indirect GHG emissions associated with the use of products from the 1,368,896.9
organization 5
1,367,736.8
5.1. Emissions or removals from the use stage of the product
3
5.2. Emissions from downstream leased assets 833.40
5.3. Emissions from end-of-life stage of the product 58.64
5.4. Emissions from investments 268.08
Category 6: Indirect GHG emissions from other sources -
4,196,087.0
Total emissions
4
7.1 GHG emission reduction and removal enhancement initiatives
Reduction through contractual instruments, such as Renewable Energy Certificates (REC) (42,425.71)
Biogenic CO2 emissions from stationery and mobile combustion (4,816.04)
*If facts or new information that could materially affect the verification opinion are discovered after this report is released, the
verifier will take appropriate action, including communicating the matter as soon as practicable to the party responsible and the
client.
For and on behalf of PT TUV Rheinland Indonesia:
I Nyoman Susila
Managing Director
PT TUV Rheinland Indonesia ;
Menara Karya Building. 10th Fl. Jl. HR. Rasuna Said Block X-5 Kav.1-2 Jakarta 12950, Indonesia
242 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Appendix 12. Feedback Form
[OJK G.2]
FEEDBACK ON PT TELKOM INDONESIA (PERSERO) TBK'S 2025 SUSTAINABILITY REPORT
Thank you for taking the time to read this Sustainability Report. As part of our efforts to improve the content of next year's
reporting, we kindly invite you to provide feedback by answering a few questions below.
Questions
1. In your opinion, this Sustainability Report provided useful information about the various activities carried out by PT
Telkom Indonesia (Persero) Tbk.
SS S RR TS STS
2. In your opinion, the material in this Sustainability Report, including the data and information presented, is easy to
understand and comprehend.
SS S RR TS STS
3. In your opinion, the material in this Sustainability Report, including the data and information presented, is
comprehensive enough, covering all sustainability issues.
SS S RR TS STS
4. In your opinion, the material in this Sustainability Report, including the data and information presented, is reliable for
decision-making.
SS S RR TS STS
Information:
Notes:
SS: Strongly Agree S: Agree RR: Average TS: Disagree STS: Strongly Disagree
5. In your opinion, what information presented in this Sustainability Report do you find useful?
a.
b.
c.
6. In your opinion, what information presented in this Sustainability Report do you find less useful?
a.
b.
c.
7. In your opinion, how do you find the appearance of this Sustainability Report in terms of content, design, layout, and
the included photographs?
a.
b.
c.
8. In your opinion, what information do you feel is lacking and should be included in future Sustainability Reports?
a.
b.
c.
SUSTAINABILITY REPORT 2025 243
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Your Profile
Full Name:
Age and Gender: Thn L / P (coret yang tidak perlu)
Institution/Company:
Type of Institution/Company:
Government Industry Media LSM Community Other
For returning the form and other matters related to the Sustainability Report, please submit them to:
Sustainability Function Unit
PT Telkom Indonesia (Persero) Tbk
The Telkom Hub, Telkom Landmark Tower II, Lantai 39
Jl. Jend Gatot Subroto Kav. 52, Jakarta, Indonesia, 12710
Tel: (62-21) 521 5109
Fax: (62-21) 522 0500
email: sustainability @telkom.co.id
website: www.telkom.co.id
244 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
Appendix 13. Glossary
Glossary Description
4G/LTE Fourth-generation internet network technology based on the Internet Protocol (IP) for fast and stable data
transfer.
5G The fifth generation of mobile communication with high speed, low latency, and massive device
connectivity.
AI (Artificial Artificial intelligence; a computer program designed to think and complete tasks by recognizing data
Intelligence) patterns.
B2B Business-to-Business is a model of selling products or services between companies/businesses.
B2C Business-to-Customer is a model of service or selling goods/services directly to individual consumers.
Big Data A collection of data in very large and complex amounts that is generated very quickly.
BUMN BUMN is a company that is owned or established by the Government for commercial activities.
CAGR Compound Annual Growth Rate is the average annual growth rate on an investment over a certain period.
Cyber Security Efforts to protect information and systems from digital attacks that disrupt the confidentiality and integrity
of data.
Data Center Computing infrastructure facilities for collecting, processing, storing, and distributing large-scale data.
Digital Ways of A digital work behavior framework that supports the acceleration of TelkomGroup's digital transformation.
Working BISA
(Bravery, Integrity,
Service Excellence,
dan Agility)
ERM Enterprise Risk Management is a systematic approach to managing risk at all levels of the company.
ESG Environmental, Social, and Governance are criteria for environment, social, and governance in measuring a
company's sustainability.
Fiber Optic Optical fiber cable that uses laser technology to transmit data through thin glass filaments.
GHG / GRK Greenhouse Gas or Gas Rumah Kaca is a gas in the atmosphere (such as CO2, methane) that traps heat and
causes global warming.
GraPARI Physical customer service center for Telkomsel network users.
GRI The Global Reporting Initiative is a sustainability reporting standard that focuses on the economic,
environmental, and social impacts of an organization on its stakeholders, using an impact-based approach.
