# EDGAR Filing Document

**Accession Number:** 0001001807
**File Stem:** 0001104659-26-059520
**Filing Date:** 2026-5
**Character Count:** 2112476
**Document Hash:** 7532eabd2ebb416b566335725020c7d0
**Contains OCR:** False
**Source Format:** 

## Filing Content

## Filing Summary
**0001104659-26-059520.hdr.sgml**: 20260513

**ACCESSION NUMBER**: 0001104659-26-059520

**CONFORMED SUBMISSION TYPE**: 6-K

**PUBLIC DOCUMENT COUNT**: 92

**CONFORMED PERIOD OF REPORT**: 20260512

**FILED AS OF DATE**: 20260513

**DATE AS OF CHANGE**: 20260512

**FILER**: 

**COMPANY DATA:**
- **COMPANY CONFORMED NAME:** PERUSAHAAN PERSEROAN PERSERO PT TELEKOMUNIKASI INDONESIA TBK
- **CENTRAL INDEX KEY:** 0001001807
- **STANDARD INDUSTRIAL CLASSIFICATION:** TELEPHONE COMMUNICATIONS (NO RADIO TELEPHONE) [4813]
- **ORGANIZATION NAME:** 06 Technology
- **EIN:** 999999999
- **FISCAL YEAR END:** 1231

**FILING VALUES:**
- **FORM TYPE:** 6-K
- **SEC ACT:** 1934 Act
- **SEC FILE NUMBER:** 001-14406
- **FILM NUMBER:** 26970047

**BUSINESS ADDRESS:**
- **STREET 1:** JL. JAPATI 1
- **CITY:** BANDUNG
- **STATE:** K8
- **ZIP:** 40133
- **BUSINESS PHONE:** 62-224527101

**MAIL ADDRESS:**
- **STREET 1:** JL. JAPATI 1
- **CITY:** BANDUNG
- **STATE:** K8
- **ZIP:** 40133

.

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**UNITED STATES**

**SECURITIES AND EXCHANGE COMMISSION**

**Washington, D.C. 20549**

**Form 6-K**

**REPORT OF FOREIGN PRIVATE ISSUER PURSUANT TO RULE 13 a-16 OR 15d-16**

**UNDER THE SECURITIES EXCHANGE ACT OF 1934**

**For the month of May, 2026**

**Perusahaan Perseroan (Persero)**

**PT Telekomunikasi Indonesia Tbk**

(Exact name of Registrant as specified in its charter)

**Telecommunications Indonesia**

(A state-owned public limited liability Company)

(Translation of registrant's name into English)

**Jl. Japati No. 1 Bandung 40133, Indonesia**

(Address of principal executive office)

**Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F:**

**Form 20-F** 🗹 **Form 40-F** 

**Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):**

**Yes**  **No** 🗹

**Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):**

**Yes**  **No** 🗹

------

**SIGNATURES**

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on behalf by the undersigned, thereunto duly authorized.

---

| | |
|:---|:---|
|  | Perusahaan Perseroan (Persero) |
|  | PT Telekomunikasi Indonesia Tbk |
|  | (Registrant) |
| <u>May 12, 2026</u>  | By: /s/ Jati Widagdo |
|  | (Signature) |
|  | Jati Widagdo |
|  | SVP Corporate Secretary |

---

------

[Table of Content](#TOC)

### DISCLAIMER
PT Telkom Indonesia (Persero) Tbk has published this Report as a form of transparency and accountability to present material data and information for our stakeholders. In general, the contents of this Report are derived from internal analysis as well as credible document sources and trustworthy sources. Some parts of this Report contain data and information that are forward-looking statements such as targets, expectations, forecasts, estimates, prospects, or projections of Telkom's future operational performance and business conditions. Before being presented in this Report, Telkom has carefully considered the data and information.

However, Telkom understands that risks and uncertainties that are caused by several factors, such as changes in the economic, social, and political conditions in Indonesia may affect future operational performance and business conditions. Consequently, Telkom would like to remind readers that Telkom cannot guarantee that the data and information that comprise this Report's forward-looking statements are true, accurate, and can be fulfilled entirely.

In addition to publishing this Report, Telkom as a company listed on the New York Stock Exchange (NYSE) is also required to submit SEC Form 20-F as Annual Report to the Securities and Exchange Commission (SEC). Therefore, some of the information in the 2025 Annual Report can also be found in SEC Form 20-F, although the two Reports are not the same.

The terms of "Telkom" and Company in this Report refer to the parent entity, while the terms of "Telkom and Subsidiaries" or "TelkomGroup" refer to the parent company and its subsidiaries and affiliated entities together. However, the use of the term "Telkom" does not exclude subsidiaries and affiliates from the scope of the contents and discussion of the Report. For the convenience of stakeholders, the electronic document of this 2025 Annual Report can be accessed and downloaded through http://www.telkom.co.id or by scanning the following QR code:

![Graphic](tmb-20260512x6k001.jpg)

IDX Ticker : TLKM <br> NYSE Ticker : TLK

Telkom stakeholders can submit questions and suggestions to:

**Corporate Secretary**

PT Telkom Indonesia (Persero) Tbk

The Telkom Hub, Telkom Landmark Tower 36<sup>th</sup> Floor

Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia

---

| | |
|:---|:---|
| E-mail | : investor@telkom.co.id |
| Facebook | : TelkomIndonesia |
| Instagram | : telkomindonesia |
| Twitter/X | : @telkomindonesia |

---

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[Table of Content](#TOC)

## THEME
**Reinventing the Core to Shape Indonesia's Digital Future**

Through the theme "Reinventing the Core to Shape Indonesia's Digital Future," Telkom highlights its focused transformation to rebuild its foundation and reinforce its position as Indonesia's leading digital ecosystem enabler. It represents Telkom's shift to a Strategic Holding that drives growth through operational excellence, portfolio simplification, and asset value optimization.

This transformation centers on renewal, focus, and progress by renewing the organization's structure and culture, focusing on core capabilities in connectivity, infrastructure, and digital platforms, while driving continuous progress toward sustainable digital leadership.

Through this process, Telkom is laying a stronger, more agile foundation to shape Indonesia's digital advancement, support national competitiveness, and create lasting value for all stakeholders.

------

[Table of Content](#TOC)

### **TABLE OF CONTENTS**

---

| | |
|:---|:---|
| [**TELKOM HIGHLIGHTS**](#a000_TELKOM_HIGHLIGHTS) | **5** |
| [Telkom Transformation 2030](#a001_Telkom_Transformation_2030) | 6 |
| [Telkom Profile and Subsidiaries](#a002_Telkom_Profile_Subsidiaries) | 9 |
| [Products and Customers](#a003_Products_and_Customers) | 13 |
| [Operational Areas and Services](#a004_Operational_Areas_Services) | 14 |
| [Key Financial Highlights](#a005_Key_Financial_Highlights) | 16 |
| [Sustainability Highlights](#a006_Sustainability_Highlights) | 19 |
| [Stock Information](#a007_Stock_Information) | 20 |
| [Information on Obligations, Sukuk or Convertible Bonds](#a008_Obligations_Sukuk_Convertible_Bonds) | 22 |
| [Key Events in 2025](#a009_Key_Events_2025) | 23 |
| [**MANAGEMENT REPORTS**](#b000_MANAGEMENT_REPORTS) | 25 |
| [Report of the Board of Commissioners](#b001_Report_BOC) | 26 |
| [Report of the Board of Directors](#b002_Report_BOD) | 31 |
| [Statement Letter of Responsibility for 2025 Annual Report](#b003_Statement_Letter_AR_2025) | 37 |
| [**ABOUT TELKOM**](#c000_ABOUT_TELKOM) | 39 |
| [Purpose, Vision, Mission, and Strategy](#c001_Purpose_Vision_Mission_Strategy) | 40 |
| [Corporate Culture and Values](#c002_Corporate_Culture_Values) | 41 |
| [Telkom Milestones and Company Name Changes](#c003_Telkom_Milestones) | 44 |
| [Business Activities](#c004_Business_Activities) | 46 |
| [Telkom Organizational Structure](#c005_Telkom_Organizational_Structure) | 48 |
| [List of Industry Association Memberships](#c006_Industry_Association_Memberships) | 49 |
| [Board of Commissioners' Profiles](#c007_BOC_Profiles) | 51 |
| [Board of Directors' Profiles](#c008_BOD_Profiles) | 62 |
| [Senior Vice Presidents' Profiles](#c009_SVP_Profiles) | 74 |
| [Telkom Employee Profile](#c010_Telkom_Employee) | 75 |
| [Shareholders Composition](#c011_Shareholders_Composition) | 78 |
| [Subsidiaries, Associated Companies, and Joint Ventures](#c012_Subsidiaries_Companies) | 81 |
| [Chronology of Stock Registration](#c013_Stock_Registration) | 87 |
| [Chronology of Other Securities Registration](#c014_Other_Securities_Registration) | 89 |
| [Use of Public Accounting Services and Public Accounting Firms](#c015_KAP) | 91 |
| [Name and Address of Institutions and/or Supporting Capital Market Profession](#c016_Capital_Market_Profession) | 93 |
| [**MANAGEMENT DISCUSSION AND ANALYSIS**](#d000_MDNA) | **95** |
| [Business Overview](#d001_Business_Overview) | 96 |
| [Operational Overview by Business Segment](#d002_Operational_Business_Segment) | 101 |
| [Marketing Overview](#d003_Marketing_Overview) | 111 |
| [Comprehensive Financial Performance](#d004_Financial_Performance) | 121 |
| [Solvency](#d005_Solvency) | 136 |
| [Capital Structure and the Management Policies for Capital Structure](#d006_Capital_Structure) | 137 |
| [Realization of Capital Expenditure](#d007_Realization_Capex) | 138 |
| [Material Commitment for Capital Expenditure](#d007_Realization_Capex) | 139 |
| [Receivables Collectability](#d009_Receivables_Collectability) | 140 |
| [Material Information and Fact After Accountant Reporting Date](#d010_Material_Information_After_Reportin) | 141 |
| [Business Prospects and Sustainability of the Company](#d011_Business_Prospects) | 142 |
| [Comparison of Initial Year Target and Realization](#d012_Comparison_Realization) | 144 |
| [Target or Projections for the Following Year](#d013_Tgt_Following_Year) | 145 |
| [Dividend](#d014_Dividend) | 146 |
| [Realization of Public Offering Fund](#d015_Realization_of_Public_Offering_Fund) | 147 |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| [Material Information Regarding Transaction with Conflict of Interest, Transaction with Affiliated Parties, Investment, Divestment, and Acquisition](#d016_Material_Information_Transaction) | [Material Information Regarding Transaction with Conflict of Interest, Transaction with Affiliated Parties, Investment, Divestment, and Acquisition](#d016_Material_Information_Transaction) | 148 |
| [Changes in Law and Regulation](#d017_Changes_in_Law_and_Regulation) | [Changes in Law and Regulation](#d017_Changes_in_Law_and_Regulation) | 149 |
| [Changes in Accounting Policy](#d018_Changes_in_Accounting_Policy) | [Changes in Accounting Policy](#d018_Changes_in_Accounting_Policy) | 150 |
| [**CORPORATE GOVERNANCE**](#e000_CORPORATE_GOVERNANCE) | [**CORPORATE GOVERNANCE**](#e000_CORPORATE_GOVERNANCE) | **151** |
| [Corporate Governance Principle and Platform](#e001_GCG_Principle_Platform) | [Corporate Governance Principle and Platform](#e001_GCG_Principle_Platform) | 152 |
| [Corporate Governance Structure](#e002_GCG_Structure) | [Corporate Governance Structure](#e002_GCG_Structure) | 161 |
| [Corporate Governance Assessment](#e003_GCG_Assessment) | [Corporate Governance Assessment](#e003_GCG_Assessment) | 162 |
| [General Meeting of Shareholders (GMS)](#e004_GMS) | [General Meeting of Shareholders (GMS)](#e004_GMS) | 163 |
| [Board of Commissioners](#e005_BOC) | [Board of Commissioners](#e005_BOC) | 180 |
| [Committee Under the Board of Commissioners](#e006_Committee_Under_BOC) | [Committee Under the Board of Commissioners](#e006_Committee_Under_BOC) | 201 |
| [Board of Directors](#e007_BOD) | [Board of Directors](#e007_BOD) | 265 |
| [Nomination and Remuneration of the Board of Commissioners and the Board of Directors](#e008_Remuneration_BOC_BOD) | [Nomination and Remuneration of the Board of Commissioners and the Board of Directors](#e008_Remuneration_BOC_BOD) | 291 |
| [Corporate Secretary](#e009_Corporate_Secretary) | [Corporate Secretary](#e009_Corporate_Secretary) | 296 |
| [Internal Audit Department](#e010_Internal_Audit_Department) | [Internal Audit Department](#e010_Internal_Audit_Department) | 298 |
| [Internal Control System](#e011_Internal_Control_System) | [Internal Control System](#e011_Internal_Control_System) | 301 |
| [Risk Management System](#e011_Risk_Management_System) | [Risk Management System](#e011_Risk_Management_System) | 305 |
| [Significant Legal Disputes](#e012_Significant_Legal_Disputes) | [Significant Legal Disputes](#e012_Significant_Legal_Disputes) | 321 |
| [Corporate Code of Conduct](#e013_Corporate_Code_Conduct) | [Corporate Code of Conduct](#e013_Corporate_Code_Conduct) | 323 |
| [Employee Stock Ownership Program](#e014_Employee_Stock_Ownership_Program) | [Employee Stock Ownership Program](#e014_Employee_Stock_Ownership_Program) | 326 |
| [Policy Regarding Reporting Share Ownership of Directors and Commissioners](#e015_BOC_BOD_Share_Ownership) | [Policy Regarding Reporting Share Ownership of Directors and Commissioners](#e015_BOC_BOD_Share_Ownership) | 328 |
| [Whistleblowing System](#e016_Whistleblowing_System) | [Whistleblowing System](#e016_Whistleblowing_System) | 329 |
| [Anti-Corruption Policy](#e017_Anti_Corruption_Policy) | [Anti-Corruption Policy](#e017_Anti_Corruption_Policy) | 335 |
| [Information Regarding Administrative Sanctions](#e018_Administrative_Sanctions) | [Information Regarding Administrative Sanctions](#e018_Administrative_Sanctions) | 344 |
| [Information Access and Company's Public Data](#e019_Company_Public_Data) | [Information Access and Company's Public Data](#e019_Company_Public_Data) | 345 |
| [Special Assignments](#e020_Special_Assignments) | [Special Assignments](#e020_Special_Assignments) | 346 |
| [**CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENT (CSR)**](#f000_CSR_DIVIDER) | [**CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENT (CSR)**](#f000_CSR_DIVIDER) | **347** |
| [Brief Summary of Corporate Social Responsibility and Environment](#f001_Brief_Summary_CSR)  | [Brief Summary of Corporate Social Responsibility and Environment](#f001_Brief_Summary_CSR)  | 348 |
| [Implementation Report on Corporate Social Responsibility and Environment](#f002_Implementation_Report_CSR) | [Implementation Report on Corporate Social Responsibility and Environment](#f002_Implementation_Report_CSR) | 349 |
| [**APPENDICES**](#g000_APPENDICES) |  | **370** |
| Appendix 1: | [Glossary](#g001_Glossary) | 371 |
| Appendix 2: | [List of Abbreviations](#g002_List_Abbreviations) | 378 |
| Appendix 3: | [Cross Reference to the Circular Letter by the Financial Services Authority No. 16/SEOJK.04/2021](#g003_Cross_Reference_SEOJK16) | 382 |
| Appendix 4: | [Affiliate Transactions List](#g004_Affiliate_Transactions_List) | 396 |
| **CONSOLIDATED FINANCIAL STATEMENTS** | **CONSOLIDATED FINANCIAL STATEMENTS** |  |
| Audited Consolidated Financial Statements 2025 and Audited Financial Statements 2025 for *Program Pendanaan Usaha Mikro dan Usaha Kecil* | Audited Consolidated Financial Statements 2025 and Audited Financial Statements 2025 for *Program Pendanaan Usaha Mikro dan Usaha Kecil* |  |
| Annual Report 2025 Feedback Form PT Telkom Indonesia (Persero) Tbk | Annual Report 2025 Feedback Form PT Telkom Indonesia (Persero) Tbk |  |

---

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[Table of Content](#TOC)

## TELKOM HIGHLIGHTS

---

| | |
|:---|:---|
| 6 | [Telkom Transformation 2030](#a001_Telkom_Transformation_2030) |
| 9 | [Telkom Profile and Subsidiaries](#a002_Telkom_Profile_Subsidiaries) |
| 13 | [Products and Customers](#a003_Products_and_Customers) |
| 14 | [Operational Areas and Services](#a004_Operational_Areas_Services) |
| 16 | [Key Financial Highlights](#a005_Key_Financial_Highlights) |
| 19 | [Sustainability Highlights](#a006_Sustainability_Highlights) |
| 20 | [Stock Information](#a007_Stock_Information) |
| 22 | [Information on Obligations, Sukuk or Convertible Bonds](#a008_Obligations_Sukuk_Convertible_Bonds) |
| 23 | [Key Events in 2025](#a009_Key_Events_2025) |

---

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[Table of Content](#TOC)

### TELKOM TRANSFORMATION 2030
In 2025, Telkom took a historic step by undertaking the most significant structural transformation in the Company's history to become a strategic holding company focused on creating long-term value. This transformation is aimed at simplifying the portfolio, strengthening governance, and reorganizing the organization to enable faster, more accurate, and measurable portfolio execution.

As the foundation for this transformation, Telkom has established Iconic Moves, the four pillars of **TLKM 30** transformation. Pillar T, namely **operaTional and service excellence** pillar focuses on corporate culture reform, governance alignment, and improving the effectiveness of capital and operational spending to drive efficiency and quality of service and user experience. Pillar L, namely **streamLining** pillar is aimed at simplifying the business structure through the consolidation of overlapping units and the divestment of non-core lines so that resources can fully support the company's core competencies. Pillar K, namely **unlocK value** pillar encourages the monetization of high-value infrastructure assets such as data centers, towers, and fiber networks through strategic partnerships that generate optimal added value. Meanwhile, pillar M, namely **Modus operandi shift** pillar emphasizes Telkom's shift from an operating company to a strategic holding company that acts as a strategic director, capital management, and value creation optimizer at the group level, in line with Telkom's transformation from a traditional telecommunications company to a national digital infrastructure provider.

With an increasingly clear direction for transformation and increasingly solid execution across all business units, Telkom has cemented its role as an enabler of Indonesia's digital ecosystem and is driving sustainable value creation on a national scale. This transformation is a strategic foundation for entering the next phase of growth, which will lead Telkom towards a more agile, highly competitive corporate structure that is oriented towards consistent value creation for shareholders and all stakeholders.

**TELKOM TRANSFORMATION STRATEGY**

In response to the ever-evolving dynamics of the telecommunications and digital industries, Telkom has established a clear, integrated, and long-term policy direction. Changes in customer behavior, the acceleration of digital technology adoption, increased competition, and increasingly complex governance requirements have prompted Telkom to continue strengthening its business foundation while improving the organization's agility in processing change.

The Company's general policy direction is formulated as a strategic foundation to ensure business growth, business model relevance, and the Company's contribution in supporting the national digital transformation agenda. This policy is designed to maintain a balance between short-term performance achievement and long-term capability development, while upholding the principles of prudence, good governance, and the creation of sustainable value for all stakeholders.

Within this framework, the Company places strengthening its business fundamentals as the main focus of its strategic policy. This strengthening includes improving operational performance, restructuring the business portfolio, developing organizational capabilities, and optimizing the use of digital infrastructure assets. The strategic restructuring of the business portfolio is also reflected in a recent corporate move approved by shareholders, namely the approval of the spin-off of part of the Wholesale Fiber Connectivity business and assets to a new entity called InfraNexia. This approval was obtained through an Extraordinary General Meeting of Shareholders on December 12, 2025, and is an integral part of a broader transformation strategy and business focus restructuring.

The spin-off is part of the implementation of a policy direction that emphasizes portfolio restructuring and business focus. Through InfraNexia, the Company can strengthen its focus on developing its fibre business with higher operational efficiency and open opportunities for strategic partnerships in the future. This step is also in line with the Company's efforts to strengthen its infrastructure function as the main pillar of national digital connectivity.

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[Table of Content](#TOC)

**TELKOM TRANSFORMATION PILLARS**

![Graphic](tmb-20260512x6k002.jpg)

Telkom's transformation is carried out through four mutually integrated strategic pillars designed to strengthen the Company's position as a leader in the national digital ecosystem. These pillars form the main framework for driving disciplined, focused, and consistent execution of transformation, with a focus on creating sustainable long-term value.

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| | |
|:---|:---|
| &nbsp;&nbsp;**operaTional and service excellence** | &nbsp;&nbsp;**operaTional and service excellence** |
|  | &nbsp;&nbsp;This pillar focuses on strengthening operational and service quality as the main foundation of the Company's performance. Telkom is renewing its corporate culture and governance by instilling the principles of courage in decision-making, integrity, service orientation, execution excellence, and organizational agility. These principles are consistently translated and applied into daily work behaviour to keep pace with the demands of an increasingly competitive industry.<br>In supporting operational excellence, the Company applies more effective capital allocation discipline, both for capital expenditure and operational expenditure. This approach emphasizes return-based investment management, increased procurement efficiency, and continuous, measurable portfolio monitoring. Through this strengthened discipline, the Company strives to ensure that every use of resources contributes optimally to better performance and customer experience. |

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| | |
|:---|:---|
| &nbsp;&nbsp;***streamLining*** | &nbsp;&nbsp;***streamLining*** |
|  | &nbsp;&nbsp;As part of strengthening its fundamentals, Telkom is implementing a comprehensive business structure simplification initiative. This pillar is aimed at reducing organizational complexity through the consolidation of overlapping business units, divestment of non-core businesses, and restructuring of licensing and business activities.<br>This simplification is in line with the Company's direction towards a strategic holding structure, with a focus on several core business pillars. Through the streamlining pillar, the Company can focus its time, attention, and resources on its core competencies, while improving the health of its subsidiaries to be more focused, competitive, and aligned with the group's strategy. |

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|:---|:---|
| &nbsp;&nbsp;***unlocK value*** | &nbsp;&nbsp;***unlocK value*** |
|  | &nbsp;&nbsp;The unlock value pillar focuses on optimizing and monetizing TelkomGroup's high-value digital infrastructure assets. With extensive infrastructure coverage, ranging from fiber networks,  |

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[Table of Content](#TOC)

&nbsp;&nbsp;telecommunications towers, data centers, to international connectivity and submarine cable systems, the Company sees significant potential value to be strategically optimized.<br>This effort is carried out through the acceleration of asset monetization, the development of strategic partnership schemes, and the separation of certain infrastructure entities to increase value transparency and management flexibility. This approach aims to ensure that the scale and quality of Telkom's infrastructure assets are more proportionally reflected in the Company's financial performance and value, while supporting the growing national connectivity needs.<br>

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| | |
|:---|:---|
| &nbsp;&nbsp;***Modus operandi shift*** | &nbsp;&nbsp;***Modus operandi shift*** |
|  | &nbsp;&nbsp;Telkom's transformation also includes fundamental changes in the way the Company operates. Through this pillar, Telkom is shifting from an operational holding model to a strategic holding model. In this new model, Telkom focuses on setting strategic direction, managing portfolios, and supervising the performance of its subsidiaries, while operational activities are managed by entities that are more focused and aligned with existing business specializations.<br>This change in modus operandi allows for a leaner parent structure, the elimination of business overlaps, and the alignment of capabilities with the specific needs of each line of business. Thus, organizational productivity can be improved across the board, and the value creation process can run more effectively and measurably. |

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[Table of Content](#TOC)

### TELKOM PROFILE AND SUBSIDIARIES

### TELKOM PROFILE
Instagram : telkomindonesia

Twitter/X : @telkomindonesia

YouTube : TelkomIndonesiaOfficial

LinkedIn : Telkom Indonesia

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[Table of Content](#TOC)

### SUBSIDIARY PROFILES
As the largest telecommunications company in Indonesia, Telkom has:

• 14 directly owned and actively operating Subsidiaries

• 31 indirectly owned Subsidiaries

• 9 affiliated Entities

Subsidiaries with direct ownership and actively operating:

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| | |
|:---|:---|
| **Telkomsel**  | **PT Telekomunikasi Selular (Telkomsel)** is a digital telecommunications service provider serving mobile and fixed-broadband customers with a 4G network covering more than 97% of the population and a pioneer of 5G services in Indonesia. In 2025, Telkomsel reported revenue of Rp109,307 billion, with EBITDA of Rp49,624 billion and net income of Rp19,687 billion. These achievements reflect Telkomsel's commitment to delivering innovative and inclusive services that enhance the digital experience for customers across Indonesia.<br>**www.telkomsel.com** |
| **Telkom Infrastruktur Indonesia** | **PT Telkom Infrastruktur Indonesia (TIF)** is a company engaged in the provision of telecommunications networks and services through network sharing and managed service schemes to support the service needs of TelkomGroup. In 2025, TIF recorded revenues of Rp4,455 billion, EBITDA of Rp612 billion, and net profit of Rp541 billion. As part of InfraCo's transformation initiative in the Five Bold Moves strategy, TIF is focused on managing and optimizing fiber network assets and providing neutral wholesale fiber connectivity services to TelkomGroup's internal customers and other telecommunications operators.<br>**www.infraco.telkom.co.id** |
| **Mitratel**  | **PT Dayamitra Telekomunikasi (Mitratel)** is a nationwide telecommunications infrastructure provider that plays a strategic role in supporting digital connectivity in Indonesia through its tower construction and management business, colocation services, and fiber-to-the-tower (FTTT) networks. In the 2025 fiscal year, the Company recorded solid performance with revenue of Rp9,534 billion, EBITDA of Rp7,835 billion, and net profit of Rp2,119 billion. These achievements reflect strong business fundamentals, supported by stable recurring income and consistent operational discipline amid selective expansion. The Tower Leasing business remains the primary contributor, reflecting long-term revenue visibility, while the fiber business has grown significantly in line with increasing demand for operator network capacity. At the same time, the Company continues to maintain cost efficiency to ensure sustainable profitability growth. With a combination of solid growth, a resilient revenue structure, and disciplined strategy execution, Mitratel continues to strengthen its position as a leading digital infrastructure provider while creating long-term value for stakeholders.<br>**www.mitratel.co.id** |
| **NeutraDC** | **PT Telkom Data Ekosistem (NeutraDC)** is a data center infrastructure ecosystem provider offering global-standard data center services, including hyperscale data centers, enterprise data centers, and edge data centers located across various strategic locations in Indonesia and internationally. NeutraDC's business portfolio focuses on providing data center infrastructure with colocation as its core service, supported by additional ecosystem services such as managed data center operations, cross-connects, and smart hands services.<br>At the end of the reporting period, NeutraDC recorded revenue of Rp1,594 billion, with EBITDA of Rp572 billion and net profit of Rp150 billion. This performance was primarily driven by the dominant contribution of colocation services as the Company's main revenue source. Additionally, the implementation of operational cost efficiencies in data center services further strengthened the company's profitability and provided added value to customers through improved overall operational cost efficiency.<br>**www.neutradc.com** |
| **Telkomsat**  | **PT Telkom Satelit Indonesia (Telkomsat)** is a company with a satellite business portfolio that provides end-to-end satellite-based digital service focusing on customer needs (customer-oriented). Throughout 2025, PT Telkom Satelit Indonesia (Telkomsat) reported revenue of Rp1,844.4 billion, EBITDA of Rp556.7 billion, and a net loss of Rp249.5 billion, marking a decline compared to the previous year. This was influenced by increasingly competitive satellite market conditions, rising operating expenses, depreciation costs, and significant interest expenses on loans.<br>|

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[Table of Content](#TOC)

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|:---|:---|
| | Telkomsat remains committed to maintaining sustainable financial performance. The company continues to expand its market presence through ongoing service innovation, strengthening strategic partnerships, implementing operational efficiency measures, and controlling costs to maintain profitability and support long-term growth focused on customer needs.<br>**www.telkomsat.co.id**  |
| **Telin**  | **PT Telekomunikasi Indonesia International (Telin)** is a global telecommunications operator that provides telecommunications and IT service solutions overseas, with a global network of seven subsidiaries actively operating overseas. In the 2025 reporting period, Telin recorded revenue of Rp12,169 billion with EBITDA of Rp1,682 billion and net profit of Rp944 billion, in line with Telin's North Star—the company's guiding principle and direction for realizing its vision of becoming the "Digital Infrastructure and Platform Partner of Choice for Enterprise and Hyperscaler Growth in the Asia-Pacific region."<br>**www.telin.net**  |
| **Sigma**  | **PT Sigma Cipta Caraka (Sigma)** is a company engaged in hardware and software consulting services and hosting activities, optimizing the utilization of the company's resources to support customer business growth through its IT Services, Cloud, and Cyber Security business portfolio. At the end of the fiscal year, Sigma reported revenue of Rp2,613 billion, EBITDA of Rp45 billion, and a net loss of Rp363.6 billion—a 64.3% increase compared to the previous year's net loss of Rp221.3 billion. This aligns with the Company's "Clean Sheet Strategy" program for 2025, which has directly impacted the Company's financial performance. This program was implemented with the aim of improving fundamental preparations for the transformation in support of the B2B ICT initiative launched by TelkomGroup Management.<br>**www.telkomsigma.co.id**  |
| **PINS**  | **PT PINS Indonesia (PINS)** is a company that provides various technological facilities equipment, device integration, networks, systems, processes, and the Internet of Things (IoT). Throughout the reporting year, PINS recorded revenues of Rp456 billion and EBITDA of Rp29 billion supported by a shift in project management—from being initially managed by a partner to being self-managed by PINS—which has resulted in more competitive margins. The net loss resulted from past transactions related to a business partnership with PT Omni Inovasi Indonesia (TELE).<br>**www.pins.co.id**  |
| **TelkomMetra**  | **PT Multimedia Nusantara (TelkomMetra)** is an investment company and sub-holding which has expanded into various basic digital services and ICT industries through acquisition, strategic partnership and the construction of a strong business ecosystem. During this period, TelkomMetra recorded revenue of Rp26,722 billion, with EBITDA of Rp507 billion and net profit of Rp96 billion. TelkomMetra's consolidated performance during this period reflects the fundamental resilience of the business amid market dynamics, supported by sustained operational performance, the implementation of sustainable cost optimization, and the strengthening of Good Corporate Governance (GCG) practices across the Metra Group portfolio. Through operational excellence, prudent financial management, and selective capital expenditure (CAPEX) allocation, TelkomMetra continues to strengthen its role in orchestrating the portfolio and creating cross-entity synergies within the TelkomGroup to drive sustainable long-term value creation for all stakeholders.<br>**www.metra.co.id**  |
| **Metranet**  | **PT Metra Net (Metranet)** is a provider of digital solutions for big data, IoT, and digital advertising through integrated digital media and content, including online media, digital content, and digital billing. Throughout 2025, Metranet recorded revenue of Rp2,865 billion, EBITDA of Rp106 billion, and net profit of Rp4.5 billion, as a result of national market penetration and the management of strategic partners to serve the industry horizontally, as indicated by the external revenue share of 68%.<br>**www.metranet.co.id**  |
| **Telkom Property**  | **PT Graha Sarana Duta** is a property services provider that focuses on utilizing Telkom's idle assets, with a business portfolio that includes property development, property management, project solutions, transportation management services, and managed services. In 2025, PT Graha Sarana Duta recorded revenue of Rp3,008 billion, with EBITDA of Rp657 billion and net profit of Rp48.9 billion. As part of the TelkomGroup, PT Graha Sarana Duta plays a vital role in providing integrated property solutions to support the group's business and operational needs, as well as serving external customers.<br>**www.telkomproperty.co.id**  |

---

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[Table of Content](#TOC)

---

| | |
|:---|:---|
| **Telkom Akses**  | **PT Telkom Akses (Telkom Akses)** is a company engaged in the construction and management of backbone networks and fixed-broadband access services. In 2025, Telkom Akses recorded revenues of Rp6,083 billion, with EBITDA of Rp454 billion and net profit of Rp174 billion. This achievement was made amid TelkomGroup's price efficiency policy, while also demonstrating Telkom Akses' commitment to optimizing efficiency and strengthening the foundations for sustainable growth to increase long-term competitiveness.<br>**www.telkomakses.co.id** |
| **Telkom Infra**  | **PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra)** a provider of domestic and international telecommunications infrastructure management services and solutions, with core businesses in telecommunications infrastructure services and submarine cable services. At the close of the 2025 fiscal year, Telkom Infra reported revenue of Rp2,507 billion, with EBITDA of Rp240 billion and net profit of Rp60 billion resulting from revenue across three business segments: Infra Network Services 53%, Submarine Cable Services 25%, and Power Solutions 22%. This achievement stems from the Company's performance optimization through enhanced competitiveness and sustained operational efficiency, aimed at supporting and strengthening TelkomGroup's role in maximizing equitable and high-quality digital connectivity across the nation.<br>**www.telkominfra.co.id**  |

---

Remarks:

A more complete list of subsidiaries can be seen in the Consolidated Financial Statements.

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[Table of Content](#TOC)

### PRODUCTS AND CUSTOMERS
By the end of 2025, Telkom reorganized its business segments as part of its transformation into a Strategic Holding Company. Consequently, Telkom's business segments as of December 31, 2025, are as follows:

---

| | | |
|:---|:---|:---|
| **Business Segment** | **Description** | **Number of Customers** |
| B2C<br>![Graphic](tmb-20260512x6k003.jpg) | B2C Business consists of Mobile products that provide legacy mobile services (voice and SMS), mobile broadband, mobile digital services including IoT, big data, financial services, VOD, music, gaming, and digital advertising, as well as Fixed Broadband IndiHome B2C products that provide fixed voice, fixed broadband, IP-TV, and digital services. | 156.1 million cellular subscribers |
| B2C<br>![Graphic](tmb-20260512x6k003.jpg) | B2C Business consists of Mobile products that provide legacy mobile services (voice and SMS), mobile broadband, mobile digital services including IoT, big data, financial services, VOD, music, gaming, and digital advertising, as well as Fixed Broadband IndiHome B2C products that provide fixed voice, fixed broadband, IP-TV, and digital services. | 147.6 million prepaid subscribers |
| B2C<br>![Graphic](tmb-20260512x6k003.jpg) | B2C Business consists of Mobile products that provide legacy mobile services (voice and SMS), mobile broadband, mobile digital services including IoT, big data, financial services, VOD, music, gaming, and digital advertising, as well as Fixed Broadband IndiHome B2C products that provide fixed voice, fixed broadband, IP-TV, and digital services. | 8.4 million postpaid subscribers |
| B2C<br>![Graphic](tmb-20260512x6k003.jpg) | B2C Business consists of Mobile products that provide legacy mobile services (voice and SMS), mobile broadband, mobile digital services including IoT, big data, financial services, VOD, music, gaming, and digital advertising, as well as Fixed Broadband IndiHome B2C products that provide fixed voice, fixed broadband, IP-TV, and digital services. | 10.3 million fixed broadband IndiHome B2C subscribers |
| B2B Infra<br>![Graphic](tmb-20260512x6k004.jpg) | The B2B Infra segment acts as a provider of digital infrastructure consisting of Data Centers, Towers, Backbone Fiber, and Satellites. | 5 other licensed operator (OLO) customers |
| B2B Infra<br>![Graphic](tmb-20260512x6k004.jpg) | The B2B Infra segment acts as a provider of digital infrastructure consisting of Data Centers, Towers, Backbone Fiber, and Satellites. | 483 internet service provider customers |
| B2B Infra<br>![Graphic](tmb-20260512x6k004.jpg) | The B2B Infra segment acts as a provider of digital infrastructure consisting of Data Centers, Towers, Backbone Fiber, and Satellites. | 36 transponder & closed user group customers |
| International<br>![Graphic](tmb-20260512x6k005.jpg) | International wholesale traffic, network, and digital platform & service, as well as tower, data center, and managed infrastructure & network. |  |
| B2B ICT <br>![Graphic](tmb-20260512x6k006.jpg) | ICT services and platforms encompassing connectivity, information technology (IT) and cloud services, business process outsourcing, hardware, satellite services, digital services, and related services such as e-health services and ATM management. | 514 customers of SOEs, ROE, Public Service Agency (BLU) customers |
| B2B ICT <br>![Graphic](tmb-20260512x6k006.jpg) | ICT services and platforms encompassing connectivity, information technology (IT) and cloud services, business process outsourcing, hardware, satellite services, digital services, and related services such as e-health services and ATM management. | 1,805 private customers |
| B2B ICT <br>![Graphic](tmb-20260512x6k006.jpg) | ICT services and platforms encompassing connectivity, information technology (IT) and cloud services, business process outsourcing, hardware, satellite services, digital services, and related services such as e-health services and ATM management. | 662,815 SME customers |
| B2B ICT <br>![Graphic](tmb-20260512x6k006.jpg) | ICT services and platforms encompassing connectivity, information technology (IT) and cloud services, business process outsourcing, hardware, satellite services, digital services, and related services such as e-health services and ATM management. | 721 Government institution customers |
| Others<br>![Graphic](tmb-20260512x6k007.jpg) | Digital services such as digital platforms, digital content, B2B e-commerce, and property management to utilize Telkom's property assets throughout Indonesia. | 12 million subscribers of digital music (RBT, music streaming, and Langit Musik) |
| Others<br>![Graphic](tmb-20260512x6k007.jpg) | Digital services such as digital platforms, digital content, B2B e-commerce, and property management to utilize Telkom's property assets throughout Indonesia. | 21.6 million paying users of digital games |
| Others<br>![Graphic](tmb-20260512x6k007.jpg) | Digital services such as digital platforms, digital content, B2B e-commerce, and property management to utilize Telkom's property assets throughout Indonesia. | 8 million paying users of digital lifestyle |
| Others<br>![Graphic](tmb-20260512x6k007.jpg) | Digital services such as digital platforms, digital content, B2B e-commerce, and property management to utilize Telkom's property assets throughout Indonesia. | Rp283 billion in GMV from B2B e-commerce PaDi |

---

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[Table of Content](#TOC)

### OPERATIONAL AREAS AND SERVICES

---

| | |
|:---|:---|
| **5** | Telkom Regional Offices |
| **31** | Telecommunications areas |
| **10** | Global Offices in Indonesia, Singapore, Malaysia, Timor-Leste, Hong Kong, Taiwan, Myanmar, Saudi Arabia, Australia and the United States of America  |
| **5** | Global Sales Representatives in Canada, India, Philippines, Vietnam, and United Kingdom |
| **463** | GraPARI in Indonesia |

---

---

| | |
|:---|:---|
| **35** Data Centers | **35** Data Centers |
| •  | **5** overseas data centers (3 TDE Singapore, 2 Telin Hong Kong and Timor-Leste) |
| •  | **26** neuCentrlX data centers (domestic) |
| •  | **3** data centers enterprise tier III and IV (domestic) |
| •  | **1** data center hyperscale tier III and IV (domestic) |
| **210,843 kms** Fiber Optic Backbone Network | **210,843 kms** Fiber Optic Backbone Network |
| •  | **115,643 kms** domestic fiber optic |
| •  | **95,200 kms** international fiber optic |
| **122** Point of Presence (PoP) | **122** Point of Presence (PoP) |
| •  | **64 PoP** in the domestic network |
| •  | **58 PoP** in the international network |
| **3** Satellites | **3** Satellites |
| •  | ***Merah Putih-2* Satellite (32.4 Gbps)** |
| •  | ***Merah Putih* Satellite (5.4 Gbps)** |
| •  | **Telkom 3S (4.4 Gbps)** |
| **293,136** BTS Mobile Network | **293,136** BTS Mobile Network |
| •  | **48,635** BTS 2G |
| •  | **239,588** BTS 4G |
| •  | **4,913** BTS 5G |
| **44,702** Towers | **44,702** Towers |
| •  | **4,472** Telkomsel towers |
| •  | **40,230** Mitratel towers |
| Fiber Optic Access Network | Fiber Optic Access Network |
| •  | **40 million** Homes Passed |
| •  | **17.5 million** Optical Ports |
| **148,052** Wi-Fi Access Point | **148,052** Wi-Fi Access Point |
| •  | **99,647** Managed Access Point |
| •  | **48,405** ONT Premium |

---

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[Table of Content](#TOC)

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[Table of Content](#TOC)

### KEY FINANCIAL HIGHLIGHTS
**CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Description** | **2025** | **2024**<sup>\*\*</sup> | **2023**<sup>\*\*</sup> | **2022** | **2021** |
| **Description** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** |
| Total revenues | 146742 | 149967 | 149216 | 147306 | 143210 |
| Total expenses\* | 112151 | 109119 | 105996 | 101569 | 99303 |
| EBITDA | 72240 | 75029 | 77579 | 78992 | 75723 |
| Operating profit | 34648 | 41453 | 42688 | 39581 | 47563 |
| **Profit for the year attributable to:** | **Profit for the year attributable to:** | **Profit for the year attributable to:** | **Profit for the year attributable to:** | **Profit for the year attributable to:** | **Profit for the year attributable to:** |
| &nbsp;&nbsp;&nbsp;&nbsp;Owners of the parent company | 17814  | 22403 | 23186 | 20753 | 24760 |
| &nbsp;&nbsp;&nbsp;&nbsp;Non-controlling interest | 6644  | 7094 | 7648 | 6927 | 9188 |
| Total profit for the year | 24458 | 29497 | 30834 | 27680 | 33948 |
| **Total comprehensive profit for the year attributable to:**  | **Total comprehensive profit for the year attributable to:**  | **Total comprehensive profit for the year attributable to:**  | **Total comprehensive profit for the year attributable to:**  | **Total comprehensive profit for the year attributable to:**  | **Total comprehensive profit for the year attributable to:**  |
| &nbsp;&nbsp;&nbsp;&nbsp;Owners of the parent company | 17954  | 23188 | 21709 | 22468 | 26767 |
| &nbsp;&nbsp;&nbsp;&nbsp;Non-controlling interest | 6630  | 7204 | 7671 | 6979 | 9161 |
| **Total comprehensive income for the year** | **24584**  | **30392** | **29380** | **29447** | **35928** |
| **Basic earnings per share (in full):** |  |  |  |  |  |
| Net income per share | 179.83  | 226.15  | 234.05  | 209.49 | 249.94 |
| Net income per ADS (1 ADS: 100 common stock) | 17983 | 22615 | 23405 | 20949 | 24994 |

---

Remarks:

\* Excluding other expenses. <br> \*\* Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.

**CONSOLIDATED STATEMENTS OF FINANCIAL POSITION (BALANCE SHEETS)**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Description** | **2025** | **2024**<sup>\*</sup> | **2023**<sup>\*</sup> | **2022** | **2021** |
| **Description** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** |
| Assets | &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;287759  | 291389 | 280002 | 275192 | 277184 |
| Liabilities | &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;137222  | 137185 | 130480 | 125930 | 131785 |
| Equity attributable to owner of the parent company | 130685 | 133808 | 128704 | 129258 | 121646 |
| Net working capital (current asset - current liabilities) | (12182) | (13687) | (15955) | (15331) | (7854) |
| Long-term investment in associates | 106 | 110 | 109 | 123 | 139 |

---

Remark:

\* Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.

**CAPITAL EXPENDITURES**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Description** | **2025** | **2024** | **2023** | **2022** | **2021** |
| **Description** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** | **In billion Rupiah, unless otherwise stated** |
| Capital Expenditures | 24577 | 24449 | 32968 | 34156 | 30341 |

---

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[Table of Content](#TOC)

**CONSOLIDATED FINANCIAL AND OPERATIONAL RATIOS**

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Description** | **Unit** | **2025** | **2024**<sup>\*</sup> | **2023**<sup>\*</sup> | **2022** | **2021** |
| Return on Assets (ROA) <sup>(1)</sup> | % | 8.5  | 10.1 | 11.0 | 10.1  | 12.2  |
| Return on Equity (ROE) <sup>(2)</sup> | % | 16.2  | 19.1 | 20.6 | 18.5  | 23.3  |
| Operating Profit Margin <sup>(3)</sup> | % | 23.6  | 27.6 | 28.6 | 26.9  | 33.2  |
| Current Ratio <sup>(4)</sup> | % | 83.5 | 82.2 | 77.7 | 78.2  | 88.6  |
| Total Liabilities to Equity <sup>(5)</sup> | % | 91.2 | 89.0 | 87.3 | 84.4  | 90.6  |
| Total Liabilities to Total Assets <sup>(6)</sup> | % | 47.7  | 47.1 | 46.6 | 45.8  | 47.5  |
| Debt to Equity Ratio <sup>(7)</sup> | x | 0.5  | 0.5 | 0.5 | 0.4  | 0.5  |
| Debt to EBITDA Ratio <sup>(8)</sup> | x | 1.0  | 1.0 | 0.9 | 0.8  | 0.9  |
| EBITDA to Interest Expense <sup>(9)</sup> | x | 13.9  | 14.4 | 16.7 | 19.6  | 17.3  |

---

Remarks:

\* Restated. Refer to Note No. 2.z.iii to the Consolidated Financial Statements.

(1) ROA is calculated as profit for the year divided by total assets at the end of December 31.

(2) ROE is calculated as profit for the year divided by total equity at the end of December 31.

(3) Operating profit margin is calculated as operating profit divided by revenues.

(4) Current ratio is calculated as current assets divided by current liabilities at the end of December 31.

(5) Liabilities to equity ratio is calculated as total liabilities divided by total equity at the end of December 31.

(6) Liabilities to total assets ratio is calculated as total liabilities divided by total assets at the end of December 31.

(7) Debt to equity ratio is calculated as debt (including finance lease) divided by total equity.

(8) Debt to EBITDA ratio is calculated as debt (including finance lease) divided by EBITDA.

(9) EBITDA to interest ratio is calculated as EBITDA divided by cost of funds.

![Graphic](tmb-20260512x6k009.jpg)

![Graphic](tmb-20260512x6k010.jpg)

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[Table of Content](#TOC)

![Graphic](tmb-20260512x6k011.jpg)

![Graphic](tmb-20260512x6k012.jpg)

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[Table of Content](#TOC)

### SUSTAINABILITY HIGHLIGHTS
**ECONOMIC PERFORMANCE**

● Operating income Rp146,742 billion

● Net income margin 12.1%

● Net profit Rp17,814 billion

● Spending on local suppliers Rp19.5 trillion

● Total procurement allocated to local suppliers 56.9%

**ENVIRONMENTAL PERFORMANCE – SAVE OUR PLANET**

● 44% reduction in TelkomGroup scope 1 emissions compared to the 2023 base year

● Development of the TelkomGroup decarbonization roadmap toward achieving net zero emissions by 2060

● One GSD building certified Excellence in Design for Greater Efficiencies (EDGE) by the International Finance Corporation (IFC) and the Green Building Council Indonesia (GBCI)

● 177,915 bottles, weighing 3.3 tons, processed through Reverse Vending Machines within the Telkom environment

● 24% reduction in total waste generation across TelkomGroup

● 73% of fiber optic cable waste diverted from final disposal

**SOCIAL PERFORMANCE – EMPOWER OUR PEOPLE**

● 31.7% of TelkomGroup employees are women

● 21% of managerial positions in TelkomGroup are held by women

● 106 employees, equivalent to 0.5% of the workforce, are persons with disabilities empowered within TelkomGroup

● Achieved an NPS score of 63 (excellent category)<sup>\*</sup> for TelkomGroup, an increase of +5 points compared to 2024

● Rp169 billion invested in community empowerment through CSR programs at Telkom

● Advancing digital inclusivity through network coverage reaching more than 97% of Indonesia's population

\*Based on the categorization by Bain & Company

**GOVERNANCE PERFORMANCE – ELEVATE OUR BUSINESS**

● Telkom and 12 directly owned subsidiaries have been certified under SNI ISO 37001:2016 Anti-Bribery Management System (ABMS), with one subsidiary currently undergoing certification

● 100% compliance rate with applicable regulations, with no proven major cases

● 100% of Directors and employees have received anti-corruption awareness and training

● 99.4% completion rate of cybersecurity training among TelkomGroup employees

● Zero critical data breach incidents100

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[Table of Content](#TOC)

### STOCK INFORMATION

### TELKOM'S STOCK INFORMATION AT IDX

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **Calendar Year** | **Calendar Year** | **Price Per Share** | **Price Per Share** | **Price Per Share** | | | |
| **Calendar Year** | **Calendar Year** | **Highest**<br>**(Rp)** | **Lowest**<br>**(Rp)** | **Closing**<br>**(Rp)** | **Volume**<br>**(Shares)** | **Outstanding Shares**<br>**Excluding Treasury Stock** | **Market Capitalization**<br>**(Rp billion)** |
| **2024** |  | **4240** | **2500** | **2710** | **29355067200** | **99062216600** | **268459** |
|  | First quarter | 4240 | 3430 | 3470 | 6088142200 | 99062216600 | 343746 |
|  | Second quarter | 3520 | 2700 | 3130 | 9426813700 | 99062216600 | 310065 |
|  | Third quarter | 3280 | 2760 | 2990 | 7176112400 | 99062216600 | 296196 |
|  | Fourth quarter | 3130 | 2500 | 2710 | 6663998900 | 99062216600  | 268459 |
| **2025** |  | **3720** | **2050** | **3480** | **24830011900** | **99053271200** | **344705**  |
|  | First quarter | 2770 | 2240 | 2410 | 6360712400  | 99062216600  | 238740  |
|  | Second quarter | 2920 | 2050 | 2780 | 6814535700 | 99060466600 | 275393 |
|  | Third quarter | 3490  | 2610  | 3060  | 5841724800  | 99060466600  | 303130  |
|  | Fourth quarter | 3720  | 2850  | 3480  | 5813039000  | 99053271200  | 344737 |

---

Source: Bloomberg

Telkom's share price on the last trading day of December 30, 2025, on the IDX closed at Rp3,480. With this share price, Telkom's market capitalization reached Rp344.7 trillion or 2.18% of the IDX's total capitalization.

![Graphic](tmb-20260512x6k013.jpg)

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[Table of Content](#TOC)

### TELKOM'S AMERICAN DEPOSITORY SHARES (ADS) INFORMATION AT NYSE
**Calendar
Year**<br>
**Price Per
ADS**<br><BORDER_TOP>
**Volume** <br> **(ADS)**<br>
**Highest**<br><BORDER_TOP>
**Lowest**<br><BORDER_TOP>
**Closing**<br><BORDER_TOP>
**(US$)**<br>
**(US$)**<br>
**(US$)**<br>
**2024**<br> 
**26.85**<br>
**15.35**<br>
**16.45**<br>
**100,869,627**<br>
First quarter<br> 26.85<br>
22.04<br> 22.26<br>
11,576,176<br> Second quarter<br>
22.38<br> 16.62<br>
18.70<br> 29,009,841<br> Third
quarter<br> 21.00<br>
16.88<br> 19.78<br>
30,915,534<br>  Fourth
quarter<br> 20.01<br>
15.35<br> 16.45<br>
29,368,076<br>
**2025**<br><BORDER_TOP>
<br><BORDER_TOP> **22.39**<br><BORDER_TOP>
**13.15** <br><BORDER_TOP>
**21.05** <br><BORDER_TOP>
**154,020,961**<br><BORDER_TOP> First
quarter<br><BORDER_TOP> 17.35
<br><BORDER_TOP> 13.88 <br><BORDER_TOP>
14.77 <br><BORDER_TOP> 47,158,790
<br><BORDER_TOP> Second
quarter<br><BORDER_TOP> 18.43
<br><BORDER_TOP> 13.15 <br><BORDER_TOP>
16.94 <br><BORDER_TOP> 36,354,859
<br><BORDER_TOP> Third
quarter<br><BORDER_TOP> 20.98
<br><BORDER_TOP> 16.14 <br><BORDER_TOP>
18.82 <br><BORDER_TOP> 40,359,902
<br><BORDER_TOP> <br> Fourth
quarter<br><BORDER_TOP> 22.39
<br><BORDER_TOP> 17.66 <br><BORDER_TOP>
21.05 <br><BORDER_TOP> 30,147,410
<br><BORDER_TOP>
Source: Bloomberg

On December 31, 2025, the closing price for 1 Telkom ADS on the New York Stock Exchange (NYSE) was US$21.05. The following table reports the high, low, closing prices and trading volume of Telkom ADS listed on NYSE for the periods indicated.

![Graphic](tmb-20260512x6k014.jpg)

### CORPORATE ACTION INFORMATION REGARDING STOCKS
Until the end of 2025, both IDX and NYSE, Company will not carry out corporate actions such as stock split, reverse stock, stock dividend, bonus share, changes in the nominal value of share, issuance of convertible securities, as well as addition and reduction in capital. Apart from that, there are also no sanctions for temporary termination of suspension and/or delisting. Therefore, this Report does not contain information related to this matter.

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[Table of Content](#TOC)

### INFORMATION ON OBLIGATIONS, SUKUK OR CONVERTIBLE BONDS

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Bonds** | **Principal<br>(Rp million)** | **Issuance<br>Date** | **Maturity<br>Date** | **Term<br>(Years)** | **Interest Rate per Annum (%)** | **Underwriter** | **Trustee** | **Rating (Pefindo)** |
| Telkom Shelf Registered Bond I 2015 Series C | 1200000 | June 23, 2015 | June 23, 2030 | 15 | 10.60 | PT Bahana Sekuritas;<br>PT BRI Danareksa<br>Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia Tbk | PT Bank Permata Tbk | <sub>id</sub>AAA |
| Telkom Shelf Registered Bond I 2015 Series D | 1500000 | June 23, 2015 | June 23, 2045 | 30 | 11.00 | PT Bahana Sekuritas;<br>PT BRI Danareksa<br>Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia Tbk | PT Bank Permata Tbk | <sub>id</sub>AAA |

---

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[Table of Content](#TOC)

### KEY EVENTS IN 2025
***"TELKOM INDONESIA ACCELERATES DIGITAL TRANSFORMATION FOR A MORE ADVANCED INDONESIA"***

Thank you for the support and trust from all customers, the public, and all stakeholders, which form the foundation for Telkom Indonesia to continue accelerating digital transformation and strengthening the Company's capabilities. With this trust, throughout 2025 Telkom has been able to maintain resilient performance amid challenging macroeconomic dynamics, while reinforcing its role as an enabler of a globally competitive digital ecosystem. This momentum serves as a stepping stone into 2026 to continue the transformation and focus on executing the four strategic pillars of TLKM 30 to ensure solid growth and long-term value creation. Let us continue to strengthen synergy for progress and deliver broader benefits for Indonesia.

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| | |
|:---|:---|
| **January** | **January** |
| •  | Strengthening Strategic Partnership with IBM, Enhancing Artificial Intelligence (AI) in Indonesia |
| •  | Supporting Asta Cita through the Indonesian Digital Talent Development Program |
| •  | PaDi UMKM Business Matching Generates 1.2 Trillion in Transactions in One Day  |
| •  | Big Impact BigBox Program Supports Campuses in Developing Talent and AI-Based Campus Digital Ecosystems |

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| | |
|:---|:---|
| **February** | **February** |
| •  | As part of ESG implementation, distributing clean water sanitation assistance to 232 locations throughout Indonesia |
| •  | Telin expands Indonesia's digital gateway: Bifrost cable lands in Manado |

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| | |
|:---|:---|
| **March** | **March** |
| •  | Support the 2025 *Mudik Gratis* BUMN Program by Providing 35 Buses and 3 Sea Routes for Loyal Customers |
| •  | Invite the Best Talents to Join and Contribute to TelkomGroup through the 2025 BUMN Joint Recruitment program |
| •  | TelkomGroup Siaga RAFI 2025: *Menghubungkan Nusantara, Satukan Hati nan Fitri* |

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| | |
|:---|:---|
| **April** | **April** |
| •  | 84,291 MSMEs upgraded through the Go Modern program in 2024 |
| •  | Telkom Indonesia Re-enters LinkedIn's Top Companies 2025 List |
| •  | Strengthening GoZero% ESG Actions through *Jejak Hijau Srikandi* Program |

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| | |
|:---|:---|
| **May** | **May** |
| •  | Digital Innovation for Inclusive Education through the Innovillage Program |
| •  | Digiland Run 2025 Officially Awarded World Athletics Label, Generating High Enthusiasm |
| •  | Strategic Partnership with Zoom Delivers AI-Based Solutions for the B2B Market |
| •  | Telkom AGMS for Fiscal Year 2024 |

---

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| | |
|:---|:---|
| **Juni** | **Juni** |
| •  | From Campus to Industry: Supporting Thousands of Digital Talents Ready to Work Through Digistar Connect |
| •  | Bringing Hope to MSMEs with Disabilities Through the Expandable Heroes Program |

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| | |
|:---|:---|
| **July** | **July** |
| •  | Supporting National Digital Transformation, NeutraDC Nxera Batam and Medco Power Collaborate to Provide Renewable Energy for AI Enabler Data Centers |
| •  | Strengthening Education Digitalization in Indonesia, Pijar Successfully Facilitates Exams for More Than 408,000 Students in 29 Provinces |
| •  | Digi Koperasi from Telkom Supports the Digitalization of Thousands of Merah Putih Village Cooperatives |

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| | |
|:---|:---|
| **August** | **August** |
| •  | Boost Competitiveness and Expand Market Access for MSMEs through the PaDi MSME Hybrid Expo & Conference 2025 |
| •  | Foster Global Collaboration, Launch AI Innovations at the NeutraDC Summit 2025 |
| •  | BATIC 2025 Edition-10: Igniting Tomorrow's Digital Evolution - Connecting Global Connectivity |
| •  | Launching Telkom AI Center of Excellence |

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| | |
|:---|:---|
| **September** | **September** |
| •  | Telkom 2025 Extraordinary General Meeting of Shareholders Approves Changes to Company Management |
| •  | Telkom's DigiHack Program Gains Popularity, with 256 Teams Ready to Compete with AI-Based Innovations |
| •  | Introducing the World of Cybersecurity to Young Talents through Telkom Cyberfest Vol. 2 |

---

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| | |
|:---|:---|
| **October** | **October** |
| •  | Contributing to Strengthening Internet Connectivity Access at the 2025 Mandalika MotoGP, which had a positive impact on the local economy |
| •  | Strengthening Digital Literacy and Protection among Students through the 2025 Cyberheroes Program |
| •  | Introducing AI Campus, Advancing the Digital Ecosystem of Higher Education |
| •  | Ranked First Among Indonesian Companies in the 2025 World's Best Employers 500 List |
| •  | Telkom Records Rp109.6 trillion in Revenue in Q3 2025, Driving Long-Term Business Efficiency and Innovation |

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| | |
|:---|:---|
| **November** | **November** |
| •  | Strengthening Corporate Transformation Through Strategic Holding and Business Portfolio Restructuring |
| •  | Innovators Enliven Bumi Berseru Fest 2025 |
| •  | As Part of GoZero% ESG Commitment, Distributing 111,500 GB of Internet Quota to 21 Schools in 3T Regions |
| •  | Strengthening Service Recovery with Additional Satellite Backup in Sumatra Disaster Area |

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| | |
|:---|:---|
| **December** | **December** |
| •  | Coordinating Minister for Economic Affairs Reviews Implementation of National Apprenticeship Program at Telkom |
| •  | First Data Center in Papua, neuCentrIX Jayapura Officially Operational |
| •  | Inauguration of Merauke Community Gateway to Strengthen Papua's Connectivity Infrastructure |
| •  | InfraNexia Spin-off Approved, Affirming TelkomGroup's Business Infrastructure Strengthening Measures |
| •  | 13,700 Personnel on Standby 24/7 to Maintain NATARU 2025/2026 Digital Services |
| •  | Infrastructure in Sumatra Successfully Completed, Digital Networks and Services Return to Normal |

---

**AWARDS AND ACHIEVEMENTS**

• ESG Sustainability Ratings Award 2025

• Best Stock Awards 2025

• LinkedIn Top Companies 2025

• Fortune Indonesia 100 Indonesia's Biggest Company 2025

• IDX Channel Anugerah Inovasi Indonesia 2025

• ESG Now Awards 2025

• Anugerah Media Humas (AMH) 2025

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## MANAGEMENT REPORTS

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| | |
|:---|:---|
| 26 | [Report of the Board of Commissioners](#b001_Report_BOC) |
| 31 | [Report of the Board of Directors](#b002_Report_BOD) |
| 37 | [Statement Letter of Responsibility for 2025 Annual Report](#b003_Statement_Letter_AR_2025) |

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### REPORT OF THE BOARD OF COMMISSIONERS
Honorable Stakeholders,

We are grateful to God Almighty for His blessings and grace. Through His guidance PT Telkom Indonesia (Persero) Tbk ("Telkom" or "the Company") concluded 2025 firm with resilience and its transformation on track, despite the slowing global economy, pressures on consumer purchasing power, and an increasingly competitive telecommunications landscape. For the Company, 2025 was a year of consolidation, one that demanded a stronger business foundation, sharper execution discipline, and a clear-eyed commitment to seeing its long-term transformation through.

In discharging its supervisory responsibilities, the Board of Commissioners presents this report covering the fiscal year 2025. It includes our evaluation of the Board of Directors' performance, our supervision of how corporate strategy was formulated and executed, our assessment of the business outlook presented by the Board of Directors, and our view on the state of good corporate governance within the Company.

**MACROECONOMIC AND INDUSTRY OVERVIEW**

Indonesia's economy proved robust through 2025, holding steady despite rising global uncertainty and shifting domestic conditions. The Central Statistics Agency (BPS) reported solid national growth, with GDP expanding 5.11% year-on-year, up from 5.03% the year before.

Macroeconomic stability was held on multiple fronts. Inflation stayed within the 2.5±1% target range, closing the year at 2.92% year-on-year in December 2025, supported by effective price management and a relatively stable supply environment. The rupiah closed at Rp16,675 to the US dollar on 31 December 2025, broadly stable despite pressure from a stronger dollar and year-end seasonal factors. In the real sector, Indonesia's Manufacturing PMI closed at 51.2 in December 2025, marking five consecutive months of expansion. That said, recovery in domestic demand remained uneven, particularly among middle-income households, many of whom held back on spending amid lingering economic uncertainty.

The telecommunications sector, meanwhile, entered a phase of increasingly tangible structural change in 2025. Market consolidation, a consumer shift toward data-driven services, and rising demand for high-quality digital connectivity pushed operators to rethink their business models and investment priorities. The Government continued to press forward on equitable digital infrastructure expansion, including to underserved, frontier, and outermost regions, further elevating the sector's role in national economic productivity.

5G development remained high on the industry's agenda in 2025, given its potential to fuel long-term digital economic growth. Penetration stayed limited, however, with spectrum allocation challenges and heavy investment requirements tempering the pace of rollout. Infrastructure readiness and use case development across productive sectors continued to advance, albeit gradually. At the same time, Fixed Mobile Convergence (FMC) gathered momentum as operators responded to the twin pressures of operational efficiency and customer experience improvement.

Structural pressures persisted throughout the year. Legacy service revenues stagnated, competition for high-value customers intensified, and purchasing power softened across certain consumer segments. The cost of building and maintaining infrastructure, particularly in non-urban areas, continued to constrain the industry's growth options. Taken together, these forces are compelling operators to accelerate business model reinvention, diversify beyond traditional mobile services, and make better use of the digital assets and capabilities they have built.

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**ASSESSMENT OF THE BOARD OF DIRECTORS' PERFORMANCE IN COMPANY MANAGEMENT**

Each year, the Board of Commissioners conducts a thorough evaluation of the Board of Directors' performance, both individually and as a collegial body, against established Key Performance Indicators (KPIs). Having completed our supervision of the 2025 fiscal year, we conclude that the Board of Directors carried out its management and stewardship responsibilities effectively, delivering accountable results in a genuinely difficult

operating environment.

Over the course of 2025, we observed several key actions taken by Telkom Indonesia's Board of Directors:

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| | |
|:---|:---|
|  | four core business pillars: B2C, Digital Infrastructure, B2B ICT, and International Business. Facing significant industry headwinds, the Board moved to streamline the organization and rationalize its subsidiary portfolio toward a strategic holding structure, with the aim of sharpening operational performance, driving business growth, and unlocking value from prior investments.<br>|
| 1. | Continuing the Five Bold Moves transformation, Telkom pressed ahead with its journey to become a world-class digital telecommunications company, anchored by four core business pillars: B2C, Digital Infrastructure, B2B ICT, and International Business. Facing significant industry headwinds, the Board moved to streamline the organization and rationalize its subsidiary portfolio toward a strategic holding structure, with the aim of sharpening operational performance, driving business growth, and unlocking value from prior investments.<br>|
| 2. | The year 2025 tested the Company and the broader telecommunications industry alike. Aggressive price competition, shifting data consumption behavior, high digital infrastructure investment costs, and the continuederosion of legacy services, SMS and voice in particular, all weighed on financial performance. Declines in revenue, EBITDA, and EBITDA margin reflect the profitability pressures of an intensely competitive market. Even so, the Board of Directors' decisive response through cost leadership and capital expenditure optimization, which succeeded in containing operational cost growth, was a critical move in preserving the Company's cash flow resilience. |
| 3. | The transformation agenda also targeted stronger corporate governance practices and more transparent, agile subsidiary operations, qualities essential for navigating a fast-changing industry. Greater operational independence for each subsidiary within the strategic holding structure is expected to restore TelkomGroup's growth trajectory by tapping new revenue streams beyond connectivity services. |
| 4. | The Company drove digitalization across its business processes, leveraging network automation and customer service improvements to reduce operational costs. |
| 5. | To hold its own in a rapidly evolving industry, the Company continued building capabilities in data analytics, cybersecurity, advanced connectivity, and artificial intelligence (AI), reinforcing both efficiency and long-term competitiveness. |

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**BOARD OF COMMISSIONERS' SUPERVISION IN THE FORMULATION AND IMPLEMENTATION OF CORPORATE STRATEGY BY THE BOARD OF DIRECTORS**

Under the Company's Articles of Association and applicable regulations, including Minister of SOEs Regulation No. PER-2/MBU/03/2023 on Corporate Governance and Significant Corporate Activities of State-Owned Enterprises, the Board of Commissioners actively oversees how the Company's strategy is shaped and executed, ensuring that every major decision by the Board of Directors is anchored in Telkom's vision, mission, and long-term objectives.

The Company's strategic planning follows a structured, tiered approach through three core documents: the Long-

Term Corporate Plan (RJPP), the Corporate Strategic Scenario (CSS), and the Corporate Work Plan and Budget (RKAP). Our role is to review proposals from the Board of Directors, provide guidance through the approval process, and monitor execution to ensure it stays aligned with the agreed strategic direction.

Working through the Evaluation, Planning, and Risk Monitoring Committee (KEMPR), the Board of Commissioners maintains comprehensive supervision of the strategic planning cycle, particularly on the RJPP and CSS. This covers analysis of internal and external factors, risk identification, evaluation, and mitigation, and scrutiny of financial projections. During RKAP evaluation and approval, the Board of Commissioners assesses its

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alignment with the RJPP and CSS, its consistency with the Dwiwarna Shareholder's aspirations, the soundness of its underlying assumptions, the robustness of its financial and capital expenditure projections, and whether a risk-based budgeting approach has been properly applied.

At the start of each year, the Board of Commissioners sets its priority supervision agenda based on the risk map

developed through planning evaluations, and implements it in coordination with its supporting committees. In 2025, supervision priorities centered on: realizing FMC synergies to support B2C market share recovery; maximizing B2B growth and unlocking value from the data center business; the network infrastructure spin-off to enable optimal infrastructure sharing; accelerating network superiority through digitalization and virtualization; advancing cost leadership through internal digitization and procurement excellence; preparing the Company's transition toward a strategic holding and the formation of a Group Business Operation; and conducting periodic risk assessments and mitigation across all business dimensions.

**MECHANISM FOR ADVISING THE BOARD OF DIRECTORS**

Beyond supervisory and monitoring, the Board of Commissioners also fulfills an advisory function, discharged through Board of Commissioners meetings, joint meetings with the Board of Directors, and formal written communications including official letters and Board of Commissioners Resolutions.

Throughout 2025, a regular cadence of Internal Meetings, Joint Meetings with the Board of Directors, and committee sessions was maintained to keep both supervisory and advisory functions sharp. Over the year, these included 26 Internal Meetings of the Board of Commissioners, 8 Joint Meetings with the Board of Directors, 35 Audit Committee Meetings, 26 KEMPR Meetings, 13 Nomination and Remuneration Committee Meetings, and 3 Integrated Governance Committee Meetings. In addition, the Board of Commissioners issued 21 approval letters, 10 advisory letters, and 24 Board of Commissioners Resolutions.

Through all of these channels, the Board of Commissioners worked to ensure that every strategic decision made by the Board of Directors was rooted in comprehensive analyses and a balanced consideration of the potential benefits and risks involved, a discipline considered essential to the Company's sustainable long-term growth.

**ASSESSMENT OF THE PERFORMANCE OF COMMITTEES UNDER THE BOARD OF COMMISSIONERS**

The Board of Commissioners carries out its supervisory role supported by four key committees: the Audit Committee, the Nomination and Remuneration Committee (KNR), the Evaluation, Planning, and Risk Monitoring Committee (KEMPR), and the Integrated Governance Committee, the latter established in recognition of Telkom's status as a Systemic A State-Owned Enterprise (BUMN Sistemik A). We have evaluated that all four committees fulfilled their mandates effectively in 2025, delivering rigorous assessments and recommendations that meaningfully strengthened the Board of Commissioners' supervision of the Company's management.

The KEMPR advises the Board of Commissioners on risk management monitoring and strategy implementation, evaluates Board of Directors' proposals on strategic planning matters including the RJPP, CSS, and RKAP, and approves corporate actions within specified thresholds under the Company's strategic plan. The Nomination and

Remuneration Committee advises on policies, criteria, and selection processes for key roles within TelkomGroup, including Board of Directors remuneration policy. The Audit Committee works to ensure the integrity of published financial information, reviews the internal control system, and handles reports received through the whistleblowing channel. The Integrated Governance Committee evaluates the Integrated Governance Policy proposed by the Board of Directors, monitors its implementation, and ensures alignment between the Company's governance framework and those of its subsidiaries.

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Together, these committees are essential to the effective exercise of the Board of Commissioners' supervisory responsibilities and to maintaining the sound governance that underpins Telkom Indonesia's long-term growth.

**VIEW ON THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE**

Sustained performance and long-term relevance demand that good corporate governance be treated not as a compliance exercise, but as a genuine pillar of how the Company operates. For Telkom, governance is both a value-creation tool and the bedrock of the Company's reputation and integrity. This commitment is reflected in

Telkom's ASEAN Corporate Governance Scorecard (ACGS) score of 101.98 in 2025, placing the Company at Level 5, "Leadership in Corporate Governance."

On the risk management front, the Board of Directors took several concrete steps to raise governance quality and strengthen internal controls, including:

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| | |
|:---|:---|
|  | four core business pillars: B2C, Digital Infrastructure, B2B ICT, and International Business. Facing significant industry headwinds, the Board moved to streamline the organization and rationalize its subsidiary portfolio toward a strategic holding structure, with the aim of sharpening operational performance, driving business growth, and unlocking value from prior investments.<br>|
| 1. | Issuing a Board of Commissioners Resolution establishing a Policy for Handling Reports of Alleged Violations (Whistleblowing System) across the TelkomGroup.<br>|
| 2. | Issuing a Board of Commissioners Resolution on Standard Operating Procedures (SOP) for the Whistleblowing System across the TelkomGroup. |
| 3. | Conducting an Audit Committee workshop with Internal Audit, part of the Audit Committee's ongoing supervision of Internal Audit activities, concluding with an Audit Committee Management Letter to management identifying Opportunities for Improvement. This was the third such exercise held since 2023. |
| 4. | Improving TelkomGroup's 2025 Risk Registration and Risk Profiling framework, establishing a direct link to RKAP target achievement through quantitative and qualitative exposure assessments across operational, strategic, financial, and compliance risk dimensions, with clearly assigned risk owner accountability and defined achievement timelines. |
| 5. | Integrating Risk Dimensions and Composites into the Risk Maturity Index (RMI) assessment, measuring the real-world effectiveness of risk mitigation in reducing exposure and improving financial performance. |

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**VIEW ON BUSINESS PROSPECTS**

Telkom's transformation requires more than a sound strategy; it demands rigorous portfolio execution discipline and consistent governance across the Group. The Company's focus in 2026 should be on firmly establishing the parent company's role as a strategic holding, setting strategic direction, allocating capital, and maintaining performance standards across every entity in the Group. This direction is considered the right response to Telkom's fundamental performance challenges and the right foundation for sustained value creation.

Alongside this shift, the Board of Commissioners notes the importance of refreshing the Company's vision, mission, and strategic objectives to better reflect Telkom's evolving identity as the steward of a diversified digital ecosystem. Strengthening the contribution of the B2B ICT and digital infrastructure businesses is essential to rebalancing the portfolio, reducing over-dependence on the consumer segment, and building more durable long-term growth engines.

The ongoing rationalization of digital infrastructure assets, particularly the separation and strengthening of PT Telkom Infrastruktur Indonesia (TIF), also figures prominently in the Board of Commissioners' assessment of the 2026 business outlook. With the initial spin-off phase complete, the next priority should be building TIF's operational readiness, strengthening its governance, and creating the conditions for investor participation that can optimize asset value and bring greater transparency to the Group's structure.

The success of this transformation ultimately hinges on getting the cultural architecture right. The holding company must be clearly established as the strategic architect, the entity that holds authority over macro policy and investment decisions (who decides), while subsidiaries operate as fully empowered executors with clear operational mandates (who owns). When performed with excellence, this model fosters a work culture that is agile, built on collective input, and relentlessly focused on results.

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For the corporate center to function effectively within this strategic holding model, business streamlining, where similar business units are consolidated and non-core activities are divested to redirect the Group's energy and resources toward its genuine strengths, is non-negotiable. And finally, the transition must be communicated with clarity and transparency to the workforce. TelkomGroup's employees need to understand, and genuinely buy into, what this transformation means for them. Their readiness and support will be decisive.

**APPRECIATION TO STAKEHOLDERS AND CLOSING REMARKS**

The Board of Commissioners extends its appreciation to the Board of Directors, management, and all Telkom Indonesia employees for the dedication, professionalism, and commitment brought to 2025, pushing the transformation agenda forward and keeping the Company's performance on track through an economically challenging year and rapidly shifting industry.

Cross-functional collaboration, strategic consistency, and a shared drive to raise governance and decision-making

quality have been the real stabilizers keeping the Company on course. Everything achieved and learned this year

stands as valuable capital to carry into the next phase of Telkom's transformation.

Sincere appreciation is also extended to shareholders, customers, the Government, business partners, and all stakeholders for the trust they continue to place in Telkom. That trust is the bedrock on which the Company builds its role in the responsible and sustainable development of Indonesia's national digital ecosystem responsibly and sustainably, in line with Telkom's mandate and strategic role in the Indonesian economy.

Jakarta, May 12, 2026

On Behalf of the Board of Commissioners

/s/ Angga Raka Prabowo

**Angga Raka Prabowo**

President Commissioner/Independent Commissioner

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### REPORT OF THE BOARD OF DIRECTORS
To Our Esteemed Shareholders, Board of Commissioners, and all stakeholders,

We extend our gratitude to God Almighty for His blessings and grace, with which PT Telkom Indonesia (Persero) Tbk ("Telkom" or "the Company") navigated 2025 and sustained its performance resilience. This year marked a pivotal phase for the Company, with the change in the Board of Directors' composition and the start of its transformation journey under the TLKM 30 framework. Amid global and domestic economic conditions that had yet to stabilize, the Company prioritized the strengthening of its transformation foundation, to sustain performance and ensure business relevance over the medium and long term.

**ECONOMIC AND INDUSTRY OVERVIEW**

Throughout 2025, the global economic environment continued to be overshadowed by sluggish growth, elevated interest rates, and geopolitical uncertainty. These conditions prompted the telecommunications industry, including in Indonesia, to exercise greater caution in investment decisions and cost management. Nevertheless, demand for digital and data services continued to grow, underpinned by the momentum of digital transformation. At the national level, Indonesia's economy demonstrated resilience, recording GDP growth of 5.11% in 2025, surpassing the 5.03% recorded in the previous year. Total GDP reached Rp23,821.1 trillion and GDP per capita stood at Rp83.7 million, or approximately USD 5,083.

Notwithstanding these pressures, the national telecommunications industry, as a strategic infrastructure, continued to bolster digital economic activity and public services. At the same time, the industry grappled with structural headwinds: maturing penetration levels, a competitive landscape that was more rational yet no less intense, and pressure to rein in spending. These forces compelled industry players to strike a balance between network investment requirements and relatively moderate revenue growth, making capital efficiency and customer productivity improvement key competitive differentiators.