IFRS S1 International Financial Reporting Standards – Sustainability Disclosure Standard 1 is a sustainability
disclosure standard that sets out general requirements for disclosing information related to financially
material sustainability risks and opportunities, covering aspects of governance, strategy, risk management,
as well as metrics and targets.
IFRS S2 International Financial Reporting Standards – Sustainability Disclosure Standard 2: Climate-related
Disclosures is a disclosure standard that specifically regulates information related to climate change risks
and opportunities, including their impact on strategy, business models, financial performance, as well as
climate-related metrics and targets.
IoT The Internet of Things is a concept of physical objects that are connected to the internet and are able to
exchange data with each other.
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06 Appendix Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6
Glossary Description
IPCC The Intergovernmental Panel on Climate Change is an institution that provides regular scientific
assessments to policymakers regarding the impacts, risks, and mitigation options of climate change to
provide information for international climate negotiations.
ISSB The International Sustainability Standards Board is a body under the auspices of the IFRS in creating and
developing financial reporting standards related to sustainability to meet investors' needs for sustainability
reporting.
OHS Occupational Safety and Health is a protection system to prevent accidents and diseases in the workplace.
Mbps Megabit per second is a unit of measurement for the speed of digital data transmission per second.
NDC Nationally Determined Contributions are a country's commitment to reducing greenhouse gas emissions
nationally.
NGFS The Network for Greening the Financial System is a global central bank network to accelerate
environmentally friendly finance (green finance).
NZE Net Zero Emission is a balanced condition between the emissions produced and the emissions absorbed
back from the atmosphere.
OJK The Financial Services Authority is an independent institution that oversees all financial services activities
in Indonesia.
PSPK 1 Pedoman Standar Pelaporan Keberlanjutan 1 which regulates the general principles for the preparation and
presentation of sustainability information, including governance aspects, strategy, risk management, and
financially relevant performance.
PSPK 2 Pedoman Standar Pelaporan Keberlanjutan 2, which specifically regulates disclosures related to climate
change, includes climate risks and opportunities, transition strategies, as well as related metrics and
targets.
SASB The Sustainability Accounting Standards Board is a sustainability reporting standard that guides companies
to disclose financially material ESG risks and opportunities to investors in 77 industries.
Scope 1, 2, 3 GHG emissions categorization; Scope 1 (direct), Scope 2 (purchased energy), and Scope 3 (supply/value
chain)
SDGs The Sustainable Development Goals are 17 global UN goals for sustainable development until the year 2030.
SSP Shared Socio-economic Pathways are scenarios for projecting global socio-economic changes related to
climate impacts.
TCFD The Task Force on Climate-related Financial Disclosures is a task force that provides a framework for
disclosing financial risks due to climate change.
CSR Social and Environmental Responsibility is the ethical commitment of companies/SOEs to economic and
social development.
TLT Telkom Landmark Tower is the operational headquarters office building of Telkom Indonesia in Jakarta.
WBS The Whistleblowing System is a confidential complaint system regarding alleged ethical violations or fraud.
Witel Telecommunication Area is a unit for geographic operational division within Telkom.
246 PT TELKOM INDONESIA (PERSERO) Tbk
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Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13
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Unit Kerja Pengelola Sustainability PT Telkom Indonesia (Persero) Tbk The Telkom Hub, Telkom Landmark Tower II, Lantai 39 Jl. Jend Gatot Subroto Kav. 52, Jakarta, Indonesia, 12710 Tel: (62-21) 521 5109 Fax: (62-21) 522 0500 email: sustainability @telkom.co.id website: www.telkom.co.id Printed on FSC-certified paper
Names mentioned 49 people and organisations named in the text · linked when the evidence is strong
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PT Telkom Data Ekosistem
p.8
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PT Telekomunikasi Selular
p.8
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PT Telkom Satelit Indonesia
p.8
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PT Telkom Akses
p.8
unresolved
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PT Multimedia Nusantara
p.8
unresolved
org
PT Sigma Cipta Caraka
p.8
unresolved
org
PT Graha Sarana Duta
p.8
unresolved
org
Financial Services Authority
p.9
unresolved
org
Ministry of SOEs
p.23 ×2
unresolved
org
Indonesia Stock Exchange
p.23 ×2
unresolved
org
Minister of SOEs Number PER-
p.37 ×2
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—
AGMS
· Commissioner
p.38
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person
Male
· Commissioner
p.38
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org
Minister of State-Owned Enterprises Number PER-
p.42
unresolved
org
Minister of State-Owned Enterprises Regulation Number PER-
p.42
unresolved
org
Ministry of State-Owned Enterprises
p.42
unresolved
org
Minister of State-Owned Enterprises
p.43
unresolved
org
PT ESQ
p.48
unresolved
org
PT British Standard Institution
p.49 ×2
unresolved
org
PT Sucofindo Prima Internasional
p.49
unresolved
org
PT Energy Management Indonesia The Tradable Instrument
p.84
unresolved
org
PT Rangga Sakti
p.93
unresolved
org
Ministry of Environment and Forestry
p.98
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