**TLKM 30 BUSINESS TRANSFORMATION**

As the first half of 2025 concluded, the Company continued its transformation journey under the TLKM 30 strategic framework. This program is designed to enhance the Company's value while reinforcing longterm competitiveness amid the evolving dynamics of the telecommunications and digital industries.

To realize these objectives, the Company established four transformation pillars as the primary framework for fundamental operational improvement, organizational structure simplification, and business portfolio value optimization.

The first pillar, Operational & Service Excellence, is centered on fundamental operational improvement and service quality enhancement. Initiatives under this pillar encompass corporate culture transformation through the BISA (Bravery, Integrity, Service Excellence, Agility) program, governance refinement to make the organization more agile, and efficiency strengthening through total expenditure (TOTEX) management. Efficiency efforts are not solely oriented toward cost reduction; more importantly, they aim to establish a more competitive cost structure. In addition, this pillar places emphasis on high-yielding products, services, and solutions.

The second pillar, Streamlining, aims to simplify the Group's structure by simplifying its subsidiary portfolio. The Company reviewed entities that had yet to deliver optimal contributions or that operated outside its core competencies. Through divestitures, mergers, closures, or business transfers, we made the Group structure leaner, more focused, and more agile, directing resources more effectively toward core business activities.

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The third pillar, Unlocking Value, focuses on optimizing the value of digital assets yet to be fully reflected in the

Company's valuation. Infrastructure assets, such as fiber, towers, and data centers, were carved out into standalone entities to enable more focused management and unlock valuations aligned with the inherent characteristics of their respective businesses. The Company is also opening avenues for strategic partnerships with external investors to accelerate asset monetization and enhance the overall value of the Group.

The fourth and final pillar, Modus Operandi Shift, signifies a fundamental change in the role of the parent company. We are transitioning from an operational holding to a strategic holding. Under the previous structure, the parent company was directly involved in a number of business activities. This constrained the effectiveness of oversight and portfolio management functions. Now, through this transformation, operational activities previously residing at the holding level are being transferred to dedicated operating entities aligned with each respective business pillar. This enables the parent company to assume the role of strategic direction-setter, capital allocation manager, and steward of consistent performance across all entities within the Group.

The implementation of the TLKM 30 strategy throughout 2025 proceeded in a gradual and consistent manner in accordance with the established roadmap. The Company concentrated its efforts on strengthening business fundamentals through the formation of a strategic holding, sharpening the business focus of each operating company, optimizing asset monetization, and enhancing organizational and technological capabilities as the foundation for long-term transformation.

A number of key initiatives demonstrated meaningful progress, particularly in strengthening the wholesale fiber connectivity business as a standalone entity, developing digital platform and services capabilities to support artificial intelligence use, and rationalizing the business portfolio for more effective resource allocation oriented toward long-term value creation.

**STRATEGY FORMULATION AND THE ROLE OF THE BOARD OF DIRECTORS**

The BOD formulates and implements the Company's overall business strategy, ensuring that resource allocation is aligned with strategic objectives and long-term direction. Business strategies are subsequently cascaded into

Key Performance Indicators (KPIs) at every level of the organization, enabling the strategy to be executed in a measurable and coordinated manner.

The Company's strategy formulation is consistently guided by its vision and mission, and ever-enriched by a comprehensive analysis of internal and external conditions. The process begins with the formulation and preparation of strategic planning documents, spanning the Long-Term Corporate Plan (RJPP) as the reference framework for medium- and long-term strategic direction, the Corporate Strategic Scenario (CSS) as an alternative strategic scenario document, and the Company's Work Plan and Budget (RKAP), which contains the annual implementation steps and performance targets.

In practice, the Board of Directors convenes regular meetings to review the progress of strategy implementation across financial, operational, and administrative dimensions making strategic decisions and monitoring KPI performance as it goes. In 2025, the Board launched TLKM 30 as a long-term transformation framework designed to sharpen strategy execution, with particular focus on organizational clarity, stronger governance, and a renewed commitment to corporate culture and customer experience.

The Board of Directors also ensures that strategy is executed in alignment with market dynamics through capital expenditure evaluation and rigorous risk management oversight. Close coordination with the Board of Commissioners and its supporting committees keeps the Company's direction aligned with its long-term plans and governance standards. This is reinforced through structured stakeholder engagement and the embedding of a Digital Ways of Working culture known as BISA, which sustains the Company's broader organizational transformation agenda.

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**IMPLEMENTATION OF CORPORATE STRATEGY**

The Company's strategic documents are translated into work programs executed in a coordinated manner across business units and subsidiaries. The Board of Directors ensures that each initiative carries clearly defined objectives, measurable performance indicators, and consistent monitoring mechanisms through regular evaluations of financial and operational performance.

In 2025, strategic execution was continuously adjusted in response to market dynamics, evolving customer behavior, and macroeconomic pressures. This adaptive approach enabled Telkom to maintain its strategy's relevance, enhance operational resilience, and manage risk with greater discipline.

**PERFORMANCE ACHIEVEMENT AGAINST TARGETS IN 2025**

The efforts to strengthen business fundamentals and recalibrate strategy were reflected in the performance of the Company's business segments throughout 2025. In the B2C segment, revenue was recorded at Rp105.9 trillion with profitability levels remaining intact. The primary contribution came from frequency spectrum utilization revenue associated with Telkomsel's Data and Digital services. Average Revenue Per User (ARPU) rose 3.6% quarter-on-quarter, supported by disciplined pricing strategies, sustained efforts to maintain relevance amid evolving customer usage behavior, and broader industry adjustments toward market repair. By the fourth quarter of 2025, Telkomsel served 156.1 million mobile subscribers, alongside 10.3 million IndiHome customers, representing year-on-year growth of 7.4%, or an addition of 712 thousand subscribers.

In the B2B ICT segment, the Company recorded revenue of Rp15.3 trillion, a decline of 3.1% year-on-year amid weakening demand for corporate solutions. Notwithstanding this headwind, the Company continued to build capabilities in Connectivity+, Cybersecurity, and Artificial Intelligence (AI), and broadened its strategic partnerships with global technology partners to support medium-term growth prospects.

The B2B Infra segment posted revenue of Rp8.9 trillion for the full year 2025, contributed by three core business lines: telecommunications towers, data centers, network infrastructure and management. In the telecommunications tower business, Mitratel recorded revenue of Rp9.5 trillion, up 0.7% year-on-year, with EBITDA of Rp7.8 trillion and net income of Rp2.1 trillion, supported by growth in tower leasing and construction

service revenues. Mitratel retained its position as the largest telecommunications tower company in ASEAN with ownership of more than 40,000 towers, while the number of tenants grew to 63,084 and the tenancy ratio improved from 1.52x to 1.57x. The Fiber-to-the-Tower service also expanded significantly, with the addition of more than 9,000 km of fiber network, bringing the total network to 69,415 km.

In the data center business, NeutraDC achieved a capacity utilization rate of approximately 89%. The launch of two new services, Neutra Connect and Neutra Compute, completed the product portfolio into a 3C offering (Colo, Connect, Compute), serving as the foundation for building AI Fabric and strengthening TelkomGroup's position in the AI-driven data center ecosystem.

In the Network Infrastructure and Management business, Telkom executed a strategic spin-off of its domestic Wholesale Fiber Connectivity business and assets to PT Telkom Infrastruktur Indonesia (TIF), which now operates under the commercial identity InfraNexia, in line with Telkom's transformation into a strategic holding company.

In the International segment, the Company recorded revenue of Rp10.7 trillion, underpinned by Telin's global expansion through wholesale, enterprise, and retail services across multiple markets, with an operational presence spanning 14 countries including through a network of Sales Representatives. The Others segment contributed revenue of Rp5.9 trillion.

On a consolidated basis, the Company recorded full-year revenue of Rp146.7 trillion. From a profitability standpoint, consolidated EBITDA stood at Rp72.2 trillion with an EBITDA margin of 49.2%, while net income was

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recorded at Rp17.8 trillion with a net income margin of 12.1%. While operational performance demonstrated resilience amid significant industry pressures, both revenue and profitability fell short of the targets set at the beginning of the year.

**DIGITAL INFRASTRUCTURE STRENGTHENING AND CORPORATE ACTIONS**

In December 2025, Telkom formally signed the deed of partial spin-off of its wholesale fiber connectivity business and assets to PT Telkom Infrastruktur Indonesia (TIF), which operates under the brand name InfraNexia. This move forms part of the TLKM 30 transformation strategy and the broader agenda toward a strategic holding structure, focused on strengthening the digital infrastructure business foundation, optimizing assets, enhancing

operational and capital expenditure efficiency, and creating value through infrastructure monetization and strategic partnerships — while accelerating the equitable expansion of digital connectivity across Indonesia.

In the first phase of the spin-off, InfraNexia will manage more than 50% of Telkom's total fiber network infrastructure, encompassing the access, aggregation, backbone, and other supporting infrastructure segments, with an estimated business and asset value of approximately Rp35.8 trillion. This transaction affirms Telkom's position as the controlling shareholder of TIF, while subsequent phases of the spin-off are targeted for full completion in 2026.

Although Telkom holds more than 99.9% of TIF's shares, InfraNexia will operate on a neutral basis in providing

wholesale fiber connectivity services to both external customers and TelkomGroup's internal entities. The InfraNexia brand, which reflects its role as a provider of national infrastructure connectivity, is expected to emerge as a new growth engine, reinforcing the Company's performance while elevating the quality of digital infrastructure services at the national level. As such, the InfraNexia spin-off stands as one of the most significant milestones of the Unlocking Value pillar within the TLKM 30 agenda.

**CHALLENGES AND MITIGATION EFFORTS**

Telkom faced a range of challenges in 2025, spanning industry dynamics, macroeconomic pressures, and the demands of transformation. Financially, the Company recorded a declined in net income in 2025, in line with revenue pressures amid an increasingly competitive market environment.

Operationally, Telkomsel, as the Group's primary revenue contributor, also faced a decline in its mobile subscriber base. The subscriber base contracted marginally as a result of product portfolio adjustments, starter pack rationalization, and intensifying competitive pressures across the industry. The consolidation of competitors has effectively shaped a three-player mobile market, raising the stakes around subscriber quality and ARPU sustainability.

The Company also confronted infrastructure-related challenges, including physical disruptions to the submarine

cable network that temporarily affected fixed broadband services in the early part of the year. Concurrently, the

substantial investment requirements needed to expand network coverage, increase capacity, and develop new

technologies remained a persistent structural pressure on the telecommunications industry.

The transformation toward a digital telco and strategic holding structure also demands comprehensive adjustments across the organization, business portfolio, and operational governance. The business streamlining

agenda, infrastructure asset spin-off, and the intensified focus on higher-value businesses such as data centers and digital services require high levels of execution discipline and operational readiness across all lines of the Company.

The global macroeconomic environment, still beset by uncertainty, elevated interest rates, and pressures on consumer purchasing power, has added further complexity to the business landscape. The combination of competitive pressures, investment requirements, and the transformation agenda constitutes the principal

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challenge the Company faces in sustaining performance while simultaneously laying the groundwork for long- term growth.

In response to these multifaceted challenges, The Board of Directors developed TLKM 30 as the Company's long-term transformation framework, designed to strengthen Telkom's position within the digital ecosystem through to 2030. The strategy spans a broad agenda: reorienting the business, building out digital infrastructure, and expanding the Company's portfolio of technology services. Through TLKM 30, Telkom is accelerating its evolution from a traditional telecommunications provider into a fully-fledged digital company, one capable of actively driving the growth of Indonesia's digital economy.

**CORPORATE GOVERNANCE**

The Company remains firmly committed to the principles of Good Corporate Governance (GCG) as the cornerstone of all its business activities. GCG implementation at Telkom is grounded in applicable international standards and national regulations, including ISO 37001 on Anti-Bribery Management Systems and the GCG principles established by capital market authorities. These foundational principles, encompassing transparency, accountability, fairness, responsibility, and sustainability, serve as guiding tenets in both strategy formulation and the Company's day-to-day operations.

In keeping with these principles, the Company ensures that all strategic and operational measures are carried

out with transparency and accountability through internal oversight mechanisms and a systematically structured

reporting framework. This approach is designed to ensure that every initiative, including innovation and sustainability programs, is executed efficiently, ethically, and in accordance with prevailing governance standards.

As part of its continued efforts to elevate governance quality, the Company also conducts regular risk assessments, including those pertaining to business continuity risks, to maintain operational stability and ensure the sustainability of the business over the long term.

**CHANGES IN THE COMPOSITION OF THE BOARD OF DIRECTORS**

In 2025, changes in the composition of the Company's Board of Directors and Board of Commissioners were ratified through the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk, held on 27 May 2025. The AGMS honorably discharged Ririek Adriansyah as President Director, Heri Supriadi as Director of Finance and Risk Management, F. M. Venusiana R. as Director of Enterprise & Business Service, Herlan Wijanarko as Director of Network & IT Solution, Afriwandi as Director of Human Capital Management, Muhammad Fajrin Rasyid as Director of Digital Business, Budi Setyawan Wijaya as Director of Strategic Portfolio, and Bogi Witjaksono as Director of Wholesale & International Service.

At the same occasion, the AGMS appointed Dian Siswarini as President Director, Muhammad Awaluddin as Deputy President Director, Veranita Yosephine as Director of Enterprise and Business Service, Nanang Hendarno as Director of Network, Seno Soemadji as Director of Strategic Business Development & Portfolio, Henry Christiadi as Director of Human Capital Management, Arthur Angelo Syailendra as Director of Finance and Risk Management, and Faizal Rochmad Djoemadi as Director of IT Digital. In addition, Honesti Basyir, who previously served as Director of Group Business Development, was appointed as Director of Wholesale and International Business.

Subsequently, through an Extraordinary General Meeting of Shareholders (EGMS) held on 16 September 2025, the Company honorably discharged Muhammad Awaluddin from his position as Deputy President Director and

accepted the resignation of Henry Christiadi from his position as Director of Human Capital Management. The

EGMS further appointed Willy Saelan as Director of Human Capital Management and Andy Kelana as Director of Legal & Compliance. A further change in the composition of the Board of Directors took place through an EGMS

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on 12 December 2025, which honorably discharged Honesti Basyir as Director of Wholesale & International Service and appointed Budi Satria Dharma Purba as his successor.

Accordingly, the composition of the Company's Board of Directors as of year-end 2025 is as follows:

• President Director: Dian Siswarini

• Director of Enterprise and Business Service: Veranita Yosephine

• Director of Human Capital Management: Willy Saelan

• Director of IT Digital: Faizal Rochmad Djoemadi

• Director of Finance and Risk Management: Arthur Angelo Syailendra

• Director of Legal & Compliance: Andy Kelana

• Director of Network: Nanang Hendarno

• Director of Strategic Business Development & Portfolio: Seno Soemadji

• Director of Wholesale and International Service: Budi Satria Dharma Purba

**BUSINESS OUTLOOK FOR 2026**

In 2026, Telkom will accelerate the implementation of TLKM 30 in a measured and disciplined manner, with particular emphasis on execution consistency, enhanced competitiveness, and the creation of sustained long-term value. TLKM 30 serves as the primary strategic framework through which the Company will respond to industry dynamics while ensuring healthy long-term growth for its shareholders and all stakeholders.

In recognition of the increasingly competitive telecommunications landscape, Telkom will drive accelerated implementation by concentrating on the strengthening of its four core business pillars, namely B2C, B2B ICT, B2B Infra, and International Business, which will serve as the foundation for sustainable long-term growth. This strategy is designed to capture opportunities arising from the accelerating pace of digital transformation across multiple sectors, while prioritizing value creation through business portfolio optimization, synergy strengthening, and the development of market and stakeholder-oriented digital capabilities.

**CLOSING REMARKS**

On behalf of the Board of Directors, we extend our appreciation to our shareholders, the Board of Commissioners, employees, customers, partners, and all stakeholders for their unwavering support and trust throughout 2025. With an ever-strengthening transformation foundation, Telkom is well-positioned to advance into the next chapter of its journey as a strategic holding capable of creating long-term value and reinforcing its role as the backbone of Indonesia's digital infrastructure and services.

Jakarta, May 12, 2026

On behalf of the Board of Directors,

/s/ Dian Siswarini

**Dian Siswarini**

President Director

a

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### STATEMENT OF THE MEMBER OF BOARD OF COMMISSIONERS<br>REGARDING WITH RESPONSIBILITY FOR

### PT TELKOM INDONESIA (PERSERO) TBK 2025 ANNUAL REPORT
We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk

2025 Annual Report has been presented in its entirety and that we assume full responsibility

for the accuracy of the content of the Company's Annual Report.

This statement is made in all truthfulness.

Jakarta, May 12, 2026

---

| | | | |
|:---|:---|:---|:---|
| **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** |
| <br>/s/ Angga Raka Prabowo | <br>/s/ Angga Raka Prabowo | <br>/s/ Angga Raka Prabowo | <br>/s/ Angga Raka Prabowo |
| **Angga Raka Prabowo** <br>President Commissioner | **Angga Raka Prabowo** <br>President Commissioner | **Angga Raka Prabowo** <br>President Commissioner | **Angga Raka Prabowo** <br>President Commissioner |
| /s/ Deswandhy Agusman | /s/ Ira Noviarti | /s/ Ira Noviarti | /s/ Rofikoh Rokhim |
| **Deswandhy Agusman**<br>Independent Commissioner | **Ira Noviarti**<br>Independent Commissioner | **Ira Noviarti**<br>Independent Commissioner | **Rofikoh Rokhim**<br>Independent Commissioner |
| /s/ Ossy Dermawan | /s/ Ossy Dermawan | /s/ Rionald Silaban | /s/ Rionald Silaban |
| **Ossy Dermawan**<br>Commissioner | **Ossy Dermawan**<br>Commissioner | **Rionald Silaban**<br>Commissioner | **Rionald Silaban**<br>Commissioner |
| /s/ Silmy Karim | /s/ Silmy Karim | /s/ Rizal Malarangeng | /s/ Rizal Malarangeng |
| **Silmy Karim**<br>Commissioner | **Silmy Karim**<br>Commissioner | **Rizal Malarangeng**<br>Commissioner | **Rizal Malarangeng**<br>Commissioner |

---

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### STATEMENT OF THE MEMBER OF BOARD OF DIRECTORS <br> REGARDING WITH RESPONSIBILITY FOR <br> PT TELKOM INDONESIA (PERSERO) TBK 2025 ANNUAL REPORT
We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk

2025 Annual Report has been presented in its entirety and that we assume full responsibility

for the accuracy of the content of the Company's Annual Report.

This statement is made in all truthfulness.

Jakarta, May 12, 2026

---

| | | | |
|:---|:---|:---|:---|
| &nbsp;&nbsp;**Board of Directors** | &nbsp;&nbsp;**Board of Directors** | &nbsp;&nbsp;**Board of Directors** | &nbsp;&nbsp;**Board of Directors** |
| &nbsp;&nbsp;/s/ Dian Siswarini | &nbsp;&nbsp;/s/ Dian Siswarini | &nbsp;&nbsp;/s/ Dian Siswarini | &nbsp;&nbsp;/s/ Dian Siswarini |
| &nbsp;&nbsp;**Dian Siswarini** <br>President Director | &nbsp;&nbsp;**Dian Siswarini** <br>President Director | &nbsp;&nbsp;**Dian Siswarini** <br>President Director | &nbsp;&nbsp;**Dian Siswarini** <br>President Director |
| &nbsp;&nbsp;/s/ Arthur Angelo Syailendra | &nbsp;&nbsp;/s/ Veranita Yosephine | &nbsp;&nbsp;/s/ Veranita Yosephine | &nbsp;&nbsp;<br>/s/ Nanang Hendarno<br>|
| &nbsp;&nbsp;**Arthur Angelo Syailendra** <br>Director of Finance & Risk Management | &nbsp;&nbsp;**Veranita Yosephine** <br>Director of Enterprise & Business Service | &nbsp;&nbsp;**Veranita Yosephine** <br>Director of Enterprise & Business Service | &nbsp;&nbsp;**Nanang Hendarno** <br>Director of Network |
| &nbsp;&nbsp;/s/ Seno Soemadji | &nbsp;&nbsp;/s/ Faizal Rochmad Djoemadi | &nbsp;&nbsp;/s/ Faizal Rochmad Djoemadi | &nbsp;&nbsp;/s/ Budi Satria Dharma Purba  |
| &nbsp;&nbsp;**Seno Soemadji** <br>Director of Strategic Business Development & Portfolio | &nbsp;&nbsp;**Faizal Rochmad Djoemadi** <br>Director of IT Digital | &nbsp;&nbsp;**Faizal Rochmad Djoemadi** <br>Director of IT Digital | &nbsp;&nbsp;**Budi Satria Dharma Purba** <br>Director of Wholesale & International Service |
| &nbsp;&nbsp;/s/ Willy Saelan | &nbsp;&nbsp;/s/ Willy Saelan | &nbsp;&nbsp;/s/ Andy Kelana | &nbsp;&nbsp;/s/ Andy Kelana |
| &nbsp;&nbsp;**Willy Saelan** <br>Director of Human Capital Management | &nbsp;&nbsp;**Willy Saelan** <br>Director of Human Capital Management | &nbsp;&nbsp;**Andy Kelana** <br>Director of Legal & Compliance | &nbsp;&nbsp;**Andy Kelana** <br>Director of Legal & Compliance |

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## ABOUT TELKOM

---

| | |
|:---|:---|
| 40 | [Purpose, Vision, Mission, and Strategy](#c001_Purpose_Vision_Mission_Strategy) |
| 41 | [Corporate Culture and Values](#c002_Corporate_Culture_Values) |
| 44 | [Telkom Milestones and Company Name Changes](#c003_Telkom_Milestones) |
| 46 | [Business Activities](#c004_Business_Activities) |
| 48 | [Telkom Organizational Structure](#c005_Telkom_Organizational_Structure) |
| 49 | [List of Industry Association Memberships](#c006_Industry_Association_Memberships) |
| 51 | [Board of Commissioners' Profiles](#c007_BOC_Profiles) |
| 62 | [Board of Directors' Profiles](#c008_BOD_Profiles) |
| 74 | [Senior Vice Presidents' Profiles](#c009_SVP_Profiles) |
| 75 | [Telkom Employee Profile](#c010_Telkom_Employee) |
| 78 | [Shareholders Composition](#c011_Shareholders_Composition) |
| 81 | [Subsidiaries, Associated Companies, and Joint Ventures](#c012_Subsidiaries_Companies) |
| 87 | [Chronology of Stock Registration](#c013_Stock_Registration) |
| 89 | [Chronology of Other Securities Registration](#c014_Other_Securities_Registration) |
| 91 | [Use of Public Accounting Services and Public Accounting Firms](#c015_KAP) |
| 93 | [Name and Address of Institutions and/or Supporting Capital Market Profession](#c016_Capital_Market_Profession) |

---

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#### PURPOSE, VISION , MISSION, AND STRATEGY
**PURPOSE**

Building a more prosperous and competitive nation and delivering the best value to our stakeholders.

**VISION**

To become a world-class digital telecommunications company that makes a significant impact at the regional level and builds a digital ecosystem to create value for stakeholders.

**MISSION**

1. To become the leading digital telecommunications company in Indonesia that makes a significant impact on the international stage

2. Building an organization with standardized, agile, collaborative, and results-oriented governance.

3. Strengthening a culture of excellence in service for all stakeholders.

### STRATEGIC FOCUS 2025
In 2025, we continued to undergo transformation to strengthen our business fundamentals and drive healthy and sustainable growth. Based on lessons learned from the execution of the Company's initiatives in previous years, there are several areas that need improvement, particularly in relation to the speed of execution of the bold moves, which has not been optimal. This situation is caused by internal factors related to capabilities, as well as external factors related to the slowing telecommunications industry trend and increasing competition. Therefore, in 2025, Telkom will continue to implement the bold moves with a focus on more disciplined execution quality by paying attention to progress and impact. We have announced the corporate theme for 2025, **"Regain B2C market share and drive B2B performance acceleration by boldly executing practical & impactful programs"** with three main programs, namely:

1. Execute FMC offerings & Beyond Connectivity services to uplift customer productivity, reinforced by efficient territory management to ensure sales quality in both mobile and fixed markets;

2. Strengthen product & consultative selling capability and accelerate efficient business process & IT-tools readiness to improve B2B competitiveness with clear E2E financial visibility; and

3. Push for more efficient & competitive network-access and tighten Group capex & procurement collaboration, while optimizing asset utilization to enhance Group profitability.

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### CORPORATE CULTURE AND VALUES
TelkomGroup culture is a system of values, beliefs, norms, and basic assumptions shared by all TelkomGroup employees. This culture is formed from the accumulation of the Company's experiences in facing various external challenges and internal integration needs, and acts as the main driver in realizing the vision, mission, and strategic objectives of each entity in TelkomGroup. This culture is internalized and implemented consistently as a guideline in thinking, behaving, and acting across all lines of the organization.

Referring to the Company Policy on TelkomGroup Culture Implementation Guidelines, TelkomGroup culture is based on the core values and work practices established by Telkom as core values that are believed in and practiced by all TelkomGroup employees. These values and ways of working are constantly aligned with the dynamics of TelkomGroup's business strategy, thereby forming the basis for daily work behavior, including interaction, communication, collaboration, and decision-making.

Thus, TelkomGroup culture encompasses:

---

| | |
|:---|:---|
| Core Values: AKHLAK | Core Values: AKHLAK |
| ![Graphic](tmb-20260512x6k015.jpg) | ![Graphic](tmb-20260512x6k015.jpg) |
| **A**manah/Trustworthy | Holding on to the trust given |
| **K**ompeten/Competent | Continue to learn and develop capabilities |
| **H**armonis/Harmonious | Caring for each other and respecting differences |
| **L**oyal | Dedicated and prioritizing the interests of the nation and the state |
| **A**daptif/Adaptive | Continue to innovate and be enthusiastic in moving or facing change |
| **K**olaboratif/Collaborative | Building a synergistic collaboration |

---

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| | |
|:---|:---|
| &nbsp;&nbsp;Digital Ways of Working: BISA | &nbsp;&nbsp;Digital Ways of Working: BISA |
| &nbsp;&nbsp;![Graphic](tmb-20260512x6k016.jpg) | &nbsp;&nbsp;![Graphic](tmb-20260512x6k016.jpg) |
| &nbsp;&nbsp;**B**ravery | &nbsp;&nbsp;The courage to execute tasks to achieve the best results by taking calculated risks for the benefit of the company |
| &nbsp;&nbsp;**I**ntegrity | &nbsp;&nbsp;Adhering to ethical principles, values, norms, and applicable regulations, acting honestly, and refraining from any misconduct that could harm the company |
| &nbsp;&nbsp;**S**ervice Excellence | &nbsp;&nbsp;A commitment to always providing the best service to all stakeholders, taking full responsibility for results without making excuses |
| &nbsp;&nbsp;**A**gility | &nbsp;&nbsp;The ability to act quickly, accurately, effectively, and efficiently without adding bureaucracy, and to always be solution-oriented and innovative in the face of change |

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The implementation of TelkomGroup culture applies to all individuals within TelkomGroup, including the Board of Directors/Management, Board of Commissioners/Supervisory Board, and all employees, as a single entity in supporting the sustainability of the Company's performance and achievement of its objectives.

**<br>CORPORATE CULTURE ACTUALIZATION PROGRAM**

All unit leaders within TelkomGroup serve as **role models** and key drivers in the implementation of the Company's cultural actualization program. The Company's cultural program is built through various structured and sustainable cultural implementation and actualization initiatives, aimed at bridging the values set forth with actual work behavior. This program is one of the important instruments in the Company's Change Management.

To ensure that the implementation of the culture runs effectively and involves the active participation of all employees, unit leaders appoint Culture Agents and Culture Boosters in their respective units. As of the reporting year, there were 4,231 Culture Agents and Culture Boosters, consisting of 2,010 people from Telkom and 2,221 people from subsidiaries. All Culture Agents are required to participate in the Culture Agent On Boarding (CAOB) program to align their understanding of the Company's cultural role and its relevance to the Company's strategy in achieving its Purpose, Vision, and Mission.

In its implementation, unit leaders, together with Culture Agents and Culture Boosters, formed the Culture Activation Provocation Community (*Kipas Budaya*) as a collaborative forum to drive and coordinate various cultural actualization activities in each work unit.

**IMPACTFUL DIGITAL CULTURAL REVITALIZATION**

In line with the ever-evolving and increasingly competitive telecommunications industry, TelkomGroup is not only focused on strengthening the Company's values, but also revitalizing Digital Ways of Working as a strategic response to maintain relevance, increase competitiveness, and strengthen the Company's resilience in the face of increasing business complexity. This revitalization is part of the Company's strategic priorities in ensuring the organization's readiness for industry changes and continuous digital transformation.

As a manifestation of this commitment, on June 12, 2025, Telkom officially launched Digital Ways of Working: BISA (Bravery, Integrity, Service Excellence, and Agility) as a digital work behavior framework that serves as the foundation in supporting the acceleration of TelkomGroup's digital transformation. This framework is designed to encourage adaptive, integrity-driven, service-oriented, and responsive mindsets, attitudes, and work behaviors.

To ensure that the implementation of culture can have a direct impact on performance achievement, the Company's cultural program is carried out through various strategic programs that are aligned with TelkomGroup's business targets and priorities, and supported by integrated policies and support systems. These supporting systems include the use of various digital tools, such as the Diarium collaboration application as a corporate portal, daily operational systems such as **e-office**, **e-budgeting**, and **file sharing**, the **Ingenium** application for career and succession management, and **MyDigilearn** as a learning and knowledge management platform, along with other supporting digital systems.

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**CORPORATE CULTURE EVALUATION**

To ensure the effectiveness of the implementation of the Company's culture and digital work behavior across all TelkomGroup entities, HCM TelkomGroup will conduct a Culture Survey in 2025 as part of its efforts to measure the implementation of culture in a systematic and sustainable manner. This survey is designed to monitor the level of internalization and actualization of culture, as well as assess its impact on the achievement of TelkomGroup's digital transformation.

The 2025 Culture Survey measures several key indicators, namely Digital Ways of Working: BISA Implementation Index, BISA Culture Journey Index, AKHLAK Culture Journey Index, and Employee Net Promoter Score (e-NPS). The results of these measurements are used to map the position and journey of the organization's culture, identify strengths and areas that need strengthening, and assess the relationship between work culture and the Company's performance and digital transformation success.

The Culture Survey was conducted online and covered all TelkomGroup entities. To deepen and validate the quantitative measurement results, a qualitative study was conducted using the Focused Group Discussion (FGD) method. This combination of quantitative and qualitative approaches enabled the Company to gain a more comprehensive understanding of the perceptions, experiences, and dynamics of the work culture within TelkomGroup. Based on the measurement results, TelkomGroup achieved the following index scores:

a. Digital Ways of Working Implementation Index: BISA, TelkomGroup scored 76.44% (Exemplary Champion).

b. The TelkomGroup BISA Journey Index comprises a Readiness to Change score of 82.77% (Highly Ready), a Symbolic Intervention score of 2.81 (Above Standard), and an Acceptance score of 257.84 (High Acceptance).

c. The TelkomGroup AKHLAK Culture Journey Index comprises a Readiness to Change score of 86.33% (Highly Ready), a Symbolic Intervention score of 2.74 (Above Standard), and an Acceptance score of 257.74 (High Acceptance).

d. The TelkomGroup Culture Journey includes a Leadership Intervention score of 2.62 (Above Standard) and a System Intervention score of 2.58 (Above Standard).

e. The TelkomGroup Employee Net Promoter Score (e-NPS) is 84.37 (Mature).

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### TELKOM MILESTONE AND COMPANY NAME CHANGES
Through Government Regulation Number 240, year 1961 regarding the Establishment of State Post and Telecommunication Company, Indonesian Government established Perusahaan Negara Pos dan Telekomunikasi (PN Postel). Furthermore, PN Postel was split into PN Post and Giro and Perusahaan Negara Telekomunikasi (PN Telekomunikasi) according to Government Regulation No. 30 dated July 6, 1965. This date is the basis for determining the anniversary of Telkom Indonesia.

PN Telekomunikasi was split into two entities in 1974, namely Perusahaan Umum Telekomunikasi (Perumtel) and PT Industri Telekomunikasi Indonesia (PT INTI). Perumtel then turned into a state-owned limited liability company with the official name of PT Telekomunikasi Indonesia (Persero) or Telkom in 1991. In 1995, Telkom became a public company listed on IDX and NYSE, with a market capitalization value achieved by the end of 2024 of Rp345 trillion on IDX and US$20 billion on NYSE.

● As part of implementing Five Bold Moves, PT Telkom Infrastruktur Indonesia (TIF) officially started the end-to-end operation of TelkomGroup's connectivity network through the Managed Service Agreement (MSA) mechanism.

● Telkom launched its latest ESG program, GoZero - Sustainability Action by Telkom Indonesia, as Telkom's concrete action in the field of ESG in realizing its commitment to sustainability for a better future.

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| | |
|:---|:---|
| **2011 - 2015** | Telkom completed Super Nusantara Highway project and True Broadband Access project in 2011. Then in 2014, Telkom became the first operator in Indonesia to provide 4G LTE service. A year later, Telkom launched IndiHome. |
| **1999 - 2010** | Telkom launched Telkom-1 satellite in 1999 and Telkom-2 satellite in 2005. Telkom has also successfully completed JaKaLaDeMa underwater fiber optic cable project. |
| **1991 - 1995** | Perumtel officially changed to Telkom in 1991. Then in 1995, Telkom established subsidiary Telkomsel as a cellular operator and conducted an IPO on Jakarta Stock Exchange and Surabaya Stock Exchange, registered shares on NYSE and LSE, and offered open shares without listing on Tokyo Stock Exchange. |
| **1974** | PN Telekomunikasi was split into Perumtel, which provides telecommunication services, and PT INTI, which manufactures telecommunications equipment.  |
| **1965** | PN Postel was split into two entities, namely Perusahaan Negara Pos dan Giro (PN Pos and Giro) and Perusahaan Negara Telekomunikasi (PN Telekomunikasi). |

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### BUSINESS ACTIVITIES

### BUSINESS ACTIVITIES BASED ON TELKOM'S ARTICLES OF ASSOCIATION
Telkom's business activities are based on Article 3 of the Company's Articles of Association as stated in the Deed of Statement of Resolution of the Company's GMS Number 37 dated June 22, 2022, which was received and approved by the Minister of Law and Human Rights based on Letter No. AHU-0044650.AH.01.02. year 2022 dated June 29, 2022. Telkom's business activities are in the field of providing telecommunication networks and services, informatics, as well as optimizing the utilization of the Company's resources to produce goods and/or services of high quality and with solid competitiveness to gain/pursue profit to increase company's value by applying the principle of Limited Liability Company. The following are Telkom's main business activities and supporting business activities in general:

**Principal Business Activities**

1. Planning, building, providing, developing, operating, marketing/selling/leasing, and maintaining telecommunication and information technology networks in the broadest definition with due observance of the statutory regulations.

2. Planning, developing, providing, marketing/selling, and improving telecommunication and information technology services in the broadest definition with due observance of the statutory regulations.

3. Making investments including equity participation in other companies in line with and to achieve the goals and objectives of the Company.

**Supporting Business Activities**

1. Provide payment transactions and money transfer services through telecommunications and informatics networks.

2. Carry out other activities and businesses in the context of optimizing resources owned by the Company, including the use of fixed and movable assets, information system facilities, education facilities and training facilities, and maintenance and repair facilities.

3. Cooperate with other parties in the context of optimizing informatics, communication or technology resources owned by other parties in the informatics, communication, and technology industries, in line with and to achieve the aims and objectives of the Company.

All business activities, both main and supporting, were carried out in the financial year.

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### PORTFOLIO PRODUCT AND/OR SERVICE
Telkom has a portfolio of products and services in various business segments in accordance with digital transformation strategy and development of telecommunications industry, which is described as follows:

---

| | | |
|:---|:---|:---|
| **Segments**<br><BORDER_TOP> | **Business Lines**<br><BORDER_TOP> | **Products**<br><BORDER_TOP> |
| **B2C** | B2C Legacy | Mobile Voice, Mobile SMS, Fixed Voice |
| **B2C** | B2C Data | Mobile Broadband, Fixed Broadband |
| **B2C** | B2C Digital  | Mobile Digital Services (E-Health, E-Education, IoT, Big Data, Financial Service, VOD, Music, Gaming, Digital ads, VAS), Home Digital Services (Pay TV, OTT, Other Digital Services) |
| <br>**B2B ICT** | Enterprise Connectivity | Fixed Voice, Fixed BB, Enterprise Data (including Managed CPE, Advanced Connectivity), Wi-Fi, Satellite |
| <br>**B2B ICT** | Enterprise Digital Solution | Managed Solution (including Managed Device) |
| <br>**B2B ICT** | Digital IT Services | IT Service, Big Data, IoT, Cybersecurity, Cloud (IaaS, PaaS, SaaS) |
| **Digital Infrastructure Cluster** | WS Network | Domestic Network |
|  | WS FTTX | Wholesale FTTH |
|  | Satellite | Upstream (Orbital Slot, Satellite Mission, Transponder), Downstream (VSAT, Broadband Satellite), Link |
|  | DC | Colocation & Hosting, Integrated DC Services, Hyperscale |
|  | Tower | Tower Owned (Macro, Micro, etc.), Reseller, Managed Service, Project, Tower Fiberization |
| **International Business** | WS Traffic | International Voice, Domestic Voice, Internet Traffic |
| **International Business** | WS Network | International Network |
| **International Business** | WS Platform & Services | SMS A2P, Others (incl. Edge DC, CDN),  |
| **Other** | B2B Digital | B2B e-Commerce, e-Logistic, Digital Advertising, Big Data & IoT Platform, Digi Ads, Financal Services |
| **Other** | B2B2X Digital  | Music, Gaming, Video/Digital Content |
| **Other** | Non-portfolio | Digital Investment, Property Development, Property Management, Hospitality, Infrastructure Services |
| **Other** | Digital Adjacent Service | Financial Services, Digital Media, POS Managed Services, IT Svc. Transportation, Professional Svc. |
| **Other** | Digital BPO | BPO (i.e.,Customer Relationship Management and Shared Service Operations) |
| **Other** | B2B Digital Health | B2B Digital Health (Health Service Claim and Provider Management Services) |
|  | Managed Services Infra/Access | Infra & Network Managed Service, Submarine Cable Service, Power Solutions |

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[Table of Content](#TOC)

### TELKOM ORGANIZATIONAL STRUCTURE
Telkom organizational structure as of December 31, 2025, with disclosures at least up to the structure of one level below the Board of Directors is presented as follows:

![Graphic](tmb-20260512x6k017.jpg)

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[Table of Content](#TOC)

### LIST OF INDUSTRY ASSOCIATION MEMBERSHIPS

---

| | | |
|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **National**<br><BORDER_TOP> | **Member**<br><BORDER_TOP> |
| 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 Content Association (IMOCA) | Telkom |
| 10. | Asosiasi Televisi Swasta Indonesia (ATVSI) | Telkom |
| 11. | Asosiasi Satelit Indonesia (ASSI) | Telkom, Telkomsat |
| 12. | Forum Komunikasi Satuan Pengawas Internal (FKSPI) | Telkom |
| 13. | Asosiasi Gabungan Pelaksana Konstruksi Nasional Indonesia (GAPENSI) | Graha Sarana Duta, Telkomsat, Mitratel |
| 14. | Keanggotaan Green Building Council Indonesia (GBCI) | Graha Sarana Duta |
| 15. | Keanggotaan Persatuan Perusahaan Real Estate Indonesia (REI) | Graha Sarana Duta |
| 16. | Asosiasi Gabungan Rekanan Konstruksi Indonesia (GARANSI) | Graha Sarana Duta |
| 17 | Asosiasi Badan Usaha Jasa Pengamanan Indonesia (ABUJAPI) | Graha Sarana Duta |
| 18. | Asosiasi Perusahaan Klining Servis Indonesia (APKLINDO) | Graha Sarana Duta |
| 19. | Kamar Dagang dan Industri (KADIN) | Telkom, Graha Sarana Duta, Telkomsat, Infomedia, Nutech, AdMedika, Bosnet, Swadharma Sarana Informatika (SSI), Telkomsel, Telkom Infra |
| 20. | Asosiasi Perawatan Bangunan Indonesia (APBI) | Graha Sarana Duta |
| 21. | Asosiasi Kontraktor Ketenagalistrikan Indonesia (AKLINDO) | Graha Sarana Duta |
| 22. | Asosiasi Pengelola Gedung Badan Usaha Milik Negara (APG BUMN) | Graha Sarana Duta |
| 23. | Indonesia Cyber Security Forum (ICSF) | Telkom |
| 24. | Asosiasi Inkubator Bisnis Indonesia (AIBI) | Indigo Creative Nation |
| 25. | Asosiasi Perusahaan Nasional Telekomunikasi (APNATEL) | Telkom, Telkom Akses |
| 26. | Asosiasi Perusahaan Teknik Mekanikal Elektrikal (APTEK) | Nutech, Swadharma Sarana Informatika (SSI), Graha Sarana Duta |
| 27. | Asosiasi Perusahaan Pengadaan Komputer dan Telematik 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 Konsultan Telematika Indonesia (ASPEKTI) | Swadharma Sarana Informatika (SSI) |
| 34. | Asosiasi Perusahaan Perdagangan Barang Distributor, Keagenan dan Industri (ARDIN) | Swadharma Sarana Informatika (SSI), 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 |

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[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **National**<br><BORDER_TOP> | **Member**<br><BORDER_TOP> |
| 48. | Ikatan Akuntan Indonesia (IAI) | Telkom |
| 49. | Indonesia Corporate Secretary Association (ICSA) | Mitratel |
| 50. | Cyber Defense Indonesia (CDEF ID)  | Telkom, Telkomsel |
| 51. | Asosiasi Pelaksana Konstruksi Nasional (ASPEKNAS) | Graha Sarana Duta, Telkom Akses |
| 52. | Gabungan Pengusaha Kontraktor Nasional Indonesia (GAPEKNAS) | Telkom Akses |
| 53. | Asosiasi Video Streaming Indonesia (AVISI) | Telkomsel |
| 54. | Indonesia Business Council for Sustainable Development (IBCSD) | Telkom |
| 55. | Forum Tanggung Jawab Sosial & Lingkungan (TJSL) BUMN | Telkom |
| 56. | Asosiasi Katalog Elektronik Nasional (AKEN)  | Metranet |
| 57. | Indonesia Digital Association (IDA) | Metranet |
| 58. | Dewan Pers | Metranet |
| 59. | Project Management Institute Indonesia (PMI) | Metranet |
| 60. | Asosiasi Modal Ventura Indonesia (AMVESINDO) | MDI Ventures |

---

---

| | | |
|:---|:---|:---|
| **No.** | **International** | **Member** |
| 1. | International Telecommunication Union (ITU) | Telkom |
| 2. | International Telecommunications Satellite Organization (ITSO) | Telkom |
| 3. | International Telecommunications Satellite (INTELSAT) | Telkom |
| 4. | International Marine/Maritime Satellite (INMARSAT) | Telkom |
| 5. | Asia Pacific Telecommunication (APT) | Telkom, Telkomsel |
| 6. | Asia Pacific Economic Cooperation (APECTEL) | Telkom |
| 7. | TM Forum | Telkom, Telkomsel |
| 8. | ASEAN CIO Association (ACIOA) | Telkom |
| 9. | Wireless Broadband Alliance (WBA) | Telkom |
| 10. | The Institute of Certified Management Accountants | Telkom |
| 11. | Asia-Pacific Satellite Communications Council (APSCC) | Telkomsat |
| 12. | Asia Pacific Network Information Centre (APNIC) | Telkomsel |
| 13. | Bridge Alliance | Telkomsel |
| 14. | Global System for Mobile Communications Association (GSMA) | Telkomsel |
| 15. | Indonesia Artificial Intelligence Society (IAIS) | Telkomsigma |
| 16. | Pacific Telecommunications Council (PTC) | Telin |
| 17. | Mobile Ecosystem Forum (MEF) | Telin |
| 18. | International Cable Protection Committee (ICPC) | Telin |
| 19. | The ITW Global Leader's Forum (GLF) | Telin |
| 20. | Executive Global Network (EGN) | Telin |
| 21. | Information Systems Audit and Control Association (ISACA) Chapter Indonesia | Telkom |
| 22. | Global Information Assurance Certification (GIAC) Advisory Board | Telkom |
| 23. | International Information System Security Certification Consortium (ISC2) | Telkom |
| 24. | International Association of Privacy Professionals (IAPP) | Telkom |
| 25.  | The Global mobile Suppliers Association (GSA) | Telkomsel |
| 26.  | Marketing + Media Alliance (MMA) | Telkomsel |
| 27.  | Asosiasi Penyedia Data Center Indonesia | NeutraDC |

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[Table of Content](#TOC)

### BOARD OF COMMISSIONERS' PROFILES

### MEMBERS OF THE BOARD OF COMMISSIONERS AS OF DECEMBER 31, 2025
**Angga Raka Prabowo**

**President Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 36 years old | 36 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2011 | Bachelor of International Relations, Universitas Jayabaya, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | • 2024 – now  | Deputy Minister of Communication and Digital Affairs, Ministry of Communication and Digital Affairs |
|  | • 2024 – now | President Commissioner, PT Media Pandu Bangsa  |
|  | • 2022 – now | President Commissioner, PT Aneka Rupa Pangan |
|  | • 2021 – now  | Secretary of Yayasan Pendidikan Kebangsaan Republik Indonesia |
| **Work Experiences** | 2025 – April 2026  | Head of the Government Communication Agency of the Republic of Indonesia |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Deswandhy Agusman**

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| 1899<br>|  |  |
| **Age** | 66 years old | 66 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1988 | MBA, Finance, Business, and Economics, University of Denver, United States of America |
|  | • 1985 | Bachelor of Civil Engineering, majoring in Construction Management, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | 2015 – now | Independent Commissioner, PT Berau Coal Energy Tbk |
|  | 2025 – 2030 | Member of the National Committee on Corporate Governance Policy |
| **Work Experiences** | • 2015 – 2024 | Commissioner, PT Maybank Sekuritas Indonesia |
|  | • 2015 – 2024  | Independent Commissioner, PT Maybank Indonesia Finance |
|  | • 2010 – 2012  | Independent Commissioner, PT Bank Tabungan Negara Tbk |
|  | • 2002 – 2006 | Member of the Board of Commissioners, PT Bank Permata Tbk |
|  | • 2001 – 2003 | Senior Advisor to the Minister of Cooperatives and SME for Technology Utilization |
|  | • 2000 – 2005 | Member of the National Committee on Corporate Governance Policy |
|  | • 1999 – 2004 | President Commissioner, PT Permodalan Nasional Madani Venture Capital |
|  | • 1999 – 2001 | Deputy Minister of Cooperatives and Small and Medium Enterprises for Financing |
|  | • 1999 – 2001 | Commissioner, PT Bank BRI |
|  | • 1998 – 1999 | Director General of Financing Facilitation and Savings and Loans |
|  | • 1992 – 1998 | Managing Director – Corporate Finance, PT Peregrine Sewu Securities  |
|  | • 1990 – 1992 | Syndication Manager, PT Nomura Indonesia |
|  | • 1988 – 1990 | Management Associate Global Corporate Banking Group, Citibank N.A |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

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[Table of Content](#TOC)

**Ira Noviarti** 

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Banten, Indonesia | Banten, Indonesia |
| **Educational Background** | 1995  | Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 |
| **Concurrent Positions** | 2025 – now | Strategic Advisor to Global Private Equity |
| **Work Experiences** | • 2020 – 2024 | CEO & President Director, PT Unilever Indonesia |
|  | • 2017 – 2020 | Vice President Beauty & Personal Care and Board Member, PT Unilever Indonesia |
|  | • 2014 – 2017 | Vice President, Unilever Food Solutions South-East Asia |
|  | • 2010 – 2014  | Vice President of Ice Cream and Media Consumer Market Insight, PT Unilever Indonesia |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rofikoh Rokhim**

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | D.E.A (M.Phil) International and Development Economic, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | Master Specialist in Public Finance, Institute International d'Administration Publique, France |
|  | • 1994 | B.A in Public Administration, Universitas Gadjah Mada, Indonesia |
|  | • 1990 | B.A in Management Economic, Universitas Islam Indonesia, Indonesia |
| **Basis of Appointment** | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on December 12, 2025 | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on December 12, 2025 |
| **Concurrent Positions** | • 2025 – now  | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  | • 2023 – now  | Corporate Assessment Committee, Bursa Efek Indonesia |
|  | • 2019 – now  | Head of Master of Management Program, Faculty of Economics and Business, Universitas Indonesia |
| **Work Experiences** | • 2017 – 2025 | Deputy President Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk |
|  | • 2017 – 2019 | Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM) |
|  | • 2015 – 2017  | President Commissioner, PT Hotel Indonesia Natour (Persero) |
|  | • 2016 – 2017  | Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged Regions |
|  | • 2015 – 2017  | Service Committee and Membership & Organizational & Human Resources Performance Committee, BPJS Ketenagakerjaan |
|  | • 2014 – 2015 | Task Force for Oil and Gas Governance (Anti-Oil and Gas Mafia), Ministry of Energy and Mineral Resources |
|  | • 2012 – 2015 | Member of the Audit Committee & Risk Committee, PT Pos Indonesia |
|  | • 2008 – 2013  | Head of the Bisnis Indonesia Intelligence Unit |
|  | • 1995 – 2008 | Reporter at Bisnis Indonesia |
| **Professional Certifications** | • 2024 | Level 6 Risk Management in Banking Industry by Bankers Association for Risk Management |
|  | • 2024 | Charter of Accountant (CA), Asosiasi Akuntan Indonesia |
|  | • 2023 | Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal Audit Indonesia |
|  | • 2017 | Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI |

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[Table of Content](#TOC)

**Ossy Dermawan**

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 49 years old | 49 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2014 | Master of Science (RSIS), Nanyang Technological University (NTU), Singapore |
|  | • 2000 | Bachelor of Science, Norwich University, Vermont, United States of America |
| **Basis of Appointment** | Annual General Meeting of Shareholder (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholder (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | • 2024 – now | Deputy Minister of Agrarian Affairs and Spatial Planning/Deputy Head of the National Land Agency, Ministry of Agrarian Affairs and Spatial Planning-National Land Agency |
|  | • 2020 – now | Executive Director, SBY\*Ani Museum |
|  | • 2019 – now | Manager, LavAni Volleyball Club |
| **Work Experiences** | • 2018 – 2024 | Personal Staff to the Sixth President of the Republic of Indonesia |
|  | • 2014 – 2018 | Assistant to the Sixth President of the Republic of Indonesia |
|  | • 2009 – 2014 | Staff Officer, Army Materiel Command (Spamad), Indonesian Army |
|  | • 2007 – 2009 | Company Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2006 – 2007 | Head of Operations Section, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2005 – 2006 | Platoon Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2004 – 2005 | Platoon Commander, Cavalry Battalion 3/Serbu, Kodam V/Brawijaya |
|  | • 2002 – 2004 | Staff Officer, Indonesian Army Personnel Staff (Spersad), Indonesian Army |
|  | • 2001 – 2002 | Staff Officer, Army Education and Training Command (Kodiklat), Indonesian Army |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rionald Silaban** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 60 years old | 60 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1993 | Master of Law (LL.M.), Georgetown University, United States of America |
|  | • 1989 | Bachelor of Law, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | Does not hold any concurrent position | Does not hold any concurrent position |
| **Work Experiences** | • 2018 – 2021 | Head of Education and Training Agency, Ministry of Finance |
|  | • 2016 – 2018 | Expert Staff for Macroeconomics & International Finance, Ministry of Finance |
| **Professional Certifications** | • 2024 | Qualification in 6 Areas of Banking Risk Management, LSPP |
|  | • 2019 | Level 1 Commissioner, Banking Risk Management, LSPP |

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[Table of Content](#TOC)

**Silmy Karim** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 51 years old | 51 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2014 | Defense Management, Naval Postgraduate School (NPS), United States of America |
|  | • 2012 | Advance Security, George C. Marshall European Center for Security Studies, Germany |
|  | • 2012 | NATO School, Germany |
|  | • 2012 | National and International Defense, United States of America |
|  | • 2010 | Georgetown University, GLS, Washington D.C, United States of America |
|  | • 2007 | Master of Economics, Universitas Indonesia, Indonesia |
|  | • 1997 | Bachelor of Economics, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 |
| **Concurrent Positions** | 2024 – now | Deputy Minister of Immigration and Corrections, Ministry of Immigration and Corrections |
| **Work Experiences** | • 2023 – 2024 | Director General of Immigration of the Republic of Indonesia, Ministry of Law and Human Rights |
|  | • 2018 – 2023 | President Director, PT Krakatau Steel (Company) Tbk |
|  | • 2016 – 2019 | Commissioner, PT GE Power Solution Indonesia |
|  | • 2016 – 2018 | President Director, PT Barata Indonesia (Persero) |
|  | • 2015 – 2016 | President Commissioner, MAN Diesel & Turbo Indonesia |
|  | • 2014 – 2016 | President Director, PT Pindad (Persero) |
|  | • 2011 – 2014 | Commissioner, PT PAL Indonesia (Persero) |
|  | • 2010 – 2011 | Special Advisor to the Indonesian Investment Coordinating Board |
| **Professional Certifications** | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2014 | Naval Postgraduate School (NPS) in Defense Management, Monterey, California, United States of America |
|  | • 2012 | Harvard University in National and International Defense, Cambridge, Massachusetts, United States of America |
|  | • 2012 | NATO School, Oberammergau, Germany |
|  | • 2012 | George C. Marshall European Center for Security Studies, Program in Advance Security, Garmisch-Partenkirchen, Germany |

---

**Rizal Malarangeng** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years old | 61 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2000 | Doctoral Comparative Politics, Ohio State University, United States of America |
|  | • 1994 | Magister Comparative Politics, Ohio State University, United States of America |
|  | • 1990 | Bachelor of Communication Science, Universitas Gadjah Mada, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | 2020 – now | Commissioner, PT Energi Mega Persada |
| **Work Experiences** | • 2001 – 2020 | Executive Director, Freedom Institute |
|  | • 2016 | Founder, Freedom Corp |
|  | • 2009 | Founder, Fox Indonesia |
|  | • 2008 – 2012 | Director of IT System Operation, Financial Transaction Report and Analysis Center (PPATK) |
| **Professional Certifications** | 2023 | Qualified Risk Governance Professional (QRGP) |

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[Table of Content](#TOC)

### MEMBERS OF THE BOARD OF COMMISSIONERS WHOSE TERM OF OFFICE ENDED IN 2025
**Bambang Permadi Soemantri Brodjonegoro**

**President Commissioner/Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | Ph.D, University of Illinois at Urbana Champaign, United States of America |
|  | • 1993 | Master of Urban Planning, University of Illinois at Urbana Champaign, United States of America |
|  | • 1990 | Bachelor of Economics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025<br>(following the resignation on April 10, 2025) | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025<br>(following the resignation on April 10, 2025) |
| **Current Positions** | 2025 | Dean and CEO, Asian Development Bank Institute |
| **Work Experiences** | • 2024 – 2025 | Special Advisor to the President for Economic and National Development |
|  | • 2021 – 2025 | President Commissioner, PT Prudential Syariah |
|  | • 2021 – 2025 | President Commissioner, PT Bukalapak Tbk |
|  | • 2021 – 2025 | Independent Commissioner, PT Astra International Tbk |
|  | • 2021 – 2025 | Independent Commissioner, PT TBS Energi Utama Tbk\* |
|  | • 2021 – 2025 | Commissioner, PT Combiphar |
|  | • 2021 – 2025 | Independent Commissioner, PT Indofood Tbk |
|  | • 2021 | President Commissioner, PT Nusantara Green Energy |
|  | • 2021 – 2023 | President Commissioner, PT Oligo Infrastruktur |
|  | • 2019 – 2021  | Minister of Research, Technology, and the National Innovation of Republic of Indonesia |
|  | • 2016 – 2019 | Minister of National Development Planning of Republic of Indonesia |
|  | • 2014 – 2016  | Minister of Finance of Republic of Indonesia |
|  | • 2013 – 2014 | Vice Minister of Finance of the Republic of Indonesia |
| **Professional Certifications** | 2021 | Qualified Risk Governance Professional (QRGP) |

---

**Bono Daru Adji** 

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1995 | LLM, Monash University, Australia |
|  | • 1993 | Bachelor of Law, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Current Positions** | 2025 | Managing Director Legal, PT Danantara Investment Management |
| **Work Experiences** | • 2023 – 2025 | Member of the Ethics Committee of the Indonesian Football Association |
|  | • 2002 – 2025 | Member of the Board of Directors of the Indonesian Audit Committee Association |
|  | • 2019 – 2022 | Disciplinary Committee, PT Bursa Efek Indonesia |
|  | • 2017 – 2025 | Managing Partner, Assegaf Hamzah & Partners |
|  | • 2018 – 2021 | Chair of the Standards Board of the Association of Capital Market Legal Consultants |
| **Professional Certifications** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |

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[Table of Content](#TOC)

<u>• 2017</u> <u>Licensed to practice law as an advocate by Capital Market Legal Consultants Association (Himpunan Konsultan Hukum Pasar Modal - HKHPM)</u> <br> <u>• 2017</u> <u>Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI)</u>

**Wawan Iriawan** 

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years old | 61 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2018 | Doctor of Laws, Universitas Padjadjaran, Indonesia |
|  | • 2005 | Master of Laws, Universitas Padjadjaran, Indonesia |
|  | • 1989 | Bachelor of Laws, Universitas Jenderal Soedirman, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholder (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholder (AGMS) of Telkom held on June 19, 2020 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Current Positions** | Does not hold any position | Does not hold any position |
| **Work Experiences** | 1999 – 2000 | Managing Partner, Iriawan & Co |
| **Professional Certifications** | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2021 | Certification in Audit Committee Practices (CACP) |

---

**Yohanes Surya** 

**Independent Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 62 years old | 62 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia  | Jakarta, Indonesia  |
| **Educational Background** | • 1994  | Ph.D in Philosophy, The College William and Mary, Virginia, United States of America |
|  | • 1990  | Master of Science in Physics, The College William and Mary, Virginia, United States of America |
|  | • 1986  | Bachelor of Physics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Basis for Dismissal** | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 |
| **Current Positions** | 2025 – now  | Commissioner, PT Solusi Bangun Indonesia  |
| **Work Experiences** | • 2024 – 2025 <br>| Ministerial Expert, Ministry of Research, Technology, and Higher Education |
|  | • 2018 – 2024  | Special Advisor to the Coordinating Minister for Maritime Affairs and Investment in the field of technology and communications |
| **Professional Certifications** | 2025  | Qualified Risk Governance Professional (QRGP)  |

---

------

[Table of Content](#TOC)

**Ismail**

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2010 | Doctoral degree in Electrical and Informatics Engineering, Institut Teknologi Bandung, Indonesia |
|  | • 1999 | Master of Electrical Engineering, Universitas Indonesia, Indonesia |
|  | • 1993 | Bachelor of Physics Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | First Period: Annual General Meeting of Shareholders (AGMS) of Telkom held on May 24, 2019<br>Second Period: Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 | First Period: Annual General Meeting of Shareholders (AGMS) of Telkom held on May 24, 2019<br>Second Period: Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 |
| **Basis for Dismissal** | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 | Extraordinary General Meeting of Shareholders (EGMS) of Telkom held on September 16, 2025 |
| **Current Positions** | 2025 | General Secretary of the Ministry of Communication and Digital Affairs, Republic of Indonesia |
| **Work Experiences** | • 2023 – 2024 | Chairman of the Supervisory Board of MASTEL |
|  | • 2021 – 2023 | Acting as Director General of Post and Information Technology, Ministry of Communication and Information Technology |
|  | • 2018 – 2019 | Chairman, Indonesian Telecommunications Regulatory Agency (BRTI) |
|  | • 2016 – 2025 | Director General of Resources and Equipment of Post and Information Technology, Ministry of Communication and Information of the Republic of Indonesia |
|  | • 2014 – 2016 | Director of PPKU Telecommunications/Broadband Development, Ministry of Communication and Information of the Republic of Indonesia |
|  | • 2012 – 2014 | Director of Telecommunications, Directorate General of Post and Information Technology, Ministry of Communication and Information Technology of the Republic of Indonesia |
|  | • 2008 – 2012 | Director of IT System Operation, Financial Transaction Report and Analysis Center (PPATK) |
| **Professional Certifications** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2021 | Certification in Audit Committee Practices (CACP) |
|  | • 2012 | Computer Emergency Response Team (CERT), Carnegie Mellon-USA |
|  | • 2010 | Certified Information System Security Professional (CISSP), INIXINDO |
|  | • 2010 | Certified Data Center Professional (CDCP), INIXINDO |
|  | • 2010 | Certified Information Technology Manager (CITM), INIXINDO |

---

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[Table of Content](#TOC)

**Marcelino Rumambo Pandin** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years old | 59 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2007 | Ph.D. of Technology and Innovation, the University of Queensland, Australia |
|  | • 2005 | Graduate Diploma in Company Director Course, Australian Institute of Company Director (GAICD), Australia |
|  | • 2003 | Diploma in Company Direction (Chartered Director Level II), The Institute of Directors (IoD) London, United Kingdom |
|  | • 1999 | Master of Philosophy, Judge Business School University of Cambridge, United Kingdom |
|  | • 1991 | Bachelor of Architectural Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | First Period: Telkom Annual General Meeting of Shareholders (AGMS) of Telkom held on May 24, 2019<br>Second Period: Telkom Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 | First Period: Telkom Annual General Meeting of Shareholders (AGMS) of Telkom held on May 24, 2019<br>Second Period: Telkom Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Current Positions** | Does not hold any position | Does not hold any position |
| **Work Experiences** | • 2018 – 2019 | Committee, World Observatory on Subnational Government Finance and Investment OECD Paris, France |
|  | • 2017 – 2019  | Senior Policy Advisor on City Finance, United City and Local Government (UCLG) Asia Pacific |
| **Professional Certifications** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2020 | Certification in Audit Committee Practices (CACP) |
|  | • 2014 – 2015 | The Company Directors' Course (CDC) |

---

**Isa Rachmatarwata** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1994 | Master of Mathematic, Actuarial Science, University of Waterloo, Canada |
|  | • 1990 | Bachelor's degree in Department of Mathematics and Natural Sciences, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Current Positions** | Does not hold any position | Does not hold any position |
| **Work Experiences** | • 2021 – 2025 | Director General of Budget, Ministry of Finance of the Republic of Indonesia  |
|  | • 2017 – 2021 | Director, General of State Assets, Ministry of Finance of the Republic of Indonesia |
|  | • 2013 – 2017  | Expert Staff to the Minister of Finance for Policy and Regulation on Financial Services and Capital Markets, Ministry of Finance of the Republic of Indonesia |
|  | • 2013 | Senior Employee at the Fiscal Policy Agency, Ministry of Finance of the Republic of Indonesia |
|  | • 2006 – 2012 | Head of the Insurance Bureau, Capital Market and Financial Institution Supervisory Agency (BPPMLK), Ministry of Finance of the Republic of Indonesia |
| **Professional Certifications** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |

---

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[Table of Content](#TOC)

<u>• 2023</u> <u>Qualified Risk Governance Professional (QRGP)</u> <br> <u>• 2020</u> <u>Fellow of the Society of Actuaries of Indonesia (FSAI)</u> <br> <u>• 1993</u> <u>Associate of the Society of Actuaries (ASA)</u>

**Arya Mahendra Sinulingga** 

**Commissioner**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Tangerang, Indonesia | Tangerang, Indonesia |
| **Educational Background** | 1995 | Bachelor of Civil Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 |
| **Basis for Dismissal** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Current Positions** | • 2023 | Member of the Executive Committee of the Indonesian Football Association (PSSI) |
|  | • 2021 | General Secretary, Institut Teknologi Bandung Alumni Association |
|  | • 2021 | Advisory Board for the Central Board of the Indonesian Engineers Association |
|  | • 2020 | Member of the Board of Trustees, Universitas Sumatera Utara |
| **Work Experiences** | • 2019 – 2025 | Special Staff III, The Minister of State-Owned Enterprises (SOE) |
|  | • 2019 – 2021 | Commissioner, PT INALUM |
|  | • 2018 – 2019 | Corporate Secretary Director, PT MNC Tbk |
|  | • 2017 – 2018 | President Commissioner, PT MNC Infotainment |
|  | • 2015 – 2018 | President Director, PT IDX Channel |
|  | • 2015 – 2018 | Deputy Director, iNews TV |
|  | • 2014 – 2019  | President Commissioner, PT Hikmat Makna Aksara (Sindo Weekly) |
|  | • 2014 – 2019 | News Director, PT MNC Tbk |
|  | • 2014 – 2018 | Director, PT MCI |
|  | • 2014 – 2015 | Director, PT MNC Investama Tbk |
|  | • 2014 – 2015 | Editor-in-Chief, RCTI |
|  | • 2011 - 2014  | Editor-in-Chief, Global TV |
|  | • 2010 – 2018 | News Director & Corporate Secretary, Global TV |
|  | • 2010 – 2014 | Corporate Secretary, PT MNC Tbk |
|  | • 2008 – 2014 | President Director, PT Hikmat Makna Aksara (Sindo Weekly) |
|  | • 2008 – 2014 | Corporate Secretary, PT Global Mediacom Tbk |
|  | • 2007 – 2015 | Corporate Secretary, PT MNC Sky Vision |
|  | • 2004 – 2007 | Member, North Sumatra Regional Indonesian Broadcasting Commission |
|  | • 2001 – 2004 | Expert Staff, The Chairman of the Regional House of Representatives and Spatial Consultant for North Sumatera Province |
|  | • 1995 – 2001 | Drainage & Marine Consultant, Bandung |
| **Professional Certifications** | 2023 | Qualified Risk Governance Professional (QRGP) |

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[Table of Content](#TOC)

### INDEPENDENT STATEMENT OF THE MEMBER OF INDEPENDENT COMMISSIONERS
This report does not provide information regarding the independence of Independent Commissioners, as required by the Company that Independent Commissioners who have served for more than two terms are required to sign a statement of independence. We can report that to date; there are no members of Telkom's Independent Board of Commissioners who have served for more than two terms.

### AFFILIATION RELATIONSHIPS OF THE BOARD OF COMMISSIONERS
Telkom discloses the affiliation with fellow members of the Board of Commissioners, Directors and major and controlling shareholders, including the names of affiliated parties in accordance with the principle of transparency in the implementation of Good Corporate Governance or GCG.

**Name**<br>
**Position**<br>
**Financial Affiliation
with**<br><BORDER_TOP>
**Family Affiliation
with**<br><BORDER_TOP>
**BoC**<br><BORDER_TOP>
**BoD**<br><BORDER_TOP>
**Major & Controlling
Shareholder**<sup>(1)</sup><br>
**BoC**<br><BORDER_TOP>
**BoD**<br><BORDER_TOP>
**Major & Controlling Shareholder**##SUP
##(1)</sup><br><BORDER_TOP> Angga Raka
Prabowo<br><BORDER_TOP> President
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Deswandhy Agusman<br><BORDER_TOP> Independent
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Ira Noviarti <br><BORDER_TOP> Independent
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Rofikoh Rokhim<br><BORDER_TOP> Independent
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Ossy Dermawan<br><BORDER_TOP> Commissioner
<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> Rionald
Silaban<br><BORDER_TOP>
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Silmy Karim<br><BORDER_TOP>
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Rizal Malarangeng<br><BORDER_TOP>
Commissioner<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
No<br><BORDER_TOP> No<br><BORDER_TOP>
Remark:

(1) The controlling shareholder in this matter is the Government of Indonesia represented by the SOE Regulatory Agency as a primary shareholder.

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[Table of Content](#TOC)

### CHANGES IN THE COMPOSITION OF THE BOARD OF COMMISSIONERS
On May 27, 2025, the Company made changes to the composition of its Board of Commissioners. This change was reported to the Financial Services Authority through letter No. Tel.55/UM 000/COP-K0F00000/2025 dated May 27, 2025, regarding Changes to the Management of PT Telkom Indonesia (Persero) Tbk.

On September 16, 2025, the Company again changed the composition of the Board of Commissioners through an Extraordinary General Meeting of Shareholders (EGMS) which respectfully dismissed Mr. Ismail as Commissioner and appointed Ms. Ira Noviarti as Independent Commissioner. This change was reported to the Financial Services Authority through letter No. Tel.00024/LP 000/COP-M0000000/2025 dated September 17, 2025, regarding Information on Management Changes.

Furthermore, on December 12, 2025, the Company made another change to the composition of the Board of Commissioners through an Extraordinary General Meeting of Shareholders (EGMS) which honorably dismissed Mr. Yohanes Surya as Independent Commissioner and appointed Mrs. Rofikoh Rokhim as Independent Commissioner. This change has been reported to the Financial Services Authority through letter No. Tel.45/LP 000/COP-M0000000/2025 dated December 16, 2025, regarding the Summary of the Minutes of the Extraordinary General Meeting of Shareholders.

Thus, the composition of the members of the Telkom Board of Commissioners as of December 31, 2025, is as follows:

---

| | |
|:---|:---|
| **January 1, 2025** | **December 31, 2025** |
| **Bambang Permadi Soemantri Brodjonegoro**<br>President Commissioner/Independent Commissioner | **Angga Raka Prabowo**<br>President Commissioner |
| **Wawan Iriawan**<br>Independent Commissioner | **Deswandhy Agusman**<br>Independent Commissioner |
| **Bono Daru Adji**<br>Independent Commissioner | **Ira Noviarti**<br>Independent Commissioner |
| **Marcelino Rumambo Pandin**<br>Commissioner | **Rofikoh Rokhim** <br>Independent Commissioner |
| **Ismail**<br>Commissioner | **Ossy Dermawan**<br>Commissioner |
| **Rizal Malarangeng**<br>Commissioner | **Rionald Silaban**<br>Commissioner |
| **Isa Rachmatarwata**<br>Commissioner | **Silmy Karim**<br>Commissioner |
| **Arya Mahendra Sinulingga**<br>Commissioner | **Rizal Malarangeng**<br>Commissioner |
| **Silmy Karim**<br>Commissioner |  |

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[Table of Content](#TOC)

### BOARD OF DIRECTO RS' PROFILES

### MEMBERS OF THE BOARD OF DIRECTORS AS OF DECEMBER 31, 2025
**Dian Siswarini**

**President Director**

---

| | | |
|:---|:---|:---|
| **Age** | 57 years old | 57 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | 1991 | Bachelor of Electrical Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2015 – 2025 | President Director & CEO, PT XL Axiata Tbk |
|  | • 2022 – 2025 | President Commissioner, PT Hypernet Indonesia |
|  | • 2014 – 2022 | Commissioner, PT Link Net Indonesia |
|  | • 2014 – 2015 | Group Chief of Marketing & Operation Officer, PT XL Axiata Tbk |
|  | • 2011 – 2014 | Director of Digital Service Officer, PT XL Axiata Tbk |
|  | • 2007 – 2011 | Director of Network Service Office, PT XL Axiata Tbk |
| **Professional Certifications** | – | – |

---

**Arthur Angelo Syailendra**

**Director of Finance & Risk Management** 

---

| | | |
|:---|:---|:---|
| **Age** | 41 years old | 41 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2007 | Master of Science in Management Science and Engineering with a concentration in Economics and Finance, Stanford University, United States of America |
|  | • 2006 | Bachelor of Industrial and Operations Engineering, University of Michigan, United States of America |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | 2025 | Member of the Board of Trustees of the Telkom Employee Health Foundation |
| **Work Experiences** | • 2022 – 2025 | Commissioner, PT Indesso Primatama |
|  | • 2019 – 2021 | Director, EQT Group |
|  | • 2016 – 2018 | Director & Co-Investor, PT Data Center Infrastructure Indonesia |
|  | • 2014 – 2019 | Partner Investment Management & Advisory, Sternbridge Partners |
|  | • 2012 – 2014 | Senior Advisor to Shareholders, PT Mitra Pinasthika Mustika Tbk |
|  | • 2009 – 2012 | Senior Associate, Affinity Equity Partners |
|  | • 2009 – 2009 | Investment Banking Analyst, Morgan Stanley |
| **Professional Certifications** | – | – |

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[Table of Content](#TOC)

**Veranita Yosephine**

**Director of Enterprise & Business Service**

---

| | | |
|:---|:---|:---|
| **Age** | 47 years old | 47 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2015 | Master of Business Administration, INSEAD |
|  | • 2010 | Business Administration and Management, Japan American Institute of Management Studies, United States of America |
|  | • 2009 | Executive Education of Strategy, Harvard Business School, United States of America |
|  | • 1996 | Bachelor of Industrial Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2019 – 2025 | CEO, Air Asia Indonesia |
|  | • 2017 – 2019 | President Director, The Kraft Heinz Company |
|  | • 2014 – 2017 | Sales Development Director, Danone |
|  | • 2012 – 2014 | Supply Chain Director, Danone |
|  | • 2010 – 2012 | Sales Director, Danone |
|  | • 2009 | National MT Sales & Sales Development Senior Manager, Danone |
|  | • 2008 | Sales Development Senior Manager, Danone |
|  | • 2006 – 2007 | Strategic Channel Manager, Danone |
|  | • 2001 – 2006 | Sales Manager, British American Tobacco Indonesia |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Nanang Hendarno**

**Director of Network**

---

| | | |
|:---|:---|:---|
| **Age** | 57 years old | 57 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | Master of Space System Engineering, Delft University of Technology, Netherlands |
|  | • 1991 | Bachelor of Electrical Engineering, Institut Teknologi Sepuluh Nopember (ITS), Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2022 – 2025 | Chief Executive Officer, PT Infrastruktur Telekomunikasi Indonesia |
|  | • 2016 – 2022 | Chief of Technology, PT Telekomunikasi Indonesia Internasional |
|  | • 2015 – 2016 | EGM Service Operation Division, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certifications** | 2023 | Governance, Risk, and Compliance Profesional Certification Body |

---

**Seno Soemadji**

**Director of Strategic Business Development & Portfolio**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2020 | Master of Business Administration, Institut Teknologi Bandung, Indonesia |
|  | • 2001 | Bachelor of Accounting, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | 2025 | Member of the YPT Advisory Board |
| **Work Experiences** | • 2023 – 2025 | Executive Vice President, Indosat Ooredoo Hutchison Tech Indosat Business  |
|  | • 2020 – 2023 | Managing Director of Communication, Media & Technology, Accenture |
|  | • 2017 – 2020 | Country Manager, TIBCO Software |
|  | • 2012 – 2017 | Key Account Director, Oracle |
|  | • 2009 – 2012 | Practice Manager, IBM |

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[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Faizal Rochmad Djoemadi**

**Director of IT Digital**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years old | 59 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bandung, Indonesia | Bandung, Indonesia |
| **Educational Background** | • 2019 | Doctor of Philosophy, Human Resource, Universitas Brawijaya, Indonesia  |
|  | • 1998 | Master of Science, Electrical & Electronics Engineering, University of Saskatchewan, Canada |
|  | • 1991 | Bachelor of Electrical Engineering, Institut Teknologi Sepuluh Nopember (ITS), Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | 2025 – now | Chairperson of the YPT Advisory Board |
| **Work Experiences** | • 2020 – 2025 | President Director, PT Pos Indonesia  |
|  | • 2019 – 2020 | Director of Digital Business, PT Telkom Indonesia |
|  | • 2019 – 2020 | President Commissioner, PT MetraNet |
|  | • 2015 – 2019 | CEO, PT Telekomunikasi Indonesia Internasional |
|  | • 2015 – 2016 | Commissioner, PT Dayamitra Telekomunikasi (Mitratel) |
|  | • 2015 – 2016 | Executive Vice President Wholesale Service, Telkom Indonesia |
|  | • 2013 – 2015 | Commissioner, PT Patra Telekomunikasi Indonesia |
| **Professional Certifications** | 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Budi Satria Dharma Purba**

**Director of Wholesale & International Service**

---

| | | |
|:---|:---|:---|
| **Age** | 52 years old | 52 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bekasi, Indonesia | Bekasi, Indonesia |
| **Educational Background** | 1995 – 1997 | Master of Engineering, Telecommunication Engineering, RMIT University, Australia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on December 12, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on December 12, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2021 – 2025 | Chief Executive Officer, Telin |
|  | • 2018 – 2019 | Board of Director, Telekomunikasi Indonesia Internasional, (Timor Leste) S.A. |
|  | • 2017 – 2023  | Chairman, Telekomunikasi Indonesia Internasional, (Hongkong) Limited. |
|  | • 2016 – 2021 | Chief Commercial Officer, Telin |
|  | • 2016 – 2018 | Board of Director Contact Center, Australia |
|  | • 2015 – 2016 | Board of Commissioner, PT. Telekomunikasi Indonesia International, Indonesia |
|  | • 2013 – 2019 | Board of Director, Telekomunikasi Indonesia International, (Malaysia) Sdn,Bhd |
|  | • 2013 – 2018 | Board of Director, Telekomunikasi Indonesia International, (USA) Inc. |
|  | • 2012 – 2016 | VP Wholesale & International Network Services, Telkom, Indonesia |
|  | • 2008 – 2012 | VP/Head Carrier Relation & Sales Divisi Marketing and Sales, PT. Telekomunikasi Indonesia International, Indonesia |
| **Professional Certifications** | 2012 | Certified Directorship, Singapore Institute of Directorship |

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[Table of Content](#TOC)

**Willy Saelan**

**Director of Human Capital Management**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Tangerang, Indonesia | Tangerang, Indonesia |
| **Educational Background** | • 1997 | Master of Arts, Human Resource Management, University of Leeds, United Kingdom |
|  | • 1994 | Bachelor of Arts, Social and Political Sciences, Universitas Padjadjaran, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on September 16, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on September 16, 2025 |
| **Concurrent Positions** | 2025 | Chair of the Board of Trustees of the Telkom Employees Health Foundation |
| **Work Experiences** | 2015 – 2025 | HR Director, PT Unilever Indonesia, Tbk |
| **Professional Certifications** | • 2025 | Qualified Risk Governance Professional (QRGP) |
|  | • 2024 | Certified Hogan Personality Assessment |

---

**Andy Kelana**

**Director of Legal & Compliance**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years old | 59 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1994 | Master of Business Administration in Finance, University of Hawai'i, United States of America |
|  | • 1992 | Master of Laws (LL.M.), Indiana University Bloomington, United States of America |
|  | • 1989 | Bachelor of Laws, Universitas Parahyangan, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on September 16, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on September 16, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2019 – 2025 | Commissioner, PT Multistrada Arah Sarana, Tbk |
|  | • 2009 – 2017 | Director, PT American Express Indonesia  |
| **Professional Certifications** | • 2025 | Qualified Risk Governance Professional (QRGP) |
|  | • 1989 | PERADI License |

---

------

[Table of Content](#TOC)

### MEMBERS OF THE BOARD OF DIRECTORS WHOSE TERM OF OFFICE ENDED IN 2025
**Ririek Adriansyah**

**President Director**

---

| | | |
|:---|:---|:---|
| **Age** | 62 years old | 62 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | 1989 | Bachelor of Electrical Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 3, 2024 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2019 – 2021 | President Commissioner, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2015 – 2019 | President Director, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2014  | Director of Wholesale & International Service, PT Telkom Indonesia (Persero) Tbk |
|  | • 2012 – 2013 | Director of Compliance & Risk Management, PT Telkom Indonesia (Persero) Tbk |
|  | • 2011 – 2012 | President Director, PT Telekomunikasi Indonesia International |
|  | • 2010 – 2011 | Director of Marketing & Sales, PT Telekomunikasi Indonesia International |
|  | • 2008 – 2010 | Director of International Carrier Service, PT Telekomunikasi Indonesia International |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Muhammad Awaluddin**

**Deputy Chief Executive Officer**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | 2016 | Doctor of Management Science, Universitas Padjadjaran Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2025 – 2025 | Deputy Chief Executive Officer, PT Telkom Indonesia (Persero) Tbk |
|  | • 2024 – 2025 | President Commissioner, PT Pelayaran Nasional Indonesia (Persero) |
|  | • 2016 – 2023 | President Director, PT Angkasa Pura II (Persero)  |
|  | • 2012 – 2016 | Director of Enterprise & Business Services, PT Telkom Indonesia (Persero) Tbk |
|  | • 2010 – 2012 | President Director, PT Infomedia Nusantara |
| **Professional Certifications** | – | – |

---

------

[Table of Content](#TOC)

**Heri Supriadi** 

**Director of Finance & Risk Management** 

---

| | | |
|:---|:---|:---|
| **Age** | 60 years old | 60 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2013 | Doctor of Business Management, Universitas Padjadjaran, Indonesia |
|  | • 1997 | Master of Business Administration (MBA)*,* Saint Mary's University, Canada |
|  | • 1991 | Bachelor of Industrial Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | 2021 | Commissioner, PT Telekomunikasi Selular (Telkomsel) |
| **Work Experiences** | • 2020 – 2023 | President Commissioner, PT Graha Sarana Duta (Telkom Property) |
|  | • 2020 | Commissioner, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2019 – 2020 | President Commissioner, PT Fintech Karya Nusantara (LinkAja) |
|  | • 2019 – 2020 | President Commissioner, PT Telkomsel Mitra Inovasi |
|  | • 2012 – 2020 | Director of Finance, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2012 – 2014 | President Commissioner, PT Graha Sarana Duta (Telkom Property) |
|  | • 2010 – 2012 | President Director, PT Graha Sarana Duta (Telkom Property) |
|  | • 2008 – 2011 | Commissioner, PT Multimedia Nusantara (Metra) |
|  | • 2007 – 2010 | Vice President Subsidiary Performance, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Henry Cristiadi**

**Director of Human Capital Management**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | 2018 | Doctor of Strategic Management, Universitas Padjadjaran Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 27, 2025 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2019 – 2022 | President Director, PT PINS Indonesia |
|  | • 2022 – 2025 | Vice Rector II for Resources, Telkom University |
|  | • 2024 – 2025 | Head of Supervisory Board Telkom University Endowment Fund |
|  | • 2021 – 2025 | Head of Telkom Endowment Fund, PT Omni Inovasi Indonesia Tbk |
| **Professional Certifications** | – | – |

---

------

[Table of Content](#TOC)

**FM Venusiana R** 

**Director of Enterprise & Business Service**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years old | 59 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2004 | Master of Management, Universitas Hasanuddin, Indonesia |
|  | • 1992 | Bachelor of Electrical Engineering, Universitas Diponegoro, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2020 – 2023 | Director of Consumer Service, PT Telkom Indonesia (Persero) Tbk |
|  | • 2022 – 2023 | President Commissioner, PT PINS Indonesia |
|  | • 2020 – 2023 | President Commissioner, PT Telkom Akses |
|  | • 2020  | Director Network, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2017 – 2020 | Senior Vice President Procurement, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2016 – 2017 | Senior Vice President Consumer Marketing, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2013 – 2016 | Executive Vice President, Jabodetabek West Java Areas, PT Telekomunikasi Selular (Telkomsel) |
|  | • 2010 – 2013 | Vice President Jabotabek West Java Areas, PT Telkomsel |
|  | • 2010 | Vice President Customer Lifecycle Management, PT Telkomsel |
|  | • 2006 – 2010 | Vice President Radio Access Engineering Java–Bali, PT Telkomsel |
|  | • 2005 – 2006 | Vice President Network Operations, PT Telkomsel |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Herlan Wijanarko** 

**Director of Network & IT Solution**

---

| | | |
|:---|:---|:---|
| **Age** | 60 years old | 60 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bandung, Indonesia | Bandung, Indonesia |
| **Educational Background** | • 2005 | Master of Management, Sekolah Tinggi Manajemen Bisnis Telkom, Indonesia |
|  | • 1989 | Bachelor of Electrical Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | 2023 | Commissioner, PT Dayamitra Telekomunikasi |
| **Work Experiences** | • 2020 – 2023 | President Commissioner, PT Dayamitra Telekomunikasi |
|  | • 2022 | President Commissioner, PT Infrastruktur Indonesia |
|  | • 2018 – 2020 | President Director, PT Dayamitra Telekomunikasi |
|  | • 2016 – 2018  | EGM Service Operations Division, PT Telkom Indonesia (Persero) Tbk |
|  | • 2015 – 2016  | Deputy EGM Infra Operations & Maintenance, PT Telkom Indonesia (Persero) Tbk |
|  | • 2014 – 2015  | Deputy EGM Network Infrastructure & Access, PT Telkom Indonesia (Persero) Tbk |
|  | • 2014 | Deputy EGM IP Network & Operation, PT Telkom Indonesia (Persero) Tbk |
|  | • 2013 – 2014  | GM Regional West Java in North Region (Bekasi), PT Telkom Indonesia (Persero) Tbk |
|  | • 2010 – 2013  | GM Network Regional West Java Region, PT Telkom Indonesia (Persero) Tbk |
|  | • 2009 – 2010  | GM Network Regional Central Java Region, PT Telkom Indonesia (Persero) Tbk |
|  | • 2007 – 2009 | GM Network Regional Eastern Indonesia, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

------

[Table of Content](#TOC)

**Muhamad Fajrin Rasyid** 

**Director of Digital Business**

---

| | | |
|:---|:---|:---|
| **Age** | 39 years old | 39 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2019 | Executive Educations in Innovations and Growth, Stanford University of Business, United States of America |
|  | • 2018 | Executive Educations in Scaling Entrepreneurial Ventures, Harvard Business School, United States of America |
|  | • 2009 | Bachelor of Technical Information, Institut Teknologi Bandung, Indonesia |
|  | • 2008 | Student Exchange Program, Daejeon University, South Korea |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | • 2023 | Commissioner, PT Digital Aplikasi Solusi (Digiverse) |
|  | • 2020 | Commissioner, PT MDI |
| **Work Experiences** | • 2020 – 2023 | Commissioner, PT Sigma Cipta Caraka |
|  | • 2020 – 2023 | President Commissioner, PT MDI |
|  | • 2020 – 2023 | President Commissioner, PT Metranet |
|  | • 2011 – 2020 | Co-Founder & President, Bukalapak |
|  | • 2011 – 2014 | President Director, Suitmedia |
|  | • 2009 – 2011 | Consultant, The Boston Consulting Group (BCG) |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Budi Setyawan Wijaya** 

**Director of Strategic Portfolio**

---

| | | |
|:---|:---|:---|
| **Age** | 53 years old | 53 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bandung, Indonesia | Bandung, Indonesia |
| **Educational Background** | • 2003 | Master of Management, Sekolah Tinggi Manajemen Telkom, Indonesia |
|  | • 1996 | Bachelor of Technical and Industrial Management, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | • 2023 | Commissioner, PT Sigma Cipta Caraka |
| **Work Experiences** | • 2022 – 2023 | President Commissioner, PT Multimedia Nusantara |
|  | • 2020 – 2023 | President Commissioner, PT Sigma Cipta Caraka |
|  | • 2020 – 2023 | President Commissioner, PT Jalin Pembayaran Nusantara |
|  | • 2017 – 2020 | President Director, PT Admedika |
|  | • 2015 – 2017 | President Director, PT MD Media |
|  | • 2013 – 2015 | President Director, PT Melon Indonesia |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

------

[Table of Content](#TOC)

**Afriwandi** 

**Director of Human Capital Management**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bekasi, Indonesia | Bekasi, Indonesia |
| **Educational Background** | • 2011 | Master of Management, Universitas Islam Sumatera Utara, Indonesia |
|  | • 1995 | Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 | Annual General Meeting of Shareholders (AGMS) of Telkom held on June 19, 2020 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2020 – 2023 | President Commissioner, Infomedia |
|  | • 2020 – 2023 | Chairman of the Supervisory Board, Telkom Pension Fund |
|  | • 2015 – 2020 | SVP Corporate Secretary, PT Telkom Indonesia (Persero) Tbk |
|  | • 2015 | Advisor CEO, PT Telkom Indonesia (Persero) Tbk |
|  | • 2014 – 2015 | Executive General Manager Regional VII, PT Telkom Indonesia (Persero) Tbk |
|  | • 2013 – 2014 | Deputy EGM of Business Service Division, PT Telkom Indonesia (Persero) Tbk |
|  | • 2012 – 2013 | General Manager of National Segment of Welfare Service Unit, PT Telkom Indonesia (Persero) Tbk |
|  | • 2012  | GM Enterprise West Regional, PT Telkom Indonesia (Persero) Tbk |
|  | • 2011 – 2012 | GM Enterprise Regional 2, PT Telkom Indonesia (Persero) Tbk |
|  | • 2008 – 2011 | GM Enterprise Regional 1, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Bogi Witjaksono** 

**Director of Wholesale & International Service**

---

| | | |
|:---|:---|:---|
| **Age** | 57 years old | 57 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Bogor, Indonesia | Bogor, Indonesia |
| **Educational Background** | • 1995 | Master of Telecommunication Engineering, Institut Teknologi Bandung, Indonesia |
|  | • 1989 | Bachelor of Electrical Engineering, Institut Teknologi Sepuluh Nopember, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 28, 2021 |
| **Concurrent Positions** | • 2023 | Commissioner, PT Telkom Data Ekosistem (NeutraDC) |
|  | • 2023 | Commissioner, PT Telkom Satelit (Telkomsat) |
|  | • 2023 | Commissioner, PT Telekomunikasi Indonesia International (Telin) |
| **Work Experiences** | • 2020 – 2021 | Professional on IT/ICT Solution |
|  | • 2019 – 2020 | Director of Enterprise & Business Service, PT Telkom Indonesia (Persero) Tbk |
|  | • 2019 – 2020 | President Commissioner, PT Telkom Satelit |
|  | • 2019 – 2020 | Commissioner, PT Telkom Metra |
|  | • 2018 – 2019 | Deputy President Director/COO, PT Telkom Satelit |
|  | • 2015 – 2019 | President Director, PT Patrakom |
|  | • 2012 – 2019 | Managing Director, PT Metrasat |
|  | • 2009 – 2012 | General Manager of Operations, PT Metrasat |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

------

[Table of Content](#TOC)

**Honesti Basyir**

**Director of Wholesale & International Service**

---

| | | |
|:---|:---|:---|
| **Age** | 57 years old | 57 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2002 | Magister Corporate Finance, Institut Manajemen Telkom, Indonesia |
|  | • 1992 | Bachelor of Industrial Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 | Annual General Meeting of Shareholders (AGMS) of Telkom held on May 30, 2023 |
| **Concurrent Positions** | No concurrent positions held | No concurrent positions held |
| **Work Experiences** | • 2019 – 2023 | President Director, PT Bio Farma (Persero) |
|  | • 2017 – 2019 | President Director, PT Kimia Farma Tbk |
|  | • 2014 – 2017 | Director of Wholesale and International Service, PT Telkom Indonesia (Persero) Tbk |
|  | • 2012 – 2014 | Director of Finance, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certifications** | 2023 – 2025 | Qualified Risk Governance Professional (QRGP) |

---

------

[Table of Content](#TOC)

### AFFILIATION RELATIONSHIPS OF THE BOARD OF DIRECTORS
Telkom discloses the affiliation relationship between members of the Board of Directors and fellow members of the Board of Directors, Commissioners, and major and controlling shareholders, including the names of affiliated parties in accordance with the principle of transparency in the implementation of Good Corporate Governance or GCG.

---

| | | |
|:---|:---|:---|
| **Name** | **Position** | **Financial Affiliation with**<br><BORDER_TOP> |
| **Name** | **Position** | **BoC**<br><BORDER_TOP> |
| Dian Siswarini  | President Director | No |
| Arthur Angelo Syailendra | Director of Finance & Risk Management  | No |
| Veranita Yosephine | Director of Enterprise & Business Service | No |
| Nanang Hendarno | Director of Network | No |
| Seno Soemadji | Director of Strategic Business Development & Portfolio | No |
| Faizal Rochmad Djoemadi | Director of IT Digital | No |
| Budi Satria Dharma Purba | Director of Wholesale & International Service | No |
| Willy Saelan | Director of Human Capital Management | No |
| Andy Kelana | Director of Legal & Compliance | No |

---

Remark:

(1) Controlling Shareholder in this matter is the Indonesian government represented by the SOE Regulatory Agency as the primary shareholder.

------

[Table of Content](#TOC)

### CHANGES IN THE COMPOSITION OF THE BOARD OF DIRECTORS
On May 27, 2025, the Company made changes to the composition of its Board of Directors. These changes were reported to the Financial Services Authority in letter No. Tel.55/UM 000/COP-K0F00000/2025 dated May 27, 2025, regarding Changes to the Management of PT Telkom Indonesia (Persero) Tbk.

Furthermore, on September 16, 2025, the Company again changed the composition of its Board of Directors by appointing Mr. Andy Kelana as Director of Legal & Compliance and Mr. Willy Saelan as Director of Human Capital Management. This change has been reported to the Financial Services Authority through letter No. Tel.00024/LP000/COP-M0000000/2025 dated September 18 regarding Changes to the Company's Management.

Then, on December 12, 2025, the Company again changed the composition of its Board of Directors by appointing Mr. Budi Satria Dharma Purba as Director of Wholesale & International Services. The change was submitted to the Financial Services Authority through letter No. Tel.45/LP000/COP-M0000000/2025 dated December 16, 2025, regarding the Summary of the Minutes of the Extraordinary General Meeting of Shareholders of PT Telkom Indonesia (Persero) Tbk.

Thus, the composition of Telkom's Board of Directors as of December 31, 2025, is as follows:

---

| | |
|:---|:---|
| **January 1, 2025** | **December 31, 2025** |
| **Ririek Adriansyah**<br>President Director | **Dian Siswarini** <br>President Director |
| **Heri Supriadi**<br>Director of Finance & Risk Management | **Arthur Angelo Syailendra**<br>Director of Finance & Risk Management |
| **F.M. Venusiana R**<br>Director of Enterprise & Business Service | **Veranita Yosephine**<br>Director of Enterprise & Business Service |
| **Herlan Wijanarko**<br>Director of Network & IT Solution | **Nanang Hendarno**<br>Director of Network |
| **Afriwandi**<br>Director of Human Capital Management | **Seno Soemadji**<br>Director of Strategic Business Development & Portfolio |
| **Muhamad Fajrin Rasyid**<br>Director of Digital Business | **Faizal Rochmad Djoemadi**<br>Director of IT Digital |
| **Budi Setiawan Wijaya**<br>Director of Strategic Portofolio  | **Budi Satria Dharma Purba** <br>Director of Wholesale & International Service |
| **Bogi Witjaksono**<br>Director of Wholesale & International Service | **Willy Saelan**<br>Director of Human Capital Management |
| **Honesti Basyir**<br>Director of Group Business Development | **Andy Kelana**<br>Director of Legal & Compliance |

---

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[Table of Content](#TOC)

**SENIOR VICE P** **RESIDENTS' PROFILE**

**Jadi Widagdo**

**SVP Corporate Secretary**

---

| | | |
|:---|:---|:---|
| **Age** | 52 years old | 52 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Serving since** | August 6, 2024 | August 6, 2024 |
| **Educational Background** | 1996 | Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |

---

**Ahmad Reza** 

**SVP Group Sustainability & Corporate Communication**

---

| | | |
|:---|:---|:---|
| **Age** | 49 years old | 49 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Serving since** | October 1, 2020 | October 1, 2020 |
| **Educational Background** | • 2025 | Master of Business Administration, Universitas Katolik Parahyangan, Indonesia |
|  | • 2001 | Bachelor of Economics, STIE IBII (Kwik Kian Gie Business School), Indonesia |

---

**Mohamad Ramzy**

**SVP Internal Audit**

---

| | | |
|:---|:---|:---|
| **Age** | 52 years old | 52 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Serving since** | July 1, 2022 | July 1, 2022 |
| **Educational Background** | • 2005 | Master of Telecommunications Management Engineering, Universitas Indonesia, Indonesia |
|  | • 1997 | Bachelor of Electrical Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |

---

**Jemy Vestius Confido** 

**SVP Group Corporate Transformation**

---

| | | |
|:---|:---|:---|
| **Age** | 50 years old | 50 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Serving since** | January 1, 2024 | January 1, 2024 |
| **Educational Background** | • 2019 | Doctor of Law in Business Law, Universitas Pelita Harapan, Indonesia |
|  | • 2019 | Doctor of Management, Institut Teknologi Bandung, Indonesia |
|  | • 1999 | Master of Science in Engineering Management, TUFTS University, United States of America |
|  | • 1997 | Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |

---

**Rini Fitriani**

**SVP Risk Management**

---

| | | |
|:---|:---|:---|
| **Age** | 47 years old | 47 years old |
| **Citizenship** | Indonesian | Indonesian |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Serving since** | January 1, 2026 | January 1, 2026 |
| **Educational Background** | • 2009 | Master of Business & Information Technology, University of Melbourne, Australia  |
|  | • 2000 | Accounting, Universitas Padjadjaran, Indonesia |

---

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[Table of Content](#TOC)

### TELKOM EMPLOYEE PROFILE
Employees are key assets in achieving the Company's strategic objectives. Therefore, TelkomGroup continuously empowers all employees to have high competence and be able to adapt to changes in supporting Telkom's transformation into a digital telecommunication company. TelkomGroup management also ensures the creation of an inclusive, safe, and conducive work environment so that every employee can contribute optimally, carry out their duties with integrity, and support the effective implementation of company policies and strategies.

![Graphic](tmb-20260512x6k018.jpg)

![Graphic](tmb-20260512x6k019.jpg)

![Graphic](tmb-20260512x6k020.jpg)

Remark: <br> The charts were created using only Telkom data.

At the end of 2025, Telkom had a total of 21,151 employees, with 4,782 employees coming from the parent company and 16,369 from subsidiaries. The number of TelkomGroup employees decreased by 522 people or around 2.4% compared to 2024. Throughout 2025, Telkom did not terminate any employment contracts before retirement.

------

[Table of Content](#TOC)

**Number of Telkom and Subsidiaries Employees in 2023–2025**

---

| | | | |
|:---|:---|:---|:---|
| **Description** | **2025** | **2024** | **2023** |
| Telkom Employee | 4782 | 4930 | 7469  |
| Subsdiary Employee | 16369 | 16743 | 15595  |
| **Total** | **21151** | **21673** | **23064**  |

---

### GENDER EQUALITY ASSURANCE AND NUMBER OF EMPLOYEES BASED ON GENDER
In carrying out its business activities, TelkomGroup ensures gender equality by the Resolution of the Board of Directors PD.201.01/r.00/PS150/COP-B0400000/2014 dated May 6, 2014, regarding Business Ethics within TelkomGroup. By the end of 2025, TelkomGroup has 14,466 male employees and 6,705 female employees. Although there are more male employees, TelkomGroup does not set quotas based on gender or discriminate against either gender. The higher number of male employees is because men tend to be more interested in working in the telecommunication sector than women, along with the characteristics of this industry.

**Number of Telkom and Subsidiary Employees Based on Gender**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Gender** | &nbsp;&nbsp;**2025** | &nbsp;&nbsp;**2025** | &nbsp;&nbsp;**2025** | &nbsp;&nbsp;**2025** | &nbsp;&nbsp;**2024** | &nbsp;&nbsp;**2024** | &nbsp;&nbsp;**2023** | &nbsp;&nbsp;**2023** |
| **Gender** | &nbsp;&nbsp;**Telkom** | &nbsp;&nbsp;**Subsidiary** | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**%** | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**%** | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**%** |
| Male | 2609 | 11837 | 14446 | 68.3 | 14746 | 68.04 | 16019  | 69.5 |
| Female | 2173 | 4532 | 6705 | 31.7 | 6927 | 31.96 | 7045  | 30.5 |
| **Total** | **4782** | **16369** | **21151** | **100.00** | **21673** | **100.0** | **23064**  | **100.0** |

---

TelkomGroup's efforts to provide equal opportunities for male and female employees who have the capability and competence to occupy various positions in the Company can be seen in the table below. By 2025, there will be 39 women in senior management positions, 1,372 women in middle management positions, 3,685 women in supervisory positions, and 1,609 women in other positions.

**Number of Telkom and Subsidiary Employees Based on Position and Gender in 2025**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Employee Position** | &nbsp;&nbsp;**Telkom** | &nbsp;&nbsp;**Telkom** | &nbsp;&nbsp;**Telkom** | &nbsp;&nbsp;**Subsidiary** | &nbsp;&nbsp;**Subsidiary** | &nbsp;&nbsp;**Subsidiary** | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**Total** |
| **Employee Position** | **Male** | **Female** | **Total** | **Male** | **Female** | **Total** | **Male** | **Female** | **Total** |
| Senior Management | 94 | 16 | 110 | 146 | 23 | 169 | 240 | 39 | 279 |
| Middle Management | 1194 | 679 | 1873 | 3349 | 693 | 4042 | 4543 | 1372 | 5915 |
| Supervisor | 1116 | 1218 | 2334 | 6245 | 2467 | 8712 | 7361 | 3685 | 11046 |
| Others | 205 | 260 | 465 | 2097 | 1349 | 3446 | 2302 | 1609 | 3911 |
| **Total** | **2609** | **2173** | **4782** | **11837** | **4532** | **16369** | **14446** | **6705** | **21151** |

---

### NUMBER OF EMPLOYEES BY POSITION AND EMPLOYMENT STATUS
The job levels at TelkomGroup consist of senior management, middle management, supervisors, and other job levels below supervisors. Until the end of 2025, the largest number of employees was at the supervisory level, with a total of 11,046 people, a decrease of 0.49% or 55 employees compared to the previous period.

**Number of Telkom and Subsidiary Employees Based on Position**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Employee Position** | **2025** | **2025** | **2025** | **2025** | **2024** | **2024** | **2023** | **2023** |
| **Employee Position** | **Telkom** | **Subsidiary** | **Total** | **%** | **Total** | **%** | **Total** | **%** |
| Senior Management | 110 | 169 | 279 | 1.3 | 271 | 1.3 | 307  | 1.3 |
| Middle Management | 1873 | 4042 | 5915 | 28 | 5754 | 26.5 | 6155  | 26.7 |
| Supervisor | 2334 | 8712 | 11046 | 52.2 | 11101 | 51.2 | 12331  | 53.5 |
| Others | 465 | 3446 | 3911 | 18.5 | 4547 | 21 | 4271  | 18.5 |
| **Total** | **4782** | **16369** | **21151** | **100.0** | **21673** | **100.0** | **23064**  | **100.0** |

---

Based on employment status, as of December 31, 2025, TelkomGroup has 19,082 permanent employees (including employees in retirement preparation and study assignments), representing 90.2% of total employees. Meanwhile, non-permanent employees are divided into two categories, namely professional and rehired, with a total of 2,069 people or 9.78% of all employees.

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[Table of Content](#TOC)

**Number of Telkom and Subsidiary Employees Based on Employment Status**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Employment Status** | **2025** | **2025** | **2025** | **2025** | **2024** | **2024** | **2023** | **2023** |
| **Employment Status** | **Telkom** | **Subsidiary** | **Total** | **%** | **Total** | **%** | **Total** | **%** |
| Permanent Employee | 4489 | 14447 | 18936 | 89.5 | 19503 | 90.0 | 20362 | 88.3 |
| Professional | 210 | 1845 | 2055 | 9.7 | 1963 | 9.0 | 2435 | 10.6 |
| Rehire | 0 | 14 | 14 | 0.1 | 15 | 0.1 | 24 | 0.1 |
| Retirement Preparation Period | 14 | 45 | 59 | 0.3 | 78 | 0.4 | 110 | 0.5 |
| Study Assignment | 69 | 18 | 87 | 0.4 | 114 | 0.5 | 133 | 0.5 |
| **Total** | **4782** | **16369** | **21151** | **100.0** | **21673** | **100.0** | **23064** | **100.0** |

---

### NUMBER OF EMPLOYEES BASED ON EDUCATION LEVEL AND AGE DISTRIBUTION
By the end of 2025, the majority of TelkomGroup employees will have a bachelor's degree, reaching 68.8% or as many as 14,552 people. The following table displays data on TelkomGroup employees based on pre-university, diploma, bachelor, and postgraduate education levels for 2023–2025.

**Number of Telkom and Subsidiary Employees Based on Education Level**

**Education
Level**<br> **202
5**<br><BORDER_TOP> ##BOL
D_START_900##2024**<br><B
ORDER_TOP> **2023**

##COLSPAN_
3824##<BORDER_TOP>
**Telkom**<br>
**Subsidiary**<br>
**Total**<br>
**%**<br>
**Total**<br>
**%**<br>
**Total**<br>
**%**<br> Pre-
University<br> 154<br>
1,179<br> 1.333<br>
6.3<br> 1,770<br> 8.2<br>
2,063<br> 8.9<br>
Diploma<br> 112<br>
1,619<br> 1,731<br>
8.2<br> 1,519<br> 7.0<br>
2,179<br> 9.5<br>
Bachelor<br> 3,012<br>
11,540<br> 14,552<br>
68.8<br> 14,496<br>
66.9<br> 15,624<br>
67.7<br> Postgraduate (Master and
Doctorate)<br> 1,504<br>
2,031<br> 3,535<br>
16.7<br> 3,888<br>
17.9<br> 3,198<br>
13.9<br>
**Total**<br>
**4,782**<br>
**16,369**<br>
**21,151**<br>
**100.0**<br>
**21,673**<br>
**100.0**<br>
 **23,064**<br>
**100.0** <br>
Based on age, most of TelkomGroup employees as many as 16,041 employees or 75.8% are under 45 years old. This number decreased by 2.65% compared to the previous year.

**Number of Telkom and Subsidiary Employees Based on Age**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Age** | **2025** | **2025** | **2025** | **2025** | **2024** | **2024** | **2023** | **2023** |
| **Age** | **Telkom** | **Subsidiary** | **Total** | **%** | **Total** | **%** | **Total** | **%** |
| < 30 years | 1047 | 2377 | 3424 | 16.2 | 4099 | 18.91 | 4922 | 21.3 |
| 30 - 45 years | 2406 | 10211 | 12617 | 59.7 | 12380 | 57.12 | 12003 | 52.1 |
| > 45 years | 1329 | 3781 | 5110 | 24.1 | 5194 | 23.97 | 6139 | 26.6 |
| **Total** | **4782** | **16369** | **21151** | **100.0** | **21673** | **100.0** | **23064**  | **100.0**  |

---

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[Table of Content](#TOC)

### SHAREHOLDERS COMPOSITION
Telkom's shareholder structure as of December 31, 2025, can be seen in the following table.

---

| | | | |
|:---|:---|:---|:---|
| **Shareholders** | | | **%** |
| **Shareholders** | **Series A Stock**<br>**Dwiwarna** | **Series B Stock**<br>**Common Stock** | **%** |
| **The Government of the Republic of Indonesia** |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;SOE Regulatory Agency (BP BUMN) | 1 | - | 0.00 |
| &nbsp;&nbsp;&nbsp;&nbsp;PT Danantara Asset Management (Persero) | - | 51602353559 | 52.09 |
| **Public** |  | **47450917640** | **47.90** |
| &nbsp;&nbsp;&nbsp;&nbsp;Local Shareholders | - | 8830411584 | 8.91 |
| &nbsp;&nbsp;&nbsp;&nbsp;Foreign Shareholders | - | 38620506056 | 38.99 |
| **Treasury Stock** | **-** | **8945400** | **0.01** |
| **Total** | **1** | **99062216599** | **100.00** |

---

### INFORMATION ON MAJOR/CONTROLLING SHAREHOLDERS TO ULTIMATE OWNERS
The authorized capital fully paid up by Telkom is 99,062,216,600 shares, of which the Government of the Republic of Indonesia owns 1 Series A Dwiwarna share through the State-Owned Enterprise Regulatory Agency (BP BUMN) and 51,602,353,559 Series B shares through PT Danantara Asset Management (Persero), and 47,450,917,640 Series B shares (common shares) are owned by the public. The company has 8,945,400 treasury shares. Series A Dwiwarna shares are shares exclusively owned by the Republic of Indonesia and provide special rights to the holder as a Series A Dwiwarna shareholder. Meanwhile, the Republic of Indonesia and/or the public can own Series B shares. Thus, Telkom's principal and controlling shareholder is the Government of the Republic of Indonesia with a share ownership percentage of 52.09%.

**Composition of Shareholders Telkom as of December 31, 2025**

---

| | | | |
|:---|:---|:---|:---|
| **Shareholders** | | | **%** |
| **Shareholders** | **Series A Stock**<br>**Dwiwarna** | **Series B Stock**<br>**Common Stock** | **%** |
| **The Government of the Republic of Indonesia** |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;SOE Regulatory Agency | 1 | - | 0.00 |
| &nbsp;&nbsp;&nbsp;&nbsp;PT Danantara Asset Management (Persero) | - | 51602353559 | 52.09 |
| **Public** |  | **47450917640** | **47.90** |
| **Treasury Stock** | - | **8945400** | **0.01** |
| **Total** | **1** | **99062216599** | **100.00** |

---

The following tables present Telkom's shareholder composition in more detail to provide a complete picture of the shareholding structure in the Company.

**1.** **Shareholders with More than 5% Ownership (Major/Controlling Shareholders)** 

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Type of Share** | **Individual or Group Identity** | **January 1, 2025** | **January 1, 2025** | **December 31, 2025** | **December 31, 2025** |
| **Type of Share** | **Individual or Group Identity** | **Total Shares** | **%** | **Total Shares** | **%** |
| Series A | The Government of the Republic of Indonesia | 1 | 0 | 1 | 0 |
| Series B | The Government of the Republic of Indonesia | 51602353559 | 52.09 | 51602353559 | 52.09 |

---

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[Table of Content](#TOC)

---

| | |
|:---|:---|
| **2.** | **Shareholders with Less than 5% Ownership** |
|  | Common shareholders of Telkom with individual holdings of less than 5%, as of December 31, 2025. |

---

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Description** | **Group** | **January 1, 2025** | **January 1, 2025** | **December 31, 2025** | **December 31, 2025** |
| **Description** | **Group** | **Total Shares** | **%** | **Total Shares** | **%** |
| Foreign | Business/Institution | 37017581228 | 37.37 | 38600501576  | 38.97 |
|  | Individual | 16870800 | 0.02 | 20004300  | 0.02 |
| Local | **Business/Institution** |  |  |  |  |
|  | &nbsp;&nbsp;Pensions Funds  | 3858668094 | 3.90 | 3895478974  | 3.93 |
|  | &nbsp;&nbsp;Mutual Fund | 2457790575 | 2.48 | 1390014518 | 1.40 |
|  | &nbsp;&nbsp;Insurance Company | 2442919996 | 2.47 | 1805959584  | 1.82 |
|  | &nbsp;&nbsp;Limited Liability | 139068231 | 0.14 | 200664196  | 0.20 |
|  | &nbsp;&nbsp;Others | 136440950 | 0.14 | 122695950  | 0.12 |
|  | Individual | 1390523166 | 1.40 | 1424543762  | 1.44 |
| **Total** |  | **47459863040** | **47.91** | **47459863040**  | **47.91** |

---

---

| | |
|:---|:---|
| **3.** | **Ownership of Shares by Directors and the Board of Commissioners** |
|  | As of December 31, 2025, no Commissioner or Director owns more than 1.0% of Telkom shares. |

---

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **BoC and BoD** | **January 1, 2025** | **January 1, 2025** | **December 31, 2025** | **December 31, 2025** |
|  | **BoC and BoD** | **Total Shares** | **%** | **Total Shares** | **%** |
| Board of Commisioners | Angga Raka Prabowo | - | - | - | - |
|  | Ossy Dermawan | - | - | - | - |
|  | Rionald Silaban | - | - | - | - |
|  | Rofikoh Rokhim |  |  |  |  |
|  | Ira Noviarti |  |  |  |  |
|  | Deswandhy Agusman | - | - | - | - |
|  | Silmy Karim | 1344700  | <0.01 | 1344700  | <0.01 |
|  | Rizal Malarangeng | 3312700  | <0.01 | 3240600  | <0.01 |
| Board of Directors | Dian Siswarini | - | - | 203000  | <0.01 |
|  | Arthur Angelo Syailendra | - | - | - | - |
|  | Veranita Yosephine | 19500 | <0.01 | 90000  | <0.01 |
|  | Nanang Hendarno | 32500 | <0.01 | 32500  | <0.01 |
|  | Seno Soemadji | - | - | - | - |
|  | Faizal Rochmad Djoemadi | 248500 | <0.01 | 248500  | <0.01 |
|  | Budi Satria Dharma Purba | - | - | - | - |
|  | Willy Saelan | - | - | - | - |
|  | Andy Kelana | - | - | - | - |

---

---

| | |
|:---|:---|
| **4.** | **Percentage of Indirect Ownership of Shares of Issuers or Public Companies by Members of the Board of Directors and Members of the Board of Commissioners at the Beginning and End of Financial Year** |
|  | All members of the Board of Directors and/or the entire Board of Commissioners do not own any shares in the Company indirectly throughout 2025. |

---

---

| | |
|:---|:---|
| **5.** | **Percentage of Shares Owned by Domestic and Foreign** |
|  | As of December 31, 2025, 164,834 shareholders (including the Government of the Republic of Indonesia) were registered as ordinary shareholders. From this amount, 38,620,506,056 common shares are owned by 2,122 foreign shareholders or 38.99%. In addition, there are 43,568,230 ADSs outstanding (1 ADS is equivalent to 100 common shares). |

---

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[Table of Content](#TOC)

**6.** **List of 20 Largest Public Shareholders** 

---

| | | |
|:---|:---|:---|
| **No.** | **Institutions** | **%** |
| 1. | DJS KETENAGAKERJAAN PROGRAM JHT | 2.39 |
| 2. | THE BANK OF NEW YORK MELLON DR | 2.25 |
| 3. | THE BANK OF NEW YORK MELLON DR | 2.15 |
| 4. | BNYM RE BNYMLB RE EMPLOYEES PROVIDENTFD | 1.94 |
| 5. | CITIBANK SINGAPORE S/A GOVERNMENT OF SIN | 1.17 |
| 6. | HSBC BK PLC S/A THE PRUDENTIAL ASSURANCE | 0.91 |
| 7. | JPMCB NA RE-NEW WORLD FUND, INC. | 0.82 |
| 8. | JPMCB NA RE-VANGUARD TOTAL INTERNATIONAL | 0.64 |
| 9. | JPMCB NA RE-T. ROWE PRICE INTERNATIONAL | 0.64 |
| 10. | NTC-HARDING LOEVNER FUNDS, INC. INTERNAT | 0.60 |
| 11. | JPMCB NA RE - VANGUARD EMERGING MARKETS | 0.59 |
| 12. | JPMCB NA RE-T. ROWE PRICE INTERNATIONAL S | 0.54 |
| 13. | NTC-WGI EMERGING MARKETS FUND, LLC | 0.51 |
| 14. | CITIBANK NEW YORK S/A ISHARES CORE MSCI | 0.51 |
| 15. | HSBC-FUND SVS A/C PEOPLES BANK OF CHINA | 0.43 |
| 16. | DJS KETENAGAKERJAAN PROGRAM JP | 0.42 |
| 17. | JPMSE LUX RE UCITS CLT RE-JPMORGAN FUNDS | 0.40 |
| 18. | BNYMSANV RE SANVLUX RE INVESCO FUNDS | 0.35 |
| 19. | JPMCB NA RE-VANGUARD FIDUCIARY TRUST COM | 0.33 |
| 20. | PT. TASPEN | 0.31 |

---

Source: PT Datindo Entrycom

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[Table of Content](#TOC)

### SUBSIDIARIES, ASSOCIATED COMPANIES, AND JOINT VENTURES
As of December 31, 2025, Telkom had 45 subsidiaries, both directly and indirectly owned, in which it held more than a 50% ownership interest; consequently, the financial statements of these entities—whether directly or indirectly owned—have been consolidated with Telkom as the parent company. In addition, there are 9 unconsolidated subsidiaries (affiliates).

![Graphic](tmb-20260512x6k021.jpg)

------

[Table of Content](#TOC)

### SUBSIDIARIES WITH DIRECT OWNERSHIP

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Company**<br><BORDER_TOP> | <br>**Share**<br>**Ownership**<br><BORDER_TOP> | <br>**Business Field**<br><BORDER_TOP> | <br>**Operational**<br>**Status**<br><BORDER_TOP> | <br>**Total Asset**<br>**(Rp billion)**<br><BORDER_TOP> | <br>**Address**<br><BORDER_TOP> |
| PT Telekomunikasi Selular ("**Telkomsel**")<br>Jakarta, Indonesia | 70% | Mobile telecommunication, fixed broadband, network service, and internet protocol television ("IPTV")<br>| Operating | 114627 | Telkomsel Smart Office 1<sup>st</sup>-20<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| <br>PT Dayamitra Telekomunikasi ("**Mitratel**")<br>Jakarta, Indonesia<br>| 72% | Leasing of towers and digital support services for mobile infrastructure<br>| Operating | 58350 | Telkom Landmark Tower 25<sup>th</sup>-27<sup>th</sup>, and 50<sup>th</sup> floor<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Telekomunikasi Indonesia International ("**Telin**")<br>Jakarta, Indonesia | 100% | International telecommunications and information services | Operating | 19540 | Telkom Landmark Tower 16<sup>th</sup>-17<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| <br>PT Multimedia Nusantara ("**Metra**") <br>Jakarta, Indonesia<br>| 100% | Network telecommunication services and multimedia<br>| Operating | 17287 | Telkom Landmark Tower II 22<sup>nd</sup> & 41<sup>st</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Telkom Data Ekosistem ("**TDE**")<br>Tangerang, Indonesia | 100% | Data center | Operating | 9924 | Jl. Kapten Subijanto DJ Blok COA No. 1 Lengkong Gudang Serpong, Tangerang Selatan, Banten, Indonesia |
| PT Telkom Satelit Indonesia ("**Telkomsat**")<br>Jakarta, Indonesia | 100% | Telecommunication - provides satellite communication system and its related services | Operating | 8245 | The Telkom Hub 21<sup>st</sup> floor<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Sigma Cipta Caraka ("**Sigma**")<br>Tangerang, Indonesia | 100% | Hardware and software computer consultation services<br>| Operating | 5416 | Commercial Office: Telkom Landmark Tower 23<sup>rd</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia<br>Head Office: Graha Telkomsigma II <br>Jl. CBD lot VIII No. 8, Lengkong Gudang, Tangerang 15321, Indonesia |
| PT Graha Sarana Duta ("**GSD**")<br>Jakarta, Indonesia | 100% | Developer, trade, service and transportation | Operating | 5197 | Graha Telkom Property<br>Jl. Kebon Sirih No. 10, Central Jakarta 10110, Indonesia |
| PT Telkom Akses<br>("**Telkom Akses**")<br>Jakarta, Indonesia | 100% | Construction, service, and trade in the field of telecommunication | Operating | 4244 | Telkom Building West Jakarta<br>Jl. S. Parman Kav. 8 West Jakarta 11440, Indonesia |
| PT Telkom Infrastruktur Indonesia ("**TIF**")<br>Jakarta, Indonesia | 100% | Network telecommunication and information services | Operating | 3944 | Telkom Landmark Tower, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Metra-Net ("**Metra-Net**")<br>Jakarta, Indonesia | 100% | Multimedia portal services | Operating | 1883 | Mulia Business Park, Building J |

---

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[Table of Content](#TOC)

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Company**<br><BORDER_TOP> | <br>**Share**<br>**Ownership**<br><BORDER_TOP> | <br>**Business Field**<br><BORDER_TOP> | <br>**Operational**<br>**Status**<br><BORDER_TOP> | <br>**Total Asset**<br>**(Rp billion)**<br><BORDER_TOP> | <br>**Address**<br><BORDER_TOP> |
|  |  |  |  |  | Jl. Letjen MT Haryono Kav. 58-60 Pancoran, Jakarta 12780, Indonesia |
| PT Infrastruktur Telekomunikasi Indonesia ("**Telkom Infra**") <br>Jakarta, Indonesia | 100% | Developer service and trading in the field of telecommunication | Operating | 1226 | Telkom Landmark Tower 19<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT PINS Indonesia ("**PINS**")<br>Jakarta, Indonesia | 100% | Trade in telecommunications devices | Operating | 550 | Telkom Landmark Tower 42<sup>nd</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Napsindo Primatel Internasional ("**Napsindo**")<br>Jakarta, Indonesia | 60% | Telecommunication - provides Network Access Point ("NAP"), Voice Over Data ("VOD") and other related services | 1999; ceased operations on January 13, 2006 | 5 | - |

---

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[Table of Content](#TOC)

### SUBSIDIARIES WITH INDIRECT OWNERSHIP

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Company**<br><BORDER_TOP> | <br>**Share**<br>**Ownership**<br><BORDER_TOP> | <br>**Business Field**<br><BORDER_TOP> | <br>**Operational**<br>**Status**<br><BORDER_TOP> | <br>**Total Asset**<br>**(Rp billion)**<br><BORDER_TOP> | <br>**Address**<br><BORDER_TOP> |
| PT Metra Digital Investama ("**MDI**")<br>Jakarta, Indonesia | 100% | Trading, information and multimedia technology, entertainment and investment services<br>| Operating | 9054 | The Telkom Hub 21<sup>st</sup> floor<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| Telekomunikasi Indonesia International Pte. Ltd. ("**Telin Singapore**")<br>Singapore | 100% | Telecommunications and related services | Operating | 7102 | Maritime Square, #09-63 Harbour Front Centre, Singapore - 099253 |
| Telekomunikasi Indonesia International Ltd. ("**Telin Hong Kong**")<br>Hong Kong | 100% | Investment holding and telecommunication services | Operating | 3530 | Suite 905, 9/F, Ocean Centre, 5 Canton Road, Tsim Sha Tsui, Kowloon, Hong Kong |
| NeutraDC<br>Singapore Pte. Ltd **(**"**NeutraDC Singapore**"**)** <br>Singapore | 100% | Data center | Operating | 2379 | 1 Harbourfront Avenue, #03-12/13, Keppel Bay Tower, Singapore 098632 |
| PT Teknologi Data Infrastruktur ("**TDI**")<br>Batam, Indonesia | 60% | Telecommunications service and data center  | Operating | 2261 | Gedung Telkom STO Batam<br>Jl. Laksamana Bintan, Kelurahan Baloi Permai, Kecamatan Batam Kota, Kepulauan Riau |
| PT Telkom Landmark Tower ("**TLT**")<br>Jakarta, Indonesia | 55% | Property development and management services | Operating | 2148 | Telkom Landmark Tower, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Infomedia Nusantara ("**Infomedia**")<br>Jakarta, Indonesia | 100% | Information provider services, contact center and content directory | Operating | 1979 | PT Infomedia Nusantara Head Office<br>Jl. RS Fatmawati 77-81, Jakarta 12150, Indonesia |
| PT Persada Sokka Tama ("**PST**")<br>Jakarta, Indonesia | 100% | Leasing of towers and other telecommunication services | Operating | 1753 | Telkom Landmark Tower, 23<sup>rd</sup> floor<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| <br>PT Finnet Indonesia ("**Finnet**")<br>Jakarta, Indonesia | 60% | Information technology services | Operating | 1450 | Telkom Landmark Tower II 18<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Nuon Digital Indonesia ("**Nuon**")<br>Jakarta, Indonesia | 100% | Digital content exchange hub services | Operating | 1412 | Telkom Landmark Tower II 45<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52 Jakarta 12710, Indonesia |
| Telekomunikasi Indonesia International (TL) S.A. ("**Telkomcel**")<br>Dili, Timor-Leste | 100% | Telecommunication networks, mobile, internet, and data services | Operating | 1297 | Timor Plaza 4<sup>th</sup> floor, Rua Presidente Nicolao Lobato, Comoro, Dili, Timor-Leste |
| PT Telkomsel Mitra Inovasi ("**TMI**")<br>Jakarta, Indonesia | 100% | Business management consulting and investment services | Operating | 1014 | Telkom Landmark Tower Building 1<br>Jl. Gatot Subroto Kav. 52, Jakarta 1270, Indonesia |
| PT Metra Digital Media ("**MD Media**")<br>Jakarta, Indonesia | 100% | Telecommunication information and other information services | Operating | 859 | Telkom Landmark Tower 1<sup>st</sup>-20<sup>th</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710 Indonesia |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Company**<br><BORDER_TOP> | <br>**Share**<br>**Ownership**<br><BORDER_TOP> | <br>**Business Field**<br><BORDER_TOP> | <br>**Operational**<br>**Status**<br><BORDER_TOP> | <br>**Total Asset**<br>**(Rp billion)**<br><BORDER_TOP> | <br>**Address**<br><BORDER_TOP> |
| PT Administrasi Medika ("**Ad Medika**")<br>Jakarta, Indonesia | 100% | Health insurance administration services | Operating | 747 | STO Telkom Gambir Building C 3<sup>rd</sup> floor<br>Jl. Medan Merdeka Selatan, No. 12, Central Jakarta 10110, Indonesia |
| PT Digital Aplikasi Solusi ("**Digiserve**")<br>Jakarta, Indonesia | 100% | Communication system services | Operating | 507 | 88@Kasablanka, 35<sup>th</sup> floor<br>Jl. Casablanca Raya Kav. 88, Jakarta 12870, Indonesia |
| PT Ultra Mandiri Telekomunikasi ("**UMT**") | 100% | Telecommunication network infrastructure services | Operating | 430 | Ayoma Apartment<br>Jl. Raya Ciater Barat, Rawa Buntu, Kec. Serpong, Kota Tangerang Selatan<br>Banten 15310, Indonesia |
| Telekomunikasi Indonesia International (USA) Inc. ("**Telin USA**")<br>Los Angeles, USA | 100% | Telecommunication and information services | Operating | 392 | 800 Wilshire Boulevard, Suite 620 Los Angeles, California 90017, United States of America |
| PT Swadharma Sarana Informatika ("**SSI**")<br>Jakarta, Indonesia | 51% | Cash replenishment services and Automated Teller Machine (ATM) maintenance | Operating | 388 | Bellagio Office Park, Unit OUG 31-32<br>Jl. Mega Kuningan Barat, Kav. E4.3, Mega Kuningan Area, Setiabudi, South Jakarta, Indonesia |
| PT Telkomsel Ekosistem Digital ("**TED**")<br>Jakarta, Indonesia | 100% | Business management consulting services and investment and/or investment in other companies | Operating | 304 | Telkom Landmark Tower Building 1, 3<sup>rd</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52 Jakarta 12710, Indonesia |
| PT Nusantara Sukses Investasi ("**NSI**")<br>Jakarta, Indonesia | 100% | Service and trading | Operating | 286 | Multimedia Tower, Annex Building 2<sup>nd</sup> floor<br>Jl. Kebon Sirih No. 10-12, Central Jakarta, Indonesia |
| PT Graha Yasa Selaras ("**GYS**")<br>Jakarta, Indonesia | 51% | Tourism and hospitality services | Operating | 261 | Jl. Cimanuk No. 33 Bandung, Indonesia |
| PT Metra TV ("**Metra TV**")<br>Jakarta, Indonesia | 100% | Subscription broadcasting services | Operating | 255 | Telkom Landmark Tower 22<sup>nd</sup> & 41<sup>st</sup> floor, The Telkom Hub<br>Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710, Indonesia |
| PT Nutech Integrasi ("**Nutech**")<br>Jakarta, Indonesia | 60% | System integrator service | Operating | 244 | Jl. Tanjung Barat Raya, No. 17, Pasar Minggu, South Jakarta 12510, Indonesia |
| TS Global Network Sdn. Bhd. ("**TSGN**")<br>Petaling Jaya, Malaysia | 70% | Satellite services | Operating | 210 | Teknorat ½ street, Cyber 3, 6300 Cyberjaya, Selangor Darul Ehsan, Malaysia |
| PT Collega Inti Pratama ("**CIP**")<br>Jakarta, Indonesia | 70% | Trading and services | Operating | 195 | Talavera Office Park, 6<sup>th</sup>-7<sup>th</sup> floor<br>Jl. TB Simatupang Kav. 22-26, South Jakarta 12430, Indonesia |
| PT Graha Telkomsigma ("**GTS**")<br>Jakarta, Indonesia | 100% | Management and consultation services | Operating | 163 | Jl. Kapten Subijanto Dj. BSD City, Tangerang Selatan, Banten 15321, Indonesia |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Company**<br><BORDER_TOP> | <br>**Share**<br>**Ownership**<br><BORDER_TOP> | <br>**Business Field**<br><BORDER_TOP> | <br>**Operational**<br>**Status**<br><BORDER_TOP> | <br>**Total Asset**<br>**(Rp billion)**<br><BORDER_TOP> | <br>**Address**<br><BORDER_TOP> |
| Telekomunikasi Indonesia International (Malaysia) Sdn. Bhd. ("**Telin Malaysia**")<br>Kuala Lumpur, Malaysia | 70% | Telecommunications and information services | Operating | 152 | Suite 7-3, Level 7, Wisma UOA II No. 21<br>Jalan Pinang, KLCC, 50450, Kuala Lumpur, Malaysia |
| PT Media Nusantara Data Global ("**MNDG**")<br>Jakarta, Indonesia | 55% | Consultation services of hardware, software, data center and internet exchange | Operating | 128 | Cyber 1 Building, 1<sup>st</sup> floor<br>Kuningan Barat No. 8, Mampang Prapatan South Jakarta, DKI Jakarta 12710, Indonesia |
| Telekomunikasi Indonesia International (Australia) Pty. Ltd. ("**Telin Australia**")<br>Sydney, Australia | 100% | Telecommunication and information services | Operating | 58 | Suite 408, Level 5, 20 Bond Street Sydney 2000, New South Wales, Australia |
| PT Pojok Celebes Mandiri ("**PCM**")<br>Jakarta, Indonesia | 100% | Travel agent services | Operating | 52 | Plasa TelkomGroup 2<sup>nd</sup> floor<br>Jl. RS. Fatmawati No. 65, Cilandak Barat, South Jakarta 12430, Indonesia |
| PT Metraplasa ("**Metraplasa**")<br>Jakarta, Indonesia | 60% | Network and e-commerce services | 2012; ceased operations in October, 2020 | 28 | Mulia Business Park, Gedung J <br>Jl. Letjen MT Haryono Kav. 58-60 Pancoran, Jakarta 12780, Indonesia |

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[Table of Content](#TOC)

### CHRONOLOGY OF STOCK REGISTRATION
Since November 14, 1995, Telkom shares have been listed and traded in Indonesia Stock Exchange (IDX) with ticker of TLKM and New York Stock Exchange (NYSE) with ticker of TLK.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Date** | **Corporate Actions** | **Price (Rp/Share)**<br><BORDER_TOP> | **Price (Rp/Share)**<br><BORDER_TOP> | **Composition of Share Ownership**<br><BORDER_TOP> | **Composition of Share Ownership**<br><BORDER_TOP> |
| **Date** | **Corporate Actions** | **Nominal**<br><BORDER_TOP> | **Bid/Offer**<br><BORDER_TOP> | **Government of Republic of Indonesia**<br><BORDER_TOP> | **Public**<br><BORDER_TOP> |
| 13/11/1995 | Pre-Initial Public Offering | 500 | 2050 | 8400000000 | - |
| 13/11/1995 | Sale of Shares Held by Government |  |  | (933334000) | 933334000 |
| 13/11/1995 | Telkom Right Issue |  |  | - | 933333000 |
| 13/11/1995 | Composition of Share Ownership |  |  | 7466666000 | 1866667000 |
| 11/12/1996 | Government Shares Block Sale | 500 | 3850 | (388000000) | 388000000 |
| 11/12/1996 | Composition of Share Ownership |  |  | 7078666000 | 2254667000 |
| 15/05/1997 | Government Distributes Incentive Shares to All Public Shareholders | 500 | 3675 | (2670300) | 2670300 |
| 15/05/1997 | Composition of Share Ownership |  |  | 7075995700 | 2257337300 |
| 07/05/1999 | Government Shares Block Sale | 500 | 3825 | (898000000) | 898000000 |
| 07/05/1999 | Composition of Share Ownership |  |  | 6177995700 | 3155337300 |
| 02/08/1999 | Distribution of Shares Bonus (Issuance) (Each 50 Shares Gets 4 Shares) | 500 | 3275 | 494239656 | 252426984 |
| 02/08/1999 | Composition of Share Ownership |  |  | 6672235356 | 3407764284 |
| 07/12/2001 | Government Shares Block Sale | 500 | 2700 | (1200000000) | 1200000000 |
| 07/12/2001 | Composition of Share Ownership |  |  | 5472235356 | 4607764284 |
| 16/07/2002 | Government Shares Block Sale | 500 | 3775 | (312000000) | 312000000 |
| 16/07/2002 | Composition of Share Ownership |  |  | 5160235356 | 4919764284 |
| 01/10/2004 | Stock Split with Ratio 1:2 | 250 | 4200 | 10320470712 | 9839528568 |
| 21/12/2005 | Shares Buyback Program (I)<sup>(1)</sup> | 250 | 6050 | - | (211290500) |
| 21/12/2005 | Composition of Share Ownership |  |  | 10320470712 | 9628238068 |
| 29/06/2007 | Shares Buyback Program (II)<sup>(2)</sup> | 250 | 9850 | - | (215000000) |
| 29/06/2007 | Composition of Share Ownership |  |  | 10320470712 | 9413238068 |
| 20/06/2008 | Shares Buyback Program (III)<sup>(3)</sup> | 250 | 7750 | - | (64284000) |
| 20/06/2008 | Composition of Share Ownership |  |  | 10320470712 | 9348954068 |
| 19/05/2011 | Shares Buyback Program (IV)<sup>(4)</sup> | 250 | 7600 | - | (520355960) |
| 19/05/2011 | Composition of Share Ownership |  |  | 10320470712 | 8828598108 |
| 14/06/2013 | Transfer of Shares Buyback Program III to Employees through ESOP Program | 250 | 10550 | - | 59811400 |
| 14/06/2013 | Composition of Share Ownership |  |  | 10320470712 | 8888409508 |
| 30/07/2013 | Transfer of Shares Buyback Program I through Private Placement | 250 | 11750 | - | 211290500 |
| 30/07/2013 | Composition of Share Ownership |  |  | 10320470712 | 9099700008 |
| 02/09/2013 | Stock Split with Ratio 1:5 | 50 | 2150 | 51602353560 | 45498500040 |
| 13/06/2014 | Transfer of Shares Buyback Program II through Private Placement | 50 | 2440 | - | 1075000000 |
| 13/06/2014 | Composition of Share Ownership |  |  | 51602353560 | 46573500040 |
| 21/12/2015 | Transfer of Remaining Shares Buyback Program III through Private Placement | 50 | 3110 | - | 22363000 |
| 21/12/2015 | Composition of Share Ownership |  |  | 51602353560 | 46595863040 |
| 29/06/2016 | Transfer of Remaining Shares Buyback Program IV through Private Placement | 50 | 3970 | - | 864000000 |
| 29/06/2016 | Composition of Share Ownership |  |  | 51602353560 | 47459863040 |
| 2017 | No corporate action | - | - | - | - |
| 2017 |  |  |  |  |  |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Date**<br><BORDER_TOP> | **Corporate Actions**<br><BORDER_TOP> | **Price (Rp/Share)**<br><BORDER_TOP> | **Price (Rp/Share)**<br><BORDER_TOP> | **Composition of Share Ownership**<br><BORDER_TOP> | **Composition of Share Ownership**<br><BORDER_TOP> |
| **Date**<br><BORDER_TOP> | **Corporate Actions**<br><BORDER_TOP> | **Nominal**<br><BORDER_TOP> | **Bid/Offer**<br><BORDER_TOP> | **Government of Republic of Indonesia**<br><BORDER_TOP> | **Public**<br><BORDER_TOP> |
|  | Composition of Share Ownership |  |  | 51602353560 | 47459863040 |
| 02/07/2018 | Transfer of Treasury Stock throught Withdrawal by way of Capital Reduction | 50 | 3750 | - | 1737779800 |
|  | Composition of Share Ownership |  |  | 51602353560 | 47459863040 |
| 2019 | No corporate action | - | - | - | - |
|  | Composition of Share Ownership |  |  | 51602353560 | 47459863040 |
| 2020 | No corporate action | - | - | - | - |
|  | Composition of Share Ownership |  |  | 51602353560 | 47459863040 |
| 2021 | No corporate action  | - | - | - | - |
|  | Share Ownership Composition |  |  | 51602353560 | 47459863040 |
| 2022 | No corporate action  | - | - | - | - |
|  | Share Ownership Composition |  |  | 51602353560 | 47459863040 |
| 2023 | No corporate action  | - | - | - | - |
|  | Share Ownership Composition |  |  | 51602353560 | 47459863040 |
| 2024 | No corporate action  | - | - | - | - |
|  | Share Ownership Composition |  |  | 51602353560 | 47459863040 |
| 2025 | 2025 Share Buyback Program (5) <sup>(5)</sup>  | 50 | 3,300\* | - | (8945400) |
|  | Share Ownership Composition |  |  | 51602353560 | 47450917640 |

---

\*Average purchase price of treasury shares during 2025

Remarks:

(1) The first shares buyback program began on December 21, 2005 (simultaneously with the EGMS when the program was approved) and ended in June 2007.

(2) The second shares buyback program began on June 29, 2007 (simultaneously with the EGMS when the program was approved) and ended in June 2008.

(3) The third shares buyback program began on June 20, 2008 (simultaneously with the EGMS when the program was approved) and ended in December 2009.

(4) The fourth shares buyback program began on May 19, 2011 (simultaneously with the AGMS when the program was approved) and ended in November 2012.

(5) The 2025 share buyback program initiated on May 28, 2025 (coinciding with the AGM when the program was approved) and end on May 27, 2026.

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[Table of Content](#TOC)

### CHRONOLOG Y OF OTHER SECURITIES REGISTRATION
On July 16, 2002, Telkom issued its first bonds with a value of Rp1,000 billion with a tenor of 5 years on Surabaya Stock Exchange. Telkom has fulfilled its obligations on the bonds on the maturity date, namely July 16, 2007. Then on June 25, 2010, Telkom issued its second bond consisting of Series A worth Rp1,005 billion with a tenor of 5 years and Series B worth Rp1,995 billion with a tenor of 10 years. These two bonds were issued on IDX and were paid in full on their maturity dates, namely July 6, 2015, and July 6, 2020.

Furthermore, Telkom issued Phase I Sustainable Bonds I on June 16, 2015, consisting of Series A worth Rp2,200 billion with a tenor of 7 years, Series B worth Rp2,100 billion with a tenor of 10 years, Series C worth Rp1,200 billion with a tenor of 15 years, and Series D worth Rp1,500 billion with a tenor of 30 years. All these bonds have been listed and traded on IDX. Series A bonds have been paid in full on the maturity date, namely June 23, 2022.

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| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Bond**<br>**Name** | **Amount**<br>**(Rp million)** | **Issuance**<br>**Date** | **Maturity**<br>**Date** | **Period**<br>**(Year)** | **Interest**<br>**Rate** | **Underwriter** | **Trustee** | **Settlement** <br>**Date** |
| Telkom Bond I 2002 | 1000000 | July 16, 2002 | July 16, 2007 | 5 | 17.00% | PT Danareksa Sekuritas | PT BNI Tbk;<br>PT BRI Tbk | July 16, 2007 |
| Telkom Bond II 2010 Series A | 1005000 | June 25, 2010 | July 6, 2015 | 5 | 9.60% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank CIMB Niaga Tbk | July 6, 2015 |
| Telkom Bond II 2010 Series B | 1995000 | June 25, 2010 | July 6, 2020 | 10 | 10.20% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | July 6, 2020 |
| Telkom Shelf Registered Bond I 2015 Series A | 2200000 | June 23, 2015<sup>(1)</sup> | June 23, 2022 | 7 | 9.93% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia (Tbk) | PT Bank Permata Tbk | - |
| Telkom Shelf Registered Bond I 2015 Series B | 2100000 | June 23, 2015<sup>(1)</sup> | June 23, 2025 | 10 | 10.25% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia (Tbk) | PT Bank Permata Tbk | - |
| Telkom Shelf Registered Bond I 2015 Series C | 1200000 | June 23, 2015<sup>(1)</sup> | June 23, 2030 | 15 | 10.60% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia (Tbk) | PT Bank Permata Tbk | - |
| Telkom Shelf Registered Bond I 2015 Series D | 1500000 | June 23, 2015<sup>(1)</sup> | June 23, 2045 | 30 | 11.00% | PT Bahana Sekuritas;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas;<br>PT Trimegah Sekuritas Indonesia (Tbk) | PT Bank Permata Tbk | - |

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Remark:

(1) Telkom Shelf Registered Bonds 1 Telkom 2015 Series A was issued June 16, 2015, but the official sale transaction was on June 23, 2015.

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[Table of Content](#TOC)

In addition to bonds, on September 4, 2018, Telkom also issued Medium Term Notes I Year 2018 with a principal value of Rp758,000,000,000 and Medium-Term Notes Syariah Ijarah I Telkom Year 2018 with the remaining ijarah fee of Rp742,000,000,000. For each Medium-Term Notes, Telkom issued three series and appointed PT Bank Tabungan Negara (Persero) Tbk as Monitoring Agent. Telkom has paid off MTN I Telkom Year 2018 Series C and MTN Syariah Ijarah I Telkom Year 2018 Series C which mature on September 4, 2021.

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Medium**<br>**Term**<br>**Notes** | **Currency**<br>**Principal**<br>**(Rp million)** | **Issuance**<br>**Date** | **Maturity**<br>**Date** | **Term**<br>**(Year)** | **Interest Rate** <br>**per Annum (%)**<br>**/Installment**<br>**Payment** <br>**per Year**<br>**(Rp million)** | **Arranger** | **Monitoring**<br>**Agent** | **Settlement**<br>**Date** |
| Telkom's 2018 MTN I A Series  | 262000 | September 4,<br>2018 | September 14,<br>2019 | 1 | 7.25% | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 14, 2019 |
| Telkom's 2018 MTN I B Series | 200000 | September 4,<br>2018 | September 4,<br>2020 | 2 | 8.00% | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 4, 2020 |
| Telkom's 2018 MTN I C Series  | 296000 | September 4,<br>2018 | September 4,<br>2021 | 3 | 8.35% | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 4, 2021 |
| Telkom's 2018 MTN Syariah Ijarah I A Series | 264000 | September 4,<br>2018 | September 14,<br>2019 | 2 | Rp19,000 | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 14, 2019 |
| Telkom's 2018 MTN Syariah Ijarah I B Series | 296000 | September 4,<br>2018 | September 4,<br>2020 | 2 | Rp24,000 | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 4, 2020 |
| Telkom's 2018 MTN Syariah Ijarah I C Series | 182000 | September 4,<br>2018 | September 4,<br>2021 | 2 | Rp15,000 | PT Bahana Sekuritas;<br>PT BNI Sekuritas;<br>PT CGS-CIMB Sekuritas Indonesia;<br>PT Danareksa Sekuritas;<br>PT Mandiri Sekuritas | PT Bank Tabungan Negara (Persero) Tbk | September 4, 2021 |

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[Table of Content](#TOC)

### USE OF PUBLIC ACCOUNTING SERVICES AND PUBLIC ACCOUNTING FIRMS
Every year, Telkom conducts an audit of the Consolidated Financial Statements. Through GMS, company appoints a Public Accounting Firm (KAP) to audit the Financial Statements. In 2025, in addition to audit services, KAP also provided non-audit services. The costs incurred for these other services have never exceeded those for audit services.

**KAP Service in 2025**

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Public Accounting Firm**<br><BORDER_TOP> | **Address**<br><BORDER_TOP> | **Assignment Period**<br><BORDER_TOP> | **Certified Public Accountant**<br><BORDER_TOP> | **Services**<br><BORDER_TOP> | **Services**<br><BORDER_TOP>.1 | **Fee**<br>**(Rp million)**<br><BORDER_TOP> |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | ●  | Conducting general and integrated audit of the Consolidated Financial Statements based on Financial Accounting Standards ("SAK") in Indonesia and International Financial Reporting Standards ("IFRS") and the effectiveness of internal control over financial reporting. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting audit based on ETAP Accounting Standards (Entities Without Public Accountability) on the Financial Statements of the Corporate Social Responsibility and Environment (CSR) Program. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting audit based on Financial Audit Standards State regarding the Company's Compliance with Legislation and Internal Control of PT Telkom for the 2025 financial year. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting collaborative audit services with BPK RI regarding the preparation of LKPP RI for the 2025 financial year (SA 600). | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting Agreed Upon Procedures ("AUP") service for SOE Financial Information Package. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting compliance attestation services for the Prudential Principal Implementation Activity Report (KPPK Report) in managing Non-Bank Corporate Foreign Debt for the Company, Telkomsel, and Telin. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting Agreed Upon Procedures ("AUP") services for KPI calculation and measurement for the Company's Board of Directors and Board of Commissioners. | 92953 |
| KAP Purwanto, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Bursa Efek Indonesia Building, 2<sup>nd</sup> Tower, 7<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | Since 2012 | Agung Purwanto | •  | Conducting general audit based on financial accounting standards applicable to the Company's subsidiaries. | 92953 |

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[Table of Content](#TOC)

**KAP Service in 2021–2025**

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| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Audited Financial Year** | **Public Accounting Firm** | **Certified Public Accountant** | **Fee (Rp million)** | **Fee (Rp million)** | **Fee (Rp million)** |
| **No.** | **Audited Financial Year** | **Public Accounting Firm** | **Certified Public Accountant** | **Assurance Service** | **Other Service** | **Total** |
| 1. | 2025 | KAP Purwantono, Susanti & Surja (A member firm of Ernst & Young Global Limited) and associated entities | Agung Purwanto | 89810 | 3143 | 92953 |
| 2. | 2024 | KAP Purwantono, Sungkoro & Surja <br>(A member firm of Ernst & Young Global Limited) and associated entities  | Agung Purwanto | 79003 | 4724 | 83727 |
| 3. | 2023 | KAP Purwantono, Sungkoro & Surja <br>(A member firm of Ernst & Young Global Limited) | Agung Purwanto | 68969 | 3964 | 72933 |
| 4. | 2022 | KAP Purwantono, Sungkoro & Surja<br>(A member firm of Ernst & Young Global Limited) | Agung Purwanto | 59700 | 5440 | 65140 |
| 5. | 2021 | KAP Purwantono, Sungkoro & Surja <br>(A member firm of Ernst & Young Global Limited) | Widya Arijanti | 59050 | 11540 | 70590 |

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### NAME AND ADDRESS OF I NSTITUTIONS AND/OR SUPPORTING CAPITAL MARKET PROFESSION

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| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| <br><BORDER_TOP> | **Supporting Capital Market Profession**<br><BORDER_TOP> | **Address**<br><BORDER_TOP> | **Services**<br><BORDER_TOP> | **Services**<br><BORDER_TOP>.1 | **2025**<br>**Fee**<br><BORDER_TOP> | **Assignment Period**<br><BORDER_TOP> |
| **Securities Administration Bureau** | PT Datindo<br>Entrycom | Wisma Sudirman<br>Jl. Jend. Sudirman Kav. 34-35 Jakarta 10220 | Acting as a depository institution (Custodian) for Telkom's common shares traded on the IDX, providing administrative services for holding GMS, and providing administrative services for dividend payment.  | Acting as a depository institution (Custodian) for Telkom's common shares traded on the IDX, providing administrative services for holding GMS, and providing administrative services for dividend payment.  | Rp1.5 billion | Since 1995 |
| **Trustee** | PT Bank Permata Tbk | WTC II Building 28<sup>th</sup> floor<br>Jl. Jend Sudirman Kav. 29-31 Jakarta 12920 | Representing the interests of bondholders with the Company for Telkom's phase I sustainable bonds. | Representing the interests of bondholders with the Company for Telkom's phase I sustainable bonds. | Rp75 million | Since 2015 |
| **Central Custodian** | PT Kustodian Sentral Efek Indonesia | Bursa Efek Indonesia Building, Tower 1, 5<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | ●  | Providing central custodian services and settlement of stock/bond transactions on the IDX. | Rp35 million | Since 1995 |
| **Central Custodian** | PT Kustodian Sentral Efek Indonesia | Bursa Efek Indonesia Building, Tower 1, 5<sup>th</sup> floor<br>Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 | ●  | Storage services and settlement of securities transactions, distribution of corporate action results. | Rp35 million | Since 1995 |
| **Rating Agency** | PT Pemeringkat Efek Indonesia | Equity Tower, 30<sup>th</sup> Floor Sudirman Central Business District Lot. 9 <br>Jl. Jenderal Sudirman Kav. 52-53 Jakarta 12190 | Providing rating on credit risk of Telkom bond issuance. | Providing rating on credit risk of Telkom bond issuance. | Rp150 million | Since 2012 |
|  | Moody's | Moody's Investors Service Singapore Pte. Ltd, 50 Raffles Place #23-06, Singapore Land Tower,<br>Singapore - 048623 | Provides ratings on Telkom credit risk. | Provides ratings on Telkom credit risk. | US$92,500 | Since 2018 |
|  | Fitch | Fitch (Hong Kong) Limited<br>19/F Man Yee Building<br>68 Des Voeux Road Central,<br>Hong Kong + 852 2263 9963 | Provides ratings on Telkom credit risk. | Provides ratings on Telkom credit risk. | US$81,000 | Since 2018 |
| **ADS Custodian Bank** | The Bank of New York Mellon<br>Corporation | Corporate Headquarters<br>240 Greenwich Street<br>New York, NY 10286 USA<br>+1 212 495 1784  | Acting as a depository institution (Custodian) of ADS shares traded on the NYSE. | Acting as a depository institution (Custodian) of ADS shares traded on the NYSE. | US$238,875 | Since 1995 |

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br><BORDER_TOP> | **Supporting Capital Market Profession**<br><BORDER_TOP> | **Address**<br><BORDER_TOP> | **Services**<br><BORDER_TOP> | **2025**<br>**Fee**<br><BORDER_TOP> | **Assignment Period**<br><BORDER_TOP> |
| **Legal Counsel** | Herbert Smith Freehills | 50 Raffles Place, #24-01 Singapore Land Tower, Singapore 048623 | Acted as a corporate legal consultant regarding the United States capital market for the Annual Report on Form 20F. | Rp3 billion | Since 2023 |
|  | UMBRA Partnership | Telkom Landmark Tower 49<sup>th</sup> floor<br>Jl. Jend. Gatot Subroto Kav. 52 Jakarta | Acted as a corporate legal consultant regarding the United States capital market for the Annual Report on Form 20F. | Rp3 billion | Since 2023 |
| **Notary** | Notaries/PPAT Ashoya Ratam, S.H., M.Kn. | Jl. Suryo No. 54, Kebayoran Baru, Jakarta 12180 | Acting as a notary in the Annual General Meeting of Shareholders (AGMS). | Rp189 million | Since 2012 |

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## MANAGEMENT DISCUSSION AND ANALYSIS

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| | |
|:---|:---|
| 96 | [Business Overview](#d001_Business_Overview) |
| 101 | [Operational Overview by Business Segment](#d002_Operational_Business_Segment) |
| 111 | [Marketing Overview](#d003_Marketing_Overview) |
| 121 | [Comprehensive Financial Performance](#d004_Financial_Performance) |
| 136 | [Solvency](#d005_Solvency) |
| 137 | [Capital Structure and the Management Policies for Capital Structure](#d006_Capital_Structure) |
| 138 | [Realization of Capital Expenditure](#d007_Realization_Capex) |
| 139 | [Material Commitment for Capital Expenditure](#d007_Realization_Capex) |
| 140 | [Receivables Collectability](#d009_Receivables_Collectability) |
| 141 | [Material Information and Fact After Accountant Reporting Date](#d010_Material_Information_After_Reportin) |
| 142 | [Business Prospects and Sustainability of the Company](#d011_Business_Prospects) |
| 144 | [Comparison of Initial Year Target and Realization](#d012_Comparison_Realization) |
| 145 | [Target or Projections for the Following Year](#d013_Tgt_Following_Year) |
| 146 | [Dividend](#d014_Dividend) |
| 147 | [Realization of Public Offering Fund](#d015_Realization_of_Public_Offering_Fund) |
| 148 | [Material Information Regarding Transaction with Conflict of Interest, Transaction with Affiliated Parties, Investment, Divestment, and Acquisition](#d016_Material_Information_Transaction) |
| 149 | [Changes in Law and Regulation](#d017_Changes_in_Law_and_Regulation) |
| 150 | [Changes in Accounting Policy](#d018_Changes_in_Accounting_Policy) |

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### BUSINESS OVERVIEW
**GLOBAL ECONOMY AND INDONESIA IN 2025**

The global economy remained resilient in 2025 despite various pressures. The IMF World Economic Outlook Update (January 2026) projected 3.3% growth for 2025, matching 2024's growth rate. This was driven by increased investment in technology, especially artificial intelligence (AI), mainly in North America and Asia, supported by relatively loose fiscal and monetary policies. However, growth rates vary widely across countries and sectors, leading to uneven recovery.

Advanced economies as a whole grew by 1.7% in 2025, with the United States as the main driver at 2.1%, supported by technology investment and robust household consumption. Meanwhile, developing countries will remain the main drivers of global growth, with growth of 4.4% in 2025, including China at 5.0% and India at 7.3%.

Global inflation was expected to average 4.1% in 2025, continuing its downward trend as energy price pressures ease and monetary policy tightening takes effect. World trade volume grew 4.1%, led by technology products, while other sectors grew more slowly. However, downside risks persist, including rising trade and geopolitical tensions, as well as fiscal vulnerabilities in developed countries with high public debt.

The Indonesian economy remains stable amid global uncertainty. Growth in 2025 is projected at 5.11%, up from 5.03% in 2024, supported by strong domestic demand from the implementation of economic stimulus policies, solid exports, resilient investment, and optimized government spending. The fourth quarter accelerated to 5.39% year-on-year, driven by higher household consumption, investment, and government spending.

National inflation remained at 2.92% year-on-year in December 2025, up from 2.2% in November, but within Bank Indonesia's target range of 2.5±1%. The increase was mainly due to food price pressures, while core inflation stayed stable at 2.38%, supported by consistent interest rate policy and sufficient economic capacity.

The rupiah exchange rate was highly volatile in 2025 due to a stronger US dollar, capital outflows, and global sentiment. It fluctuated between Rp16,300 and Rp16,900 per US dollar, weakening notably mid-year and at year-end, reaching Rp16,665 in early December and Rp16,945 by the end of the month.

Bank Indonesia adjusted its benchmark interest rate (BI Rate) several times in 2025 to support exchange rate stability and keep inflation within target. Early in the year, the BI Rate was reduced from 6.00% to 5.75% due to stable economic conditions and controlled inflation. From September to December 2025, BI further lowered the rate to 4.75% to support national economic growth during the global slowdown, while maintaining price and exchange rate stability.

**INDONESIAN TELECOMMUNICATIONS INDUSTRY**

In 2025, Indonesia's telecommunications industry underwent a structural transformation, driven by market consolidation, rapid 5G adoption, and a shift toward service convergence. Rising demand for high-quality digital connectivity across economic sectors, along with the Government's commitment through the Ministry of Communication and Digital Affairs (Komdigi) to expand equitable infrastructure, is prompting industry players to increase investment and innovate services. These efforts aim to reach 3T (Remote, Frontier, and Outermost) regions and accelerate the adoption of technologies such as 5G and fixed-mobile convergence (FMC).

<br>Major telecommunications operators with dominant market share are investing significantly to expand network coverage, increase service capacity, and build advanced infrastructure. These efforts align with the Government's strategy to foster a more inclusive and competitive telecommunications ecosystem that supports sustainable national digital transformation.

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The rollout of 5G technology is a key initiative for the telecommunications industry in 2025, with significant potential to transform Indonesia's digital economy. The Global System for Mobile Communications Association (GSMA) projects that 5G could contribute approximately USD 41 billion to Indonesia's GDP between 2024 and 2030. While 5G penetration was about 10% as of October 2025, Komdigi expects it to reach 32% of the population by 2030.

Telkomsel leads 5G expansion, deploying more than 4,900 5G base stations by December 2025. This infrastructure enables advanced digital applications such as augmented reality/virtual reality (AR/VR), the Internet of Things (IoT), and other technologies, supporting high-speed, stable connectivity in key sectors such as health, education, and manufacturing.

The acceleration of 5G networks in Indonesia faces several critical challenges. OpenSignal reports that mid-band spectrum allocation, such as the 3.5 GHz band, remains suboptimal and is a key reason Indonesia lags behind neighboring countries. The Indonesian Internet Service Providers Association (APJII) also notes that slow infrastructure development and high investment requirements hinder 5G penetration, particularly in rural areas. These factors limit operators' ability to deliver next-generation services with the desired coverage and quality.

In 2025, the telecommunications industry underwent significant reconsolidation, resulting in three major operators. The merger of XL Axiata and Smartfren in December 2025 formed XLSmart Telecom, which now serves 73 million subscribers. The primary operators are Telkomsel, Indosat Ooredoo Hutchison (IOH), and XLSmart.

Service convergence is now a dominant trend. The three major operators are accelerating Fixed Mobile Convergence (FMC), integrating fixed and mobile broadband to deliver a more cohesive and efficient user experience. This FMC strategy aligns with broader market consolidation and significant restructuring of fixed broadband services.

Telkomsel remains the national fixed broadband leader, serving 10.3 million subscribers as of December 2025 through the integration of IndiHome for B2C customers. This strategy strengthens its FMC position. XLSmart, via its XL Satu home internet service, reached nearly 1 million subscribers by the end of the fourth quarter of 2025. Fixed broadband consolidation is improving operational efficiency and driving business growth through cross-selling and increased customer lifetime value.

The Indonesian telecommunications industry continues to grow but faces increasing structural challenges. Mobile services, previously the main growth driver, are stagnating as legacy offerings such as SMS and telephony can no longer support the rising network investment needs. Competition is intensifying, with operators now prioritizing high-value customers over subscriber numbers. Additionally, weakening consumer purchasing power and new entrants such as e-SIM providers and utility companies are limiting opportunities for traditional operators.

Operational challenges are increasing domestically. High infrastructure development and maintenance costs, particularly for expanding networks to 3T areas, remain a significant barrier to growth. Reliance on traditional business models requires operators to identify new growth drivers beyond mobile services to ensure sustainability. Investment pressure, technological disruption, evolving consumer behavior, and intensified competition are reshaping Indonesia's telecommunications industry and require more decisive transformation from all stakeholders.

In response, transformation is essential. Telkom, for example, is shifting its focus to digital infrastructure businesses such as data centers, fiber networks, towers, and low-orbit satellite services, which offer stronger long-term prospects. These ventures require significant investment and strategic partnerships. The industry also needs infrastructure consolidation to improve efficiency and compete effectively with global OTT players.

Macroeconomic uncertainty, data protection regulations, and customer-focused regulatory policies are further constraining operators' growth opportunities. In this dynamic environment, Indonesian telecom companies must balance investment, innovation, and partnerships to create a more sustainable growth model.

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**TELECOMMUNICATION INDUSTRY COMPETITION**

**Cellular (Mobile) Business**

Telkomsel remains the market leader in Indonesia's cellular industry, maintaining a stable dominant position despite shifts in the competitive landscape. By Q4 2025, it had approximately 156.1 million high-quality subscribers and the largest market share. Although ARPU faces pressure from the shift from voice and SMS to data and weaker consumer purchasing power amid macroeconomic challenges, Telkomsel showed resilience with consistent data traffic growth and improved customer productivity, indicating strong demand.

Competition in the cellular industry is becoming more rational, focusing on profitability and market improvement. Alongside Telkomsel, Indosat Ooredoo Hutchison (IOH), and XL Axiata dominate the national market. The mid-2025 merger of XL Axiata and Smartfren Telecom into XL Smartfren Telecom (XST/XLSmart) is expected to stabilize the industry by reducing price-based competition and promoting efficiency and network quality.

The ongoing industry rationalization in 2025 offers Telkomsel positive momentum to strengthen its fundamentals and maintain dominance. By focusing on renewal packages, simplifying its product portfolio, appropriate pricing, developing relevant digital services, and optimizing customer experience, Telkomsel leads in supporting digital transformation and sustainable growth in Indonesia's telecommunications sector.

**Fixed Broadband & Fixed Mobile Business**

The fixed broadband segment will maintain positive growth momentum throughout 2025, driven by rising demand for household connectivity and the digitalization of daily activities, with fiber-to-the-home (FTTH) services becoming a key driver of industry growth. Industry projections predict that household fixed broadband penetration will increase to nearly 30%, reflecting the market's vast potential.

Telkom Indonesia, through IndiHome, maintains its market leadership with a share exceeding 60%. By the third quarter of 2025, IndiHome achieved strong retail customer and revenue growth, supported by a mature convergence strategy between fixed broadband and mobile (FMC) services. Integrating IndiHome with Telkomsel One has enhanced customer value by improving access, cost efficiency, and the overall digital experience.

Alongside enhancing its premium services, Telkom is expanding its market reach with EZnet, an affordable fixed broadband product that addresses cost concerns without sacrificing quality. This approach aims to balance customer growth with ARPU improvement by offering higher-value packages, including bundled entertainment and digital services.

Competition in the fixed broadband industry is increasing as both established and new players invest further. IconNet (PLN Icon Plus) is expanding beyond Java by leveraging the national electricity infrastructure, while Biznet, First Media, and MyRepublic are strengthening their presence in urban and suburban areas. MyRepublic surpassed 1.5 million FTTH subscribers at the end of 2025, reflecting strong consumer growth.

Telkom remains a leader in promoting equitable national internet access. By 2025, it will have upgraded its copper network to fiber in 459 cities and regencies, supporting the Government's goal of 30% national fixed broadband penetration. The Palapa Ring, a national fiber optic backbone spanning about 36,000 kilometers across Indonesia, underpins FTTH adoption and helps bridge the digital divide by delivering reliable connectivity to remote areas.

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**Data Center Business**

Indonesia's data center industry is experiencing rapid growth and attracting strong interest from both local and global investors. The market was valued at USD 1.45 billion in 2023 and is projected to reach USD 3.09–3.79 billion by 2030, with a CAGR of about 11.4%, well above the global average. This growth is fueled by the expanding digital economy, with e-commerce transactions expected to reach USD 65 billion by 2024, and by government data localization policies requiring domestic data storage and management.

The influx of investment from global technology companies is a key catalyst for industry expansion. Major hyperscalers like Microsoft have committed USD 1.7 billion to strengthen Indonesia's cloud infrastructure, while Tencent Cloud is investing USD 500 million in its third facility. New entrants such as Worldvuer iByond plan to invest USD 400 million to build Asia's first Quantum AI Data Center. Consequently, national data center capacity, currently about 430 MW, is projected to increase 210% to 936 MW by 2028.

**International Traffic and Interconnection Business**

Global shifts in communication preferences have significantly reduced demand for traditional (non-VoIP) international traffic services in Indonesia. As users increasingly adopt OTT and VoIP platforms like WhatsApp, LINE, and Skype, traditional SLI services are now managed solely by Telkom and Indosat Ooredoo Hutchison.

In response, Telkom has shifted its international business strategy to focus on value-added services. By partnering with global OTT providers, Telkom is expanding its offerings in connectivity, data centers, and Content Delivery Networks to better manage cross-border digital traffic with greater capacity and efficiency.

**Network and Satellite Infrastructure Business**

Indonesia's network infrastructure and telecommunications tower market is projected to grow steadily in 2025, driven by rising connectivity needs, 4G and 5G expansion, and digital transformation initiatives. The sector is led by Mitratel, Tower Bersama Infrastructure, and Sarana Menara Nusantara. Among the three, Mitratel, a subsidiary of TelkomGroup, maintains its position as the market leader with a tower portfolio of nearly 40,000 units and more than 60,000 tenants as of September 2025. This growth is supported by 40,102 towers, making Mitratel the largest tower network in Southeast Asia.

In addition to strengthening their tower assets, Mitratel and other players are expanding their portfolios to include fiber-to-the-tower and billable fiber backbone services to support the ever-increasing data capacity needs of mobile operators. With a fiber network spanning more than 57,000 km across Indonesia, Mitratel is gradually transforming itself from a traditional tower company into an integrated infrastructure service provider, covering backbone connectivity, edge infrastructure, and colocation services. This trend is also driving the expansion of competition into the area of wholesale fiber optic connectivity, which is now the backbone of digital infrastructure growth in the country.

<br>As part of its transformation into a strategic holding company, TelkomGroup is enhancing its infrastructure portfolio by strengthening PT Telkom Infrastruktur Indonesia (TIF), now known as InfraNexia. In October 2025, Telkom and TIF signed a Conditional Spin-off Agreement to transfer part of the Wholesale Fiber Connectivity business and assets from Telkom to TIF. This initiative aims to optimize assets, improve operational and investment efficiency, and unlock value through monetization and potential strategic partnerships.

Telkom's development of reliable fiber optic infrastructure addresses the growing demand for efficient, high-capacity, and sustainable networks. The national fiber backbone network supports the Government's goal of

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equitable digital connectivity, particularly in eastern Indonesia, and reinforces Telkom's role as a key enabler of national digital sovereignty across broadband, data centers, cloud, and edge computing services.

The global space economy is experiencing rapid growth, valued at USD 630 billion in 2023 and expected to reach USD 1.8 trillion by 2035, according to McKinsey. In the ASEAN region, a 2025 Deloitte study projects the space economy could reach USD 100 billion by 2030, with Indonesia likely to be the largest contributor due to its economic scale and large domestic market.

Indonesia has a strategic opportunity to build a spaceport, which could generate approximately USD 200 million in annual revenue due to its equatorial location. However, the national satellite industry faces a significant challenge in the availability of human resources, requiring at least 3,000 experts in satellite manufacturing, operations, ground station management, logistics, and space insurance.

TelkomGroup, through its subsidiary Telkomsat, plays a key role in the sector. Following the successful launch of the Merah Putih 2 Satellite, which uses High Throughput Satellite (HTS) technology with a capacity of up to 32 Gbps, Telkomsat is expanding its services to support connectivity in areas beyond the reach of fiber networks. Telkom launched a new HTS-based broadband service, Internet Merah Putih, which offers speeds up to 50/5 Mbps. This service aims to deliver fast, stable connections across Indonesia, including underserved and unserved regions.

**Digital Business**

Indonesia's digital ecosystem recorded substantial growth throughout 2025, driven by deeper technology penetration, expanded internet connectivity, and increased consumer engagement on digital platforms. Based on the latest Digital 2025 data from DataReportal and Hootsuite, Indonesia maintained its position as the leading digital market in Southeast Asia with 212 million internet users and 143 million active social media users in January 2025. This growth is driven by the massive adoption of mobile internet, with 98.7% of Indonesian internet users accessing services via mobile devices, making Indonesia first in mobile internet usage intensity.

E-commerce remains a cornerstone of Indonesia's digital economy, with Gross Merchandise Value (GMV) expected to reach nearly USD 100 billion by 2025 and USD 180-340 billion by 2030. Platforms are innovating through unique shopping experience features such as live commerce and targeted strategies for tier-2 and tier-3 markets. Growth is further supported by the expansion of fintech and digital payment services, with digital payments projected to increase by 15% in 2025 due to wider adoption of digital wallets, peer-to-peer transfers, and improved payment integration.

TelkomGroup positions itself as a key enabler of digital transformation through an integrated business ecosystem. PT Telkomsel Ekosistem Digital (INDICO), a subsidiary of Telkomsel, develops a digital foundation, fosters ecosystem synergy, and manages a diverse digital portfolio across strategic sectors. This includes Fita, a health-tech platform offering telemedicine and personalized digital health services; Kuncie, an ed-tech platform providing interactive, accessible learning content to promote holistic and inclusive education; and Majamojo, which delivers digital gaming and entertainment solutions to enhance customer engagement. This diversification enables TelkomGroup to leverage growth in digital segments while using telecommunications as the infrastructure backbone supporting digital applications across industries.

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### OPERATIONAL OVERVIEW BY BUSINESS SEGMENT
In December 2025, Telkom reorganized its business segments to support its transformation into a strategic holding company and better align its portfolio with long-term value creation. The new structure, which includes B2C, B2B ICT, B2B Infra, International, and Others, allows each business line to focus more effectively, enhances operational synergies, and improves strategic decision-making and capital allocation. This change is expected to strengthen the Company's competitiveness, ensure consistent portfolio performance, and enhance Telkom's ability to adapt to the evolving digital industry.

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|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**B2C**  | &nbsp;&nbsp;**B2B ICT**  | &nbsp;&nbsp;**B2B Infra** | &nbsp;&nbsp;**International** | &nbsp;&nbsp;**Others** |
| &nbsp;&nbsp;The B2C segment delivers mobile and fixed broadband services to a wide retail customer base across Indonesia. It offers high-speed internet connectivity through mobile voice, SMS, data, and digital services, as well as B2C fixed broadband. This segment drives revenue growth by optimizing cross-selling and bundling to enhance customer loyalty and long-term value. | &nbsp;&nbsp;B2B ICT offers enterprise connectivity, system integration, IT services, and digital solutions. This segment integrates applications, systems, and data sources into a unified IT ecosystem to improve operational efficiency, reduce system fragmentation, and support customers' business objectives.<br>| &nbsp;&nbsp;The B2B Infra segment delivers a digital ecosystem for TelkomGroup and external partners. Its portfolio includes telecommunication towers, data centers, fiber backbone networks, FTTH/FTTX, and satellites.<br>| &nbsp;&nbsp;The International segment aims to expand TelkomGroup's global coverage through international connectivity services. It focuses on submarine cable networks, cross-border connectivity, and international wholesale.<br>| &nbsp;&nbsp;The Others segment comprises entities and businesses currently undergoing restructuring. Management focuses on optimizing resources, strengthening collaboration within the TelkomGroup ecosystem, and ensuring strategic alignment and operational efficiency in line with its strategic direction.<br>|
| &nbsp;&nbsp;Telkomsel has solidified its position as the largest cellular operator in Indonesia with the most extensive 4G/LTE network, reaching over 97% of the population, supported by a total of 293,136 base transceiver stations (BTS) across Indonesia (as of December 2025). |  |  |  | &nbsp;&nbsp;By the end of 2025, we achieved a GMV of Rp283 billion Rupiah from B2B e-commerce, 12 million digital music subscribers, 21.6 million paying digital games users, and 8 million paying digital lifestyle users.<br>|

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**SEGMENT PERFORMANCE HIGHLIGHTS**

TelkomGroup continues to provide products and services that meet community needs while strengthening its business foundation through the TLKM 2030 transformation strategy to a strategic holding company. In 2025, Telkom demonstrated resilience and adaptability in a challenging global environment and industry dynamics, posting consolidated revenue of Rp146,742 billion. Consolidated EBITDA reached Rp72,240 billion, with an EBITDA margin of 49.2%. Net profit was Rp17,814 billion, resulting in a net profit margin of 12.1%.

In 2025, the Company shifted from a Customer Facing Unit ("CFU") approach to a business pillar approach for grouping TelkomGroup's operating segments. This change aligns with how the Group's Operational Decision Maker ("PKO") reviews segment performance and allocates resources. Accordingly, prior-year segment information has been restated in the Consolidated Financial Statements to ensure consistency with the current-year presentation.

TelkomGroup identifies five reportable segments: Business to Consumer ("B2C"), Business to Business ICT ("B2B ICT"), Business to Business Infrastructure ("B2B Infra"), International, and Others. No aggregation of operating segments is used in determining these reportable segments. The B2C segment includes the provision of telecommunications services to individual/residential customers, including mobile and fixed broadband services. The B2B ICT segment includes the provision of system integration, information technology, and digital solutions to corporate and institutional customers. The B2B Infra segment includes the provision, management, and maintenance of telecommunications infrastructure, including telecommunications towers, fiber optic networks, backbones, data centers, and satellites. The International segment includes the provision of international connectivity services and wholesale services to telecommunications operators and customers abroad. The Others segment includes other business activities and entities that do not meet the quantitative criteria for reportable segments.

The Company evaluates each reportable segment's performance based on segment profit or loss, measured consistently with operating profit or loss in the consolidated financial statements. Segment revenues and expenses include inter-segment transactions, which are eliminated during consolidation and determined at prevailing market prices on an arm's length basis.

By the end of 2025, the B2C segment generated the highest revenue at Rp105.9 trillion, representing approximately 72% of TelkomGroup's total revenue. The B2B ICT segment followed with Rp15.3 trillion (10%); the International segment contributed Rp10.7 trillion (7%); the B2B Infra segment recorded Rp8.9 trillion (6%); and other segments accounted for Rp5.9 trillion (4%).

Based on the new segment grouping, the International segment achieved the strongest performance, growing 0.2% year-on-year, driven by international connectivity and wholesale services for telecommunications operators and international customers. The B2C segment declined by 3.3% year-on-year due to reduced purchasing power in the first half of 2025, though conditions improved in the second half as the industry focused on profitability. The B2B ICT, B2B Infra, and other segments declined by 3.1%, 0.7%, and 7.2%, respectively.

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| **Telkom's Results of Operation by Segment**<br><BORDER_TOP> | **Growth**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> |
|  | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| **B2C** |  |  |  |  |  |
| Revenues |  |  |  |  |  |
| &nbsp;&nbsp;External revenues | (3.4) | 105898 | 6350 | 109662 | 111713 |
| &nbsp;&nbsp;Inter-segment revenues | (0.4) | 3255 | 195 | 3268 | 3694 |
| Total segment revenues | (3.3) | 109153 | 6545 | 112930 | 115407 |
| Total segment expenses | (3.0) | (81360) | (4879) | (83852) | (80623) |
| Segment results | (4.4) | 27793 | 1667 | 29078 | 34784 |
| **B2B ICT** |  |  |  |  |  |
| Revenues |  |  |  |  |  |
| &nbsp;&nbsp;External revenues | (2.8) | 15300 | 917 | 15741 | 15441 |
| &nbsp;&nbsp;Inter-segment revenues | (4.4) | 3814 | 229 | 3989 | 4679 |
| Total segment revenues | (3.1) | 19114 | 1146 | 19730 | 20120 |
| Total segment expenses | (5.3) | (17355) | (1041) | (18328) | (18983) |
| Segment results | 25.5 | 1759 | 105 | 1402 | 1137 |
| **B2B Infra** |  |  |  |  |  |
| Revenues |  |  |  |  |  |
| &nbsp;&nbsp;External revenues | 9.2 | 8929 | 535 | 8180 | 6753 |
| &nbsp;&nbsp;Inter-segment revenues | (2.3) | 47661 | 2858 | 48799 | 40001 |
| Total segment revenues | (0.7) | 56590 | 3393 | 56979 | 46754 |
| Total segment expenses | 13.8 | (46103) | (2765) | (40512) | (34830) |
| Segment results | (36.3) | 10487 | 629 | 16467 | 11924 |
| **International** |  |  |  |  |  |
| Revenues |  |  |  |  |  |
| &nbsp;&nbsp;External revenues | (0.5) | 10673 | 640 | 10732 | 10634 |
| &nbsp;&nbsp;Inter-segment revenues | 5.7 | 1493 | 90 | 1412 | 762 |
| Total segment revenues | 0.2 | 12166 | 730 | 12144 | 11396 |
| Total segment expenses | 2.4 | (11205) | (672) | (10940) | (10144) |
| Segment results | (20.2) | 961 | 58 | 1204 | 1252 |
| **Others** |  |  |  |  |  |
| Revenues |  |  |  |  |  |
| &nbsp;&nbsp;External Revenues | 5.1 | 5942 | 356 | 5652 | 4675 |
| &nbsp;&nbsp;Inter-segment revenues | (9.9) | 23155 | 1388 | 25701 | 26320 |
| Total segment revenues | (7.2) | 29097 | 1745 | 31353 | 30995 |
| Total segment expenses | (9.8) | (33588) | (2014) | (37256) | (35527) |
| Segment results | 23.9 | (4491) | (269) | (5903) | (4532) |

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Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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**OPERATIONAL HIGHLIGHT**

<BORDER_TOP>
**Unit**<br><BORDER_TOP>
**Year Ended on December
31**<br><BORDER_TOP>
<br> <br>
**2025**<br>
**2024**<br>
**2023**<br>
**SUBSCRIBERS**<br>
<br> <br> <br>
<br> **Cellular Subscribers**<br><BORDER_TOP> **million
subscribers**<br><BORDER_TOP>
**156.1**<br><BORDER_TOP>
**159.4**<br><BORDER_TOP>
**159.3**<br><BORDER_TOP>
&nbsp;&nbsp;Telkomsel Halo <br> million subscribers<br>
8.4<br> 8.0<br> 7.5<br> &nbsp;&nbsp;Telkomsel
Prepaid <br> million subscribers<br> 147.6<br>
151.4<br> 151.8<br> **IndiHome B2C
Subscribers** <br>
**million
subscribers**<br>
**10.3**<br>
**9.6**<br>
**8.7**<br> ##BOLD_STAR
T_1253##INFRASTRUCTURE**<br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP>
&nbsp;&nbsp;**Satellite
Capacity**<br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP> &nbsp;&nbsp;Merah
Putih-2 Satellite<br> Gbps<br> 32.4<br>
32.4<br> **-**<br>
&nbsp;&nbsp;Merah Putih Satellite<br> Gbps<br>
5.4<br> 5.4<br> 5.4<br> &nbsp;&nbsp;Telkom 3S
Satellite <br> Gbps<br> 4.4<br> 4.4<br>
4.4<br> &nbsp;&nbsp;MySAT-1 Satellite<br>
Gbps<br> 0.5<br> 0.5<br> 0.5<br>
&nbsp;&nbsp;Merah Putih-3 Satellite<br> Gbps<br>
30<br> 30<br> -<br>
&nbsp;&nbsp;**Point of
Presence**<br>
**PoP**<br>
**122**<br>
**122**<br>
**122**<br>
&nbsp;&nbsp;&nbsp;&nbsp;Domestic<br> PoP<br> 64<br>
64<br> 64<br> &nbsp;&nbsp;&nbsp;&nbsp;International<br>
PoP<br> 58<br> 58<br> 58<br>
&nbsp;&nbsp;**BTS**<br>
**unit**<br>
**293,136**<br>
**271,040**<br>
**247,472**<br> &nbsp;&nbsp;&nbsp;&nbsp;BTS
2G <br> unit<br> 48,635<br> 48,775<br>
48,980<br> &nbsp;&nbsp;&nbsp;&nbsp;BTS 3G<br> unit<br>
-<br> -<br> -<br> &nbsp;&nbsp;&nbsp;&nbsp;BTS 4G<br>
unit<br> 239,588<br> 221,290<br>
197,838<br> &nbsp;&nbsp;&nbsp;&nbsp;BTS 5G<br> unit<br>
4,913<br> 975<br> 654<br>
&nbsp;&nbsp;**Tower**<br>
**unit**<br>
**44,702**<br>
**43,825**<br>
**43,047**<br>
&nbsp;&nbsp;**Fiber Optic Backbone
Network**<br>
**km**<br>
**210,843**<br>
**177,443**<br>
**176,663**<br>
&nbsp;&nbsp;&nbsp;&nbsp;Domestic<br> km<br> 115,643<br>
112,743<br> 111,663<br>
&nbsp;&nbsp;&nbsp;&nbsp;International<br> km<br> 95,200<br>
64,700<br> 64,700<br> &nbsp;&nbsp;**Wi-
Fi Services**<br>
**access point**<br>
**148,052**<br>
**376,212**<br>
**394,031**<br>
**CUSTOMER
SERVICE**<br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP>
<br><BORDER_TOP> <br><BORDER_TOP>
&nbsp;&nbsp;**Global sales representative of
Telkomsel**<br><BORDER_TOP>
**location**<br><BORDER_TOP>
**1**<br><BORDER_TOP>
**1**<br><BORDER_TOP>
**-**<br><BORDER_TOP>
&nbsp;&nbsp;**GraPARI** <br>
**location**<br>
**463**<br>
**479**<br>
**495**<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;GraPARI of Telkomsel<br>
location<br> 208<br> 248<br> 258<br>
&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;GraPARI of Partners<br>
location<br> 255<br>
231<br> 237<br>
**EMPLOYEES**<br><BORDER_TOP> **pe
ople**<br><BORDER_TOP> ##BOLD_START_1294
##21,151**<br><BORDER_TOP> ##BOLD_START_
1295##21,673**<br><BORDER_TOP> ##BOLD_ST
ART_1296##23,064**<br><BORDER_TOP>
Along with the expansion of network infrastructure, particularly the number of 5G BTS, which increased by around 400% in 2025, the number of TelkomGroup customers will increase to 166.4 million, comprising 156.1 million cellular customers and 10.3 million IndiHome B2C customers.

As the Company expands its operations, it is enhancing its cybersecurity to ensure the reliability of its systems and applications. To prevent cyberattacks, the Company routinely performs Vulnerability Assessments on applications and network elements. By using Vulnerability Assessment Tools, the organization ensures accurate results and maintains consistent service quality.

------

[Table of Content](#TOC)

**B2C SEGMENT**

The B2C segment delivers mobile and fixed broadband services to a wide retail customer base across Indonesia and serves as the Company's primary growth driver. Telkomsel operates the mobile services, offering mobile voice, SMS, data, digital services, and fixed broadband for B2C customers. Telkomsel's operations leverage 5G, 4G, and LTE technologies, continually enhancing capacity and capabilities, with the widest 4G/LTE network covering over 97% of Indonesia's population.

Telkomsel's products include Telkomsel Halo, SIMPATI, by.U, and Telkomsel Orbit.

1. **Telkomsel Halo** Telkomsel Halo, a postpaid service, delivers superior network quality, an optimal communication experience, diverse entertainment, and comprehensive and attractive package options.

2. **SIMPATI** Telkomsel has reintroduced SIMPATI, originally launched in 1997, now offering integrated products and flexible packages tailored to subscribers' interests and digital activities.

3. **by.U** by.U is an end-to-end digital prepaid service accessible through an app. Subscribers can select numbers, choose delivery options, manage internet quotas and add-ons, and make payments entirely online.

4. **Telkomsel Orbit** Telkomsel Orbit provides Wi-Fi and MiFi modem-based internet using 4G and 5G networks for home and mobile use. It offers data packages without monthly subscriptions, with features accessible via the MyOrbit app.

By the end of 2025, Telkomsel had 156.1 million mobile subscribers, a slight decline reflecting industry adjustments toward market improvement. Prepaid users account for almost 95%, with the remainder postpaid. Customer-centric and pricing strategies support sustainable growth. Mobile broadband services grew rapidly, with data usage rising 15% to 23.4 million TB in 2025.

Telkomsel strengthens its role in building an inclusive and sustainable national digital ecosystem with over 293K base transceiver stations (BTS) covering more than 98% of Indonesia's population. Its commitment to leading connectivity is reflected in the continuous expansion of its 5G network, strengthened by the end-to-end artificial intelligence (AI), spanning over 80 cities and regencies, supported by more than 4.9K 5G BTS in key areas, including Greater Jakarta (Jabodetabek), Bandung, Surabaya, Bali, Makassar, Batam, and the capital. As a digital enabler, Telkomsel offers a national digital platform featuring services such as MAXStream, Langit Musik, Dunia Games, and LinkAja, which are integral to users' digital lifestyles. The company also fosters innovation through its subsidiary PT Telkomsel Ekosistem Digital (INDICO), which manages vertical digital businesses, and Telkomsel Ventures, supporting Indonesian digital startups.

Telkom offers fixed broadband services under the IndiHome brand, which includes fixed voice, fixed broadband, IPTV, and digital services. IndiHome is central to Telkom's FMC market strategy.

Telkom's fixed broadband offerings include IndiHome and Telkomsel One.

1. **IndiHome** IndiHome delivers internet, home telephone, and interactive TV services through a range of customizable packages. Its network covers Indonesia and is recognized for high reliability.

2. **Telkomsel One** Telkomsel One is a convergence service for TelkomGroup's Bold Move FMC implementation that integrates IndiHome's fixed network with Telkomsel's mobile broadband to deliver a seamless digital experience.

------

[Table of Content](#TOC)

IndiHome B2C added around 712K new subscribers by Q4 2025, bringing its total to 10.3 million. This growth reflects Telkomsel's successful household-acquisition strategy, focused on convergence offerings tailored to households. IndiHome's ARPU declined due to a shift in customer consumption patterns from triple-play (3P) to single-play (1P) services, driven by lower demand for fixed voice and IPTV and a higher preference for internet-only services. This aligns with IndiHome's efforts to expand fixed broadband in the entry-level segment while maintaining a healthy, sustainable customer base. Meanwhile, the convergence trend continues to improve and remains a key driver of household value.

<br>In 2025, the B2C segment remained the largest contributor to TelkomGroup's revenue, accounting for 72% of total revenue. However, B2C revenue through Telkomsel declined by Rp3,764 billion, or 3.4%, from Rp109,662 billion in 2024 to Rp105,898 billion in 2025. This decrease was driven by macroeconomic challenges and reduced consumer purchasing power in the first half of 2025. Signs of recovery emerged in the second half of the year, supported by market repair initiatives and a renewed industry focus on profitability, resulting in positive growth in the third and fourth quarters. Despite these challenges, Telkomsel maintained its leading position in the Indonesian cellular market, with a stable market share in a competitive industry.

The decline in the B2C segment was primarily driven by a decrease in cellular revenue of Rp1,848 billion (30.4%), as customers shifted from traditional voice services to OTT services and overall demand for cellular services fell. This was followed by a decrease in data, internet, and information technology revenue of Rp2,697 billion (3.7%), a decrease in SMS revenue of Rp648 billion (17.1%), and a decrease in IndiHome revenue of Rp143 billion (0.5%) due to lower IndiHome's ARPU as a result of the subscribers' consumption shifting from triple-play (3P) to single-play (1P) services. However, these declines were partially offset by an increase in other revenue of Rp1,549 billion (412.4%), mainly from frequency utilization, digital ecosystems, digital and telecommunication solutions, and online gaming, with digital and telecommunication solutions contributing the most. There was also an increase in interconnection revenue of Rp23 billion (6.3%) from international voice interconnection services.

Operating expenses for this segment decreased by Rp2,492 billion, or 3%, compared to 2024. As a result, profit is projected at Rp27,793 billion in 2025, a 4.4% decline from Rp29,078 billion in 2024.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **B2C Segment** | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Revenues  | (3.3) | 109153 | 6545 | 112930 | 115407 |
| Expenses | (3.0) | (81360) | (4879) | (83852) | (80623) |
| Result  | (4.4) | 27793 | 1667 | 29078 | 34784 |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

**B2B ICT SEGMENT** 

Telkom's B2B ICT segment delivers enterprise connectivity, enterprise digital solutions, digital IT services, and other digital solutions for corporate and institutional clients. As demand for digital transformation grows, this segment serves as a key growth driver, focusing on value-added and sustainable solutions.

Enterprise connectivity services include fixed broadband, Wi-Fi, Ethernet, data communication, including leased channels such as Metro Ethernet and VPN-IP, high-capacity point-to-point connections, and fixed voice services. Digital IT services cover the development and management of end-to-end IT solutions, including system integration, managed services, digital applications, and technology-driven business process support. The segment prioritizes recurring value-added services that enhance operational efficiency and effectiveness for corporate clients, government institutions, and other organizations as digital adoption increases.

Despite this decline, Telkom continues to enhance its Connectivity+ services, including Software-Defined Wide Area Network (SD-WAN), Cybersecurity, and Artificial Intelligence, while forming strategic partnerships with global technology leaders to accelerate digital transformation for B2B customers.

As part of its long-term growth strategy, Telkom is prioritizing several areas: digitalizing platforms in the Government segment to support administrative and e-government services, developing vertical solutions and ecosystems for the Larger Enterprise segment, including State-Owned Enterprises (SOEs), Regionally-Owned Enterprises (ROEs), and large private corporations, and expanding IndiBiz to capture the SME market through its regional network across Indonesia.

In 2025, B2B ICT segment revenue declined by Rp441 billion, or 2.8%, from Rp15,741 billion in 2024 to Rp15,300 billion. This reduction resulted from corporate actions associated with the streamlining of subsidiaries under a new business pillar, which altered the classification of the Company's operating segments. The most significant decline occurred in data, internet, and information technology service revenue, which fell by Rp570 billion (4.8%) due to reduced service performance in offerings such as TelkomNet VPN Intranet, Telkom Metro Ethernet packages, and managed network and platform services. Partially offsetting this decline, fixed telephone revenue increased by Rp87 billion, attributed to higher usage of voice services, while network revenue rose by Rp29 billion (4.5%) due to greater demand for leased line services.

Operating expenses for this segment also decreased by Rp973 billion, or 5.3%, compared to 2024. As a result, profit in 2025 rose to Rp1,759 billion, up 25.5% from Rp1,421 billion in 2024.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **B2B ICT Segment** | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Revenues | (3.1) | 19114 | 1146 | 19730 | 20120 |
| Expenses | (5.3) | (17355) | (1041) | (18328) | (18983) |
| Result | 25.5 | 1759 | 105 | 1402 | 1137 |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

**B2B INFRA SEGMENT**

The B2B Infra segment delivers digital infrastructure services, including towers, data centers, fiber backbone networks, and satellite solutions. It provides essential infrastructure and operational capabilities to support connectivity, data storage, and processing needs for diverse customer segments and digital ecosystems.

Mitratel, Telkom's tower management subsidiary, is enhancing its capacity and portfolio through 2025. As the largest tower provider in ASEAN, Mitratel operates over 40K towers and has increased its tenant count to 63,084, raising the tenancy ratio from 1.52x to 1.57x. Fiber-to-the-Tower services are also expanding, with more than 6K km of new fiber added, bringing the total to 57,199 km and broadening connectivity for mobile operators. By combining tower leasing and fiber infrastructure expansion, Mitratel is reinforcing its position as an integrated infrastructure provider supporting national data traffic growth.

In running its Data Center business, TelkomGroup, through its subsidiary NeutraDC, has shown significant progress in responding to the increasing demand for data center infrastructure and cloud services in Indonesia, with NeutraDC's data center capacity utilization rate reaching around 89%. In 2025, NeutraDC launched two new services, Neutra Connect and Neutra Compute, expanding its product portfolio to 3C (Colo, Connect, Compute) as an important step in building AI Fabric and strengthening TelkomGroup's position as a major player in the AI-based data center ecosystem. Strategic expansion also continues with the construction of a Hyperscale Data Center (HDC) in Batam and preparations for the expansion of the Cikarang Campus 2 HDC to ensure sustainable domestic capacity growth, with a commitment to sustainability and innovation through the integration of solar energy, water-based cooling technology, and data center designs that support the needs of AI-based data centers with high energy requirements in the future.

Telkom has advanced its Infrastructure and Network Management strategy by spinning off its domestic Wholesale Fiber Connectivity business and assets to its subsidiary PT Telkom Infrastruktur Indonesia (TIF), now operating as "InfraNexia." This move aligns with Telkom's transformation into a strategic holding company and strengthens the foundation of the national digital infrastructure sector. The spin-off aims to optimize asset utilization, improve operational efficiency, and unlock new growth opportunities through infrastructure monetization and strategic partnerships, while reaffirming Telkom's commitment to expanding equitable connectivity across Indonesia.

PT Telkom Satelit Indonesia (Telkomsat) manages satellite services, operating five Geostationary Earth Orbit (GEO) satellites at about 35,786 kilometers above the earth and exploring a Low Earth Orbit (LEO) satellite constellation at 200 to 2,000 kilometers. These efforts enhance Telkomsat's service coverage in Indonesia and Asia.

In 2025, the B2B Infra segment revenue rose by Rp749 billion, or 6.1%, reaching Rp8,929 billion from Rp8,180 billion in 2024. This growth was mainly driven by higher interconnection revenue of Rp152 billion (12.7%) from increased international wholesale voice traffic and domestic interconnection services, as well as a rise in data, internet, and information technology revenue of Rp388 billion (19.8%) from data center colocation, IP transit, and Telkom Metro Ethernet. Other service revenue also grew by Rp156 billion (40.8%) due to expansion in internet and data center services. These gains were partially offset by a decrease in rental transaction revenue of Rp154 billion (5.1%), resulting from lower tower and building rental income.

However, operating expenses for this segment increased by Rp6,036 billion, or 14.9%, compared to 2024. As a result, segment profit in 2025 was Rp10,498 billion, representing a 36.3% decrease from Rp16,467 billion in 2024.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **B2B Infra Segment** | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Revenues  | (0.7) | 56590 | 3393 | 56979 | 46754 |
| Expenses | 13.8 | (46103) | (2765) | (40512) | (34830) |
| Result  | (36.3) | 10487 | 629 | 16467 | 11924 |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

**INTERNATIONAL SEGMENT**

The International segment seeks to expand TelkomGroup's global presence by offering international connectivity services. Its primary focus is on submarine cable networks, cross-border connectivity, and international wholesale services to reinforce Telkom's position as a regional leader in telecommunications infrastructure. This segment provides wholesale traffic, wholesale networks, and wholesale platforms & services.

<br>Through its subsidiary Telin, TelkomGroup is expanding globally by providing international wholesale, enterprise, and retail in 14 countries, supported by a network of sales representatives. Telin recently signed a memorandum of understanding with Sarawak Digital Economy Corporation (SDEC) and ITCO Niaga to develop the Indonesia Cable Express II (ICE II), a high-capacity submarine cable system connecting Singapore-Manado and key areas in Eastern Indonesia and Southeast Asia. This partnership aims to strengthen regional data center capacity and connectivity between Indonesia, Malaysia, and the Asia-Pacific region, supporting cross-border digital economies.

International segment revenue in 2025 declined by Rp59 billion, or 0.5%, from Rp10,732 billion in 2024 to Rp10,673 billion. This was mainly due to a decrease in interconnection revenue of Rp390 billion (5.1%), driven by lower international wholesale voice traffic and SMS hubbing services. The decline was partially offset by higher network revenue of Rp236 billion (23.8%) from increased demand for International Private Leased Circuit (IPLC) services and cable landing station rentals. Additionally, data, internet, and information technology revenue rose by Rp91 billion (4.8%) due to growth in data center collocation, IP transit, and mobile internet packages. Other service revenue also increased by Rp16 billion (94.1%), mainly from managed and terminal services, particularly MVNO gateway revenue.

Operating expenses for this segment increased by Rp265 billion, or 2.4%, compared to 2024. As a result, segment profit in 2025 was Rp961 billion, representing a 20.2% decrease from Rp1,204 billion in 2024.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **International Segment** | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Revenues  | 0.2 | 12166 | 730 | 12144 | 11396 |
| Expenses | 2.4 | (11205) | (672) | (10940) | (10144) |
| Result  | (20.2) | 961 | 58 | 1204 | 1252 |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

**OTHERS SEGMENT**

The Others segment comprises Telkom's business portfolio outside its core areas, including B2B Digital, Digital Venture, Adjacent Services, BPO (non-IT Services), B2B Digital Health, Property, and Managed Services/Access.

TelkomGroup delivers digital services through its subsidiary, PT Metranet, which focuses on media platforms, commerce, and technology solutions. PT Metranet offers products such as Uzone, a digital entertainment and lifestyle portal; Xooply, a B2B marketplace platform; Cazbox, providing digital content and entertainment services; and Scala, which supports business transformation with digital solutions. Overall, PT Metranet acts as a digital ecosystem enabler, fostering the growth of technology-based businesses in Indonesia.

TelkomGroup develops a digital lifestyle ecosystem through its subsidiary, PT Nuon Digital Indonesia, which manages digital entertainment services including game publishing, the Upoint game top-up platform, the Langit Musik music streaming service, and the tiketapasaja.com ticketing and white-label platform. In 2025, digital music services achieved solid growth, with 12 million subscribers and 63 million transactions; digital game services served 21.6 million paying users with 134 million transactions; and digital lifestyle services recorded 8 million paying subscribers with 26 million transactions.

In addition to its consumer service portfolio, TelkomGroup in 2025 also managed MDI Ventures, a venture capital company focused on investing, synergy facilitation, portfolio management, and value creation. By the end of 2025, MDI Ventures recorded 19 startups exit cumulatively, including divestment in 3 startups portfolio.

MDI demonstrates its commitment to social impact by publishing 8 impact reports, while portfolio startups contribute 4 additional reports. By 2025, MDI implemented strategic initiatives across AI, cybersecurity, and blockchain. These efforts not only reinforce MDI's leadership in advancing the digital ecosystem but also promote sustainable governance.

PT Graha Sarana Duta manages and develops Telkom's property assets. The Company optimizes its business portfolio in property management, property development, project solutions, transport management services, and managed services. In 2025, GSD focused on increasing occupancy, optimizing assets, and achieving operational efficiency. These efforts address the challenging dynamics of the property industry.

Despite TelkomGroup's strategic efforts to diversify its business portfolio and the robust growth of most subsidiaries, revenue from the Other segment in 2025 reached Rp5,942 billion, representing a 7.2% decline compared to 2024. This decrease primarily resulted from the complete cessation of E-Health service revenue, which declined by Rp767 billion, or 100% from the previous year. The decline followed Telkom's divestment of its subsidiary, PT Administrasi Medika (AdMedika), and its subsidiary TelkoMedika, to Fullerton Health Group, eliminating E-Health service revenue from this segment. Correspondingly, operating expenses in this segment decreased by 9.8% to Rp3,658 billion, leading to a 23.9% reduction in results compared to 2024.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| s<br>|  |  |  |  |  |
| **Others Segment** | **2025-2024** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Revenues  | (7.2) | 29097 | 1745 | 31353 | 30995 |
| Expenses | (9.8) | (33588) | (2014) | (37256) | (35527) |
| Result  | (23.9) | (4491) | (269) | (5903) | (4532) |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

### MARKETING OVERVIEW
**MARKET SHARE** 

TelkomGroup closely monitors technological trends and develops products, services, standards, and business models that align with market dynamics to strengthen its competitive position. Together with its subsidiaries, Telkom works to increase the Company's value and deliver high-quality, relevant digital experiences for customers.

**Mobile Segment Market Share**

Since April 2025, the merger of XL Axiata and Smartfren to form XLSmart has significantly changed Indonesia's mobile industry. This consolidation resulted in a more stable and rational market structure, with Telkomsel holding a dominant more than 48% share, IOH at 29%, and XLSmart at almost 23%. The new structure allows operators to pursue sustainable growth and focus on profitability.

Amid these changes, Telkomsel maintained resilience with a quality-focused growth strategy. As of December 2025, its subscriber base was 156.1 million, a slight 2.1% YoY decline, reflecting a focus on customer productivity over volume. Postpaid subscribers grew by 5.7% YoY to 8.4 million, demonstrating the success of the value enhancement strategy. In the fourth quarter of 2025, Telkomsel's Average Revenue Per User (ARPU) rose 3.6% QoQ, driven by its pricing strategy, efforts to adapt to changing customer behavior, and industry-wide adjustments that improved market conditions.

Data consumption remains the main driver of Telkomsel's performance. Data payload grew by 15.0% YoY to 23.4 million TB, indicating strong demand despite macroeconomic pressures. Telkomsel operates over 293K BTS, including around 240K 4G and around 5K 5G BTS, covering more than 98% of Indonesia's population. The expansion of 5G services to over 80 cities and the adoption of AI, smart city, and industrial IoT use cases further strengthen Telkomsel's position as a leading digital service provider.

![Graphic](tmb-20260512x6k022.jpg)

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[Table of Content](#TOC)

**Consumer Segment Market Share**

In 2025, Indonesia's fixed-broadband market remains highly competitive, with players like IconNet expanding beyond Java and solidifying its position as the second-largest operator. First Media, Biznet Home, and MyRepublic each surpassed one million FTTH subscribers early in 2025. This intensifies competition for IndiHome B2C. Consolidation, including XL Axiata's acquisition of Link Net and Indosat Ooredoo Hutchison's acquisition of MNC Play, further heightens competition. Despite this, IndiHome B2C leads the fiber-based fixed broadband market with over 60% share and 10.3 million subscribers as of December 2025.

To expand penetration in price-sensitive segments and reach previously underserved markets, Telkomsel launched EZnet, an entry-level fixed broadband service with a more affordable price. EZnet is designed to complement IndiHome, opening up new market access without sacrificing IndiHome's position in the premium segment. This dual-brand approach strengthens Telkomsel's strategy to address increasingly complex competitive dynamics and increasingly diverse household needs.

Throughout 2025, Telkomsel is adjusting prices for entry-level plans and EZnet to boost yield while keeping services affordable. It also enhances ARPU through speed upgrades, add-ons for high-value customers, digital content bundling, and cross-selling fixed-mobile convergence (FMC) initiatives to increase engagement and retain household value.

Telkomsel One, the company's FMC product, integrates fixed broadband (IndiHome) and mobile broadband into a single service. It offers mobile, fixed broadband, and fixed wireless access (FWA) with flexible packages tailored to household connectivity needs. Despite new competitors, Telkomsel stands out through superior network quality, reliability, and competitive FMC bundles, aiming to deliver the best value and seamless connectivity across Indonesia.

![Graphic](tmb-20260512x6k023.jpg)

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[Table of Content](#TOC)

**Enterprise & Business Service Segment Market Share**

In 2025, TelkomGroup will further strengthen its position in the B2B IT Services segment by expanding its digital service offerings. These include Internet of Things (IoT), cybersecurity, big data, and digital advertising, which complement its existing portfolio of connectivity, satellite, IT services, data center, and cloud solutions. TelkomGroup also offers an artificial intelligence platform to help companies make data-driven decisions, enhance governance, and formulate future business strategies in a more measurable and adaptive manner.

In 2025, TelkomGroup delivered 4,711 Gbps of bandwidth, representing a 22% increase from the previous year. Indonesia's cloud and B2B IT services market is expected to grow, driven by digital transformation, greater adoption of hybrid and multi-cloud solutions, migration to cloud-native applications, increased use of data analytics and AI, and a focus on cybersecurity and data sovereignty. The cloud market is projected to grow at a CAGR of approximately 21.2% from 2025 to 2028, while the B2B IT services market is expected to grow at a CAGR of approximately 8.8% over the same period.

![Graphic](tmb-20260512x6k024.jpg)

**Wholesale & International Business Segment Market Share**

In 2025, TelkomGroup will maintain its leadership in Indonesia's carrier traffic market with a 93.7% voice interconnection share. It also holds 62.5% of the wholesale network market and 22.6% of the wholesale internet market. This success in the wholesale network segment is driven by its Metro E and leased line products, while IP Transit supports its wholesale domestic segment.

Mitratel operates the wireless telecommunications tower business, recording a market share of 39.9%. By the Q4 of 2025, Mitratel managed 40,230 towers with 63,084 tenants. Its fiber optic network reached 57,199 km with more than 6K km addition, demonstrating significant expansion to enhance connectivity services.

By the end of 2025, Mitratel operated 16,532 towers in Java, representing 41.09% of its total. The remaining towers are distributed across Sumatra (11,622; 28.89%), Sulawesi (3,724; 9.26%), Kalimantan (3,878; 9.64%), Bali Nusa Tenggara (2,659; 6.61%), and Maluku and Papua (1,815; 4.51%). As a result, 58.91% of Mitratel's tower assets are located outside Java. This distribution supports Mitratel's commitment to expanding infrastructure nationwide, including non-urban areas, to promote digital economic equality.

Mitratel is expanding its fiber-to-the-tower business to strengthen its product portfolio and become a digital infrastructure company.

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![Graphic](tmb-20260512x6k025.jpg)

**Others Segments Market Share**

TelkomGroup's Digital segment offers a broad portfolio of services to meet growing demand in the digital market, including smart platforms, digital content, and e-commerce solutions. The smart platform business line features digital advertising, intelligent applications, big data analytics, automation & AI, IoT solutions, and financial services. In digital content, TelkomGroup provides music and gaming services through Ring Back Tone and streaming platforms such as Langit Musik for music streaming and Upoint and Dunia Games for top-up services and game vouchers, enhancing the digital user experience within the digital ecosystem.

In other segments, Telkom manages venture capital funds through its subsidiary, MDI Ventures, which acts as a strategic corporate venture capital to strengthen the Telkom Group's digital ecosystem and capabilities. Since 2016, MDI Ventures has invested in over 90 startups, regionally and globally, across early-growth stage companies, focusing on sectors such as financial technology, artificial intelligence, cybersecurity, healthcare, logistics, edutech, and enterprise. Through 2025, MDI has enhanced performance by managing funds, optimizing its portfolio, executing startup exits, and creating synergistic value that strategically impacted the TelkomGroup.

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**MARKETING STRATEGY** 

To drive sales, TelkomGroup maintains a competitive and comprehensive distribution channel while strengthening its brand by delivering added value and enhancing the customer experience. The company also regularly adjusts product and service pricing to remain competitive and aligned with market conditions, considering network utilization, traffic load, and revenue.

Furthermore, TelkomGroup is capitalizing on emerging momentum, such as increased public consumption of digital services, government policies supporting the development of the telecommunications industry to accelerate national digital transformation, and various expansion opportunities through collaborations and the construction of telecommunications infrastructure in remote areas of Indonesia. These initiatives are also part of TelkomGroup's marketing strategy.

Telkom is implementing marketing strategies that include market expansion, strategic collaborations to build a sustainable digital ecosystem, product and service development, strong customer relationships, and network infrastructure maintenance to ensure optimal service. The Company has taken several steps to maintain its network and consistently deliver high-quality service, including:

• Upgrading and adding adequate capacity to ensure consistent service.

• Monitoring network reliability through an integrated command center (TIOC).

• Deploying maintenance teams for regular patrols to prevent disruptions, equipped with applications to address end-to-end issues.

**Mobile**

As the telecommunications industry stabilizes, Telkomsel shows resilience through a quality-driven growth strategy emphasizing renewal packages, product simplification, and appropriate pricing. This approach aims to improve growth quality, increase average revenue per user (ARPU), and foster healthier, more rational competition in the cellular industry. By focusing more on active and productive customers, Telkomsel maintains a higher-quality customer base despite a decline in subscribers to 156.1 million in Q4 2025 from 159.4 million the previous year.

To strengthen this strategy, Telkomsel simplified its product offerings to make it easier for customers to understand available packages, thereby improving retention and user experience. Its Customer Value Management (CVM) approach is reinforced by bundling and cross-selling to enhance service value and drive ARPU growth. In Q4 2025, ARPU rose to around Rp45,000 from around Rp44,000 in Q4 2024, with data consumption growing 15.0% year-on-year. This indicates that retained customers are productive users with greater monetization potential.

**Consumer**

Fixed broadband penetration grows steadily, with IndiHome B2C adding 712K subscribers by December 2025, totaling 10.3 million. This growth is driven by targeting entry-level segments and unserved areas, product simplification, and pricing adjustments to stay relevant and affordable amid complex competition and diverse household needs. The focus remains on building a healthy, sustainable customer base.

Aligned with its expansion strategy and an ARPU adjustment to Rp213,500, IndiHome is streamlining product offerings and updating national packages to maintain competitive service value. The growing converged customer base confirms that cross-segment upselling and bundling effectively deepen engagement and enhance long-term customer value.

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**Enterprise**

TelkomGroup's Enterprise segment is committed to strengthening its position as a national B2B market leader by driving impactful digital transformation through innovative, sustainable marketing strategies. These strategies include:

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **Strengthening Business Fundamentals** 

TelkomGroup will continue enhancing product and service quality to ensure customer and stakeholder satisfaction. Using a consultative selling approach, we listen to market needs and deliver tailored solutions for each customer.

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **Strengthening the Digital Connectivity Network** 

TelkomGroup's extensive network connectivity and bandwidth enable it to lead digital transformation in the enterprise sector. We will leverage this strength to remain a trusted B2B market leader and digital solutions provider.

&nbsp;&nbsp;&nbsp;&nbsp;**3.** **Accelerating Digital Transformation and Service Innovation** 

Beyond connectivity, TelkomGroup leads digital transformation by leveraging advanced technologies. We help businesses—including SOEs and government institutions—optimize digital infrastructure to accelerate processes, improve efficiency, foster innovation, and better meet customer needs.

&nbsp;&nbsp;&nbsp;&nbsp;**4.** **Supporting the Digital Economy by Empowering SMEs** 

TelkomGroup empowers SMEs as a digital enabler by providing platforms that support market access, funding, and technology. This access simplifies SME participation in Indonesia's growing digital ecosystem and accelerates digital transformation across sectors.

&nbsp;&nbsp;&nbsp;&nbsp;**5.** **Trusted ICT Partner for the Government** 

TelkomGroup builds strategic government partnerships to support national digital initiatives. We ensure Telkom remains a reliable ICT partner by delivering solutions that advance public sector digitalization.

&nbsp;&nbsp;&nbsp;&nbsp;**6.** **A Customized Approach for Each Customer Segment** 

To accelerate digital transformation, Telkom assigns Account Managers to deliver end-to-end solutions and prompt after-sales service for enterprise customers. For government clients, Government Relationship Officers (GROs) proactively manage relationships and provide strategic insights. Telkom also offers an integrated digital channel to enhance customer relationship management across the enterprise and government sectors.

Through an innovative, integrated, and customer-focused marketing strategy—including consultative selling and strengthening the Indibiz brand for SMEs and Telkom Solution for corporates and government—Telkom is committed to leading Indonesia's digital transformation. We provide excellent service and support the growth of the national and local digital economy. With this sustainable, collaborative approach, Telkom aims to be a valuable partner driving impactful digital transformation across customer segments and stakeholders.

**Wholesale and International Business** 

The WIB segment's marketing strategy focuses on improving cost structure efficiency, developing new opportunities, and supporting the ministry's "SOEs Go Global" program. We also review overseas businesses to optimize the portfolio and maximize segment value.

Key marketing strategies for 2025 include:

&nbsp;&nbsp;&nbsp;&nbsp;● Offer attractive business schemes for the voice traffic portfolio to counter traffic decline by bundling products at competitive prices aligned with service quality.

&nbsp;&nbsp;&nbsp;&nbsp;● Provide smart A2P SMS pricing for potential partners and enhance revenue assurance with an effective filtering system.

&nbsp;&nbsp;&nbsp;&nbsp;● Develop and expand targeted, measurable data center capacity in line with wholesale market demand.

&nbsp;&nbsp;&nbsp;&nbsp;● Strengthen the wholesale network by offering diverse configurations to capture specific markets and developing end-to-end connectivity between data center services at competitive prices.

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&nbsp;&nbsp;&nbsp;&nbsp;● Enhance the wholesale internet ecosystem through content consolidation and aggregation, and develop CDN as a Service.

&nbsp;&nbsp;&nbsp;&nbsp;● Provide and continuously develop Digital Touchpoints to improve product delivery efficiency and enhance customer experience.

&nbsp;&nbsp;&nbsp;&nbsp;● Offer end-to-end tower solutions, including core services like "built-to-suit" customizable rentals, co-location, tower maintenance, and support services such as micro DC, Fixed Wireless Access, Internet of Things, and Flying Tower System.

&nbsp;&nbsp;&nbsp;&nbsp;● Expand global market presence by increasing submarine cable capacity.

&nbsp;&nbsp;&nbsp;&nbsp;● Strengthen business opportunities by transforming capabilities to secure the regional satellite business.

**Digital and Others Services**

Through digital innovations, Telkom has implemented various marketing strategies for the Digital and Other segments. These enhancements include enriching digital content, offering digital services with special features, improving branding and operations, and enhancing the overall customer experience. We are also focused on building digital business models that support Indonesia's digital economy, utilizing assets and inventory to gain insights into digital services and customer experiences, and developing a digital business portfolio by investing in digital startups. We use multiple communication channels to serve our customers effectively, including contact centers, dedicated account management, customer care, channel management, websites, and social media platforms.

Our digital service program enhances IndiHome B2C services through the MyTelkomsel app, a digital touchpoint that offers integrated, seamless experiences including easy management, bill payments, outage reporting, and purchasing bundled OTT packages and smart home solutions.

Telkomsel is committed to enhancing product differentiation and digital capabilities to deliver services beyond connectivity. It is also expanding its digital ecosystem to ensure customer focus and sustainable growth supported by a quality network.

By 2025, Telkom's Digital Services marketing strategy will shift from product-led to solution- and customer-led, and it has discontinued digital products that fail to meet market expectations. Telkom will focus on delivering digital solutions for B2G and the Public Sector, supporting the Government's digitalization efforts across ministries and State Institutions. In addition, it also provides digital solutions for Large Enterprises and SOEs.

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**DISTRIBUTION CHANNEL** 

**Digital Touch Point**

TelkomGroup provides web-based digital touchpoints for enterprise customers through the My Telkom Enterprise Solution (MyTeNS). This platform streamlines business processes to improve productivity and customer service. MyTeNS allows customers to access product catalogs, request digital quotes, track delivery tickets, and report service disruptions easily.

For SME customers, Telkom offers MyIndibiz, a digital platform designed to help Indonesian SMEs build a digital business ecosystem. MyIndibiz provides a range of solutions to enhance business operations and marketing.

Telkom offers MyCarrier, a self-service digital touchpoint for wholesale customers, providing a seamless end-to-end digital customer experience. MyCarrier integrates with internal processes such as product catalogs, order management, service installation and activation tracking, billing, payments, and disruption monitoring. We measure customer experience using the Net Promoter Score (NPS) survey through transactional digital touchpoints, enabling us to gather accurate data to improve product and service quality and overall customer satisfaction.

**Customer Service Point**

TelkomGroup offers GraPARI as a customer service center providing solutions for various TelkomGroup products. Customers can access Telkom and Telkomsel products and services, including fixed broadband, cellular, billing, cancellations, promotions, and complaints. To optimize and reduce duplicate touchpoints, TelkomGroup operated 463 GraPARI Centers across Indonesia by the end of 2025.

We have optimized over 300 GraPARI centers to enhance synergy. This effort maintains customer satisfaction and drives continuous improvements in experience quality and operational efficiency.

**Authorized Dealers, Retail Outlets, and Modern Channels**

Authorized dealers and retail outlets form a non-exclusive network that distributes Telkomsel products, including starter packs, top-up vouchers, and Orbit modems. As customers shift toward digital transactions over visits to physical outlets, Telkom is revising partner performance indicators to provide suitable incentives and support business model optimization to boost sales.

<br>Digitalization and digital transformation in the private and public sectors are increasing transaction volumes through modern channels, fuelling rapid growth in e-commerce, fintech, e-money, and delivery services. Telkomsel monitors these changes to adjust partner reward key performance indicators and support business model optimization to drive sales growth.

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**Partnership Stores**

TelkomGroup partners with third-party marketing outlets, such as computer and electronics stores, banking ATM networks, and other business networks, to expand its distribution network.

**Contact Centers**

TelkomGroup operates 24-hour contact centers in Semarang, Bandung, and Malang to assist customers with registration, complaints, and information about products and services.

**Account Management Team**

TelkomGroup's account management team serves as the main channel for customer interaction, such as managing relations and portfolios for corporate customers, SMEs, government institutions, and wholesale and international clients.

**Sales Specialist**

TelkomGroup employs sales specialists who collaborate with account managers to identify and address customers' technical needs.

**Channel Partner**

TelkomGroup works with various organizations to organize events for Enterprise customers. We also collaborate with Community and B2B Partners to meet Enterprise customer needs and reach retail consumers.

**Website**

TelkomGroup maintains several websites to provide customers with access to information, complaint submissions, e-billing, registration, and consolidated billing. Customers can visit www.telkom.co.id, www.telkomsel.com, and www.telin.net as needed.

**Social Media**

TelkomGroup manages social media accounts on platforms such as Facebook, Instagram, and X (formerly Twitter) to reach a wider audience, communicate with customers, and gather feedback on products and services.

**Instant Messaging**

TelkomGroup offers instant messaging service channels via Facebook, Twitter, Telegram, and WhatsApp for Telkomsel customers to interact with the virtual chatbot Veronika for information and product exploration.

**LinkAja**

Launched in 2019, LinkAja, formerly T-Cash, is an electronic money service managed by PT Fintek Karya Nusantara ("Finarya") and accessible via smartphone. It offers features including bill payments, digital product purchases, and other financial transactions online and offline, enabling users to make retail payments, transfer funds, and manage finances conveniently.

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As LinkAja grows, it has expanded its ecosystem to digital platforms like MyTelkomsel and strategic partners, offering account linking, payment balances, and digital products. It is also expanding its advertising business by developing solutions that support the growth of its partners.

**CUSTOMER RELATIONSHIP MANAGEMENT (CRM)**

Telkomsel has integrated its 147 and 188 call centers, centralizing all Telkomsel and IndiHome customer service through 188. This aims to enhance operational efficiency and improve customer interactions, including complaint handling, product information, and technical support. As part of its service innovation, Telkomsel now offers eSIM purchases at GraPARI without a physical card and allows migration from physical SIMs to eSIMs to support sustainable technology adoption.

Telkomsel has established a GraPARI in Mecca to enhance customer convenience during Umrah and Hajj pilgrimages by providing easy connectivity and international roaming services. Supporting the development of the Indonesian Capital City (IKN), Telkomsel is also launching GraPARI Nusantara to address diverse telecommunications needs and support daily digital activities in the IKN area, aligning with the government's vision for a modern, sustainable center.

We continuously refine our approach using the "close the loop" methodology, which focuses on addressing customer needs and satisfaction throughout the process. We improve our customer experience by providing solutions as a response to their complaints. We gather feedback from dissatisfied customers through Net Promoter Score (NPS) surveys, analyze the results to identify root causes, and implement priority action plans to improve customer satisfaction.

We tailor our services to customer needs and preferences by using data-driven profiles and advanced hyper micro-segmentation analysis tools. This approach enables us to offer personalized products and services, priced appropriately to maintain customer engagement and increase satisfaction based on each customer's unique profile.

We also implement comprehensive customer relationship management, allowing us to monitor interactions from start to finish. This proactive approach helps us identify and resolve issues before customers need to report them. With contact points nationwide, we ensure prompt and convenient service.

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### COMPREHENSIVE FINANCIAL PERFORMANCE
In 2025, TelkomGroup implemented accounting policy changes that required restating several accounts in the consolidated financial statements, in line with applicable financial accounting standards. Following management's evaluation of drop cable asset componentization, Telkom updated its accounting policy for classifying these assets. These changes are intended to provide more relevant and reliable information, as required by PSAK 208: Accounting Policies, Changes in Accounting Estimates, and Errors ("PSAK 208"). In terms of relevance, the updated classification of drop cable assets more accurately reflects their characteristics and usage patterns, while in terms of faithful representation, this change improves the accuracy of presentation by separating assets based on their economic substance. These updates also affect the principles and basis for determining units of account and classifying fixed assets, which, in turn, impact the estimated useful lives of the assets.

In accordance with PSAK 208, these accounting policy changes are applied retrospectively where practicable. The Company has determined that the necessary information for restating comparative periods is available and reliable. As a result, the cumulative impact for periods before 2023 is reflected in retained earnings for 2022 as of January 1, 2023. The 2025 financial statements also restate the comparative periods for the years ended December 31, 2023, and December 31, 2024. The restatement mainly results in a lower carrying value of fixed assets, higher depreciation expense and/or loss on asset derecognition, and reduced profit before tax for the affected periods. These adjustments do not affect the Company's cash flow.

**FINANCIAL POSITION OVERVIEW**

As of December 31, 2025, TelkomGroup had total assets of Rp287,759 billion or US$17,255 million, decreased by 1.2% from the previous period. It was due to a decrease in property and equipment, long-term investments, trade receivables, claim for tax refund and prepaid taxes, contract assets and contract cost. Meanwhile, total liabilities were Rp137,222 billion or US$8,229 million. It decreased by 0.0% from last year. The decrease was due to a decrease in short-term bank loans, customer deposits, and taxes payable.

**Telkom and Its Subsidiaries Financial Position 2023-2025**

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** |
|  | | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **Growth**<br>**2024-2025**<br>**(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Total Current Assets | (2.1) | 61766 | 3704 | 63080 | 55613 |
| Total Non-Current Assets | (1.0) | 225993 | 13552 | 228309 | 224389 |
| **Total Assets** | **(1.2)** | **287759** | **17256** | **291389** | **280002** |
| Total Current Liabilities | (3.7) | 73948 | 4434 | 76767 | 71568 |
| Total Non-Current Liabilities | 4.7 | 63274 | 3795 | 60418 | 58912 |
| **Total Liabilities** | **0.0** | **137222** | **8229** | **137185** | **130480** |
| **Total Equity attributable to owners of the parent company** | **(2.3)** | **130685** | **7837** | **133808** | **128704** |

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Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

**Financial Position Comparison**

The position of Telkom's current assets and non-current assets as of December 31, 2025, was 21.5% and 78.5% towards total assets. Meanwhile, for the liabilities, Telkom had 53.9% current liabilities and 46.1% non-current liabilities towards total liabilities.

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**Comparison of Financial Position as of December 31, 2025, Compared to as of December 31, 2024**

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| | | | |
|:---|:---|:---|:---|
| **1.** | **Assets** | **Assets** | **Assets** |
|  | At the end of 2025, Telkom's total assets were Rp287,759 billion or US$17,256 million. It decreased by Rp3,630 billion or 1.2% compared to 2024. It was due to: | At the end of 2025, Telkom's total assets were Rp287,759 billion or US$17,256 million. It decreased by Rp3,630 billion or 1.2% compared to 2024. It was due to: | At the end of 2025, Telkom's total assets were Rp287,759 billion or US$17,256 million. It decreased by Rp3,630 billion or 1.2% compared to 2024. It was due to: |
|  | **a.** | **Current Assets** | **Current Assets** |
|  |  | Telkom's current assets of December 31, 2025, were recorded at Rp61,766 billion or US$3,704 million, decreased by Rp1,314 billion or 2.1% from 2024. It was due to: | Telkom's current assets of December 31, 2025, were recorded at Rp61,766 billion or US$3,704 million, decreased by Rp1,314 billion or 2.1% from 2024. It was due to: |
|  |  | •  | A decrease in trade receivables of Rp970 billion or 8.0% due to the decrease in trade receivables-related parties of Rp310 billion and trade receivables-third parties of Rp660 billion. |
|  |  | •  | A decrease in claim for tax refund and prepaid taxes of Rp865 billion or 30.4% due to the decrease in prepaid income taxes-current portion. |
|  |  | •  | A decrease in contract cost of Rp202 billion or 17.8% due to the decrease in cost to fulfill-current and cost to obtain-current. |
|  |  | •  | A decrease in inventories of Rp195 billion or 17.8% due to the decrease in inventories- SIM cards and  |

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| | | | |
|:---|:---|:---|:---|
|  |  |  | prepaid vouchers. |
|  |  | •  | A decrease in contract assets of Rp159 billion or 6.5% due to the increase in allowance for expected credit losses. |
|  |  | •  | A decrease in other current assets of Rp132 billion or 1.6% due to the decrease in other receivables, prepaid salaries, and prepaid rent. |
|  |  | The decreases were offset by:  | The decreases were offset by:  |
|  |  | •  | An increase in asset held for sale of Rp751 billion due to the AdMedika divestment. |
|  |  | •  | An increase in cash and cash equivalents of Rp323 billion or 1% due to the higher placements of bank cash with related and third parties, as well as increased time deposits. This growth resulted from stronger operating cash flow, higher interest income, and the disbursement of banks and other loans. |
|  |  | •  | An increase in other current financial assets of Rp135 billion or 10.5% due to the increase in time deposit and mutual funds. |
|  | **b.** | **Non-Current Assets** | **Non-Current Assets** |
|  |  | TelkomGroup's non-current asset as of December 31, 2025, were Rp225,993 billion or US$13,552 million. It decreased by Rp2,316 billion or 1.0% from 2024. It was due to: | TelkomGroup's non-current asset as of December 31, 2025, were Rp225,993 billion or US$13,552 million. It decreased by Rp2,316 billion or 1.0% from 2024. It was due to: |
|  |  | •  | A decrease in property and equipment of Rp4,882 billion or 2.9% due to the increase in the overall accumulated depreciation of fixed assets, particularly for transmission equipment and installations, cable networks, and power supplies. The change of accounting policy in 2025 for drop cable assets also impacted this decrease. |
|  |  | •  | A decrease in long-term investments of Rp948 billion or 11.4% due to the decrease in the value of long-term investments in financial instruments at FVTPL and FVTOCI. |
|  |  | •  | A decrease in contract costs of Rp226 billion or 14.2% due to the decrease in the cost of fulfilling non-current contracts and the acquisition costs of non-current contracts. |
|  |  | •  | A decrease in intangible assets of Rp205 billion or 2.2% due to the decrease in the value of all intangible assets, including goodwill, software, licenses, and other intangible assets. |
|  |  | •  | A decrease in contract assets of Rp20 billion or 15.5% due to the increase in the provision for expected credit losses on contract assets. |
|  |  | The decreases were offset by: | The decreases were offset by: |
|  |  | •  | An increase in other non-current assets of Rp1,665 billion or 26.8% due to the increase in the value of tax restitution claims - after deducting the short-term portion, prepaid expenses, advances, and security deposits. |
|  |  | •  | An increase in right-of-use assets of Rp1,051 billion or 3.9% due to the increase in right-of-use assets for land, buildings, transmission equipment and installations, vehicles, and others. |
|  |  | •  | An increase in deferred tax assets of Rp1,249 billion or 23.3% due to the increase in pension and other post-employment benefit expenses and an increase in the difference between the book value of fixed assets according to accounting and tax. |
| **2.** | **Liabilities** | **Liabilities** | **Liabilities** |
|  | At the end of 2025, TelkomGroup recorded total liabilities of Rp137,222 billion or US$8,229 million. It increased by Rp37 billion or 0.0% from 2024. The following influenced changes in liabilities: | At the end of 2025, TelkomGroup recorded total liabilities of Rp137,222 billion or US$8,229 million. It increased by Rp37 billion or 0.0% from 2024. The following influenced changes in liabilities: | At the end of 2025, TelkomGroup recorded total liabilities of Rp137,222 billion or US$8,229 million. It increased by Rp37 billion or 0.0% from 2024. The following influenced changes in liabilities: |
|  | **a.** | **Current Liabilities** | **Current Liabilities** |
|  |  | At the end of 2025, TelkomGroup's current liabilities were Rp73,948 billion or US$4,434 million. It decreased by Rp2,819 billion or 3.7% and was due to: | At the end of 2025, TelkomGroup's current liabilities were Rp73,948 billion or US$4,434 million. It decreased by Rp2,819 billion or 3.7% and was due to: |
|  |  | •  | A decrease in short-term bank loans of Rp4,596 billion or 39.9% due to the repayment of bank debt from both related parties and third parties. The Company maintained its financial ratios, including a low debt-to-service coverage ratio. |

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| | | | |
|:---|:---|:---|:---|
|  |  | •  | A decrease in customer deposits of Rp1,349 billion or 47.0%, indicates an acceleration in the payment of deposits and settlement of receivables as well as a decrease in the number of customers. |
|  |  | •  | A decrease in taxes payable of Rp1,268 billion or 38.5%, was influenced by a decrease in tax payables incurred by subsidiaries related to both income tax and VAT. |
|  |  | The decreases were offset by: | The decreases were offset by: |
|  |  | •  | An increase in current maturities of long-term loans of Rp1,880 billion or 11.8% due to the increase in bank loans of Rp4,227 billion and the decrease in bonds and note payable of Rp2,347 billion. |
|  |  | •  | An increase in accrued expenses of Rp675 billion or 4.8% due to the increase in salaries and benefits accrued to employees. |
|  |  | •  | An increase in trade payables of Rp848 billion or 5.5% due to the increase in trade payables-third parties of Rp903 billion and it was compensated by the decrease in trade payables-related parties of Rp55 billion. |
|  |  | •  | An increase in liabilities directly associated with the assets held for sale of Rp466 billion for AdMedika divestment. |
|  |  | •  | An increase in contract liabilities of Rp232 billion or 3.0% due to the increase in customer advances received from the B2C, B2B ICT, and International segments. |
|  |  | •  | An increase in other payables of Rp194 billion or 42.7%. |
|  |  | •  | An increase in current maturities of lease liabilities of Rp99 billion or 1.8%. |
|  | **b.** | **Non-Current Liabilities** | **Non-Current Liabilities** |
|  |  | At the end of 2025, TelkomGroup recorded non-current liabilities of Rp63,274 billion or US$3,795 million. It increased by Rp2,856 billion or 4.7%, which was due to: | At the end of 2025, TelkomGroup recorded non-current liabilities of Rp63,274 billion or US$3,795 million. It increased by Rp2,856 billion or 4.7%, which was due to: |
|  |  | •  | An increase in pension benefits and other post-employment benefits obligations of Rp1,456 billion or 12.6% due to the increases in post-employment healthcare benefits, pension obligations under the Labor Law, and estimated liabilities for funded and unfunded pension benefits. This was also due to a decrease in the discount rate on several post-employment benefit programs, resulting in a higher value of the post-employment benefit liability. |
|  |  | •  | An increase in long-term loans of Rp581 billion or 2.3% due to an increase in bank loans of Rp581 billion. |
|  |  | •  | An increase in contract liabilities of Rp367 billion or 14.8% due to additional customers deposit in the B2B ICT and International segments. |
|  |  | •  | An increase in long service award provisions of Rp116 billion or 9.7% due to the increase in employee benefits in the form of Long Service Awards (LSA) and Long Service Leave (LSL) at Telkomsel. |
|  |  | •  | An increase in lease liabilities of Rp79 billion or 0.4% due to the additional leasing activities by the Company. |
|  |  | •  | An increase in other non-current liabilities of Rp16 billion or 7.1%. |
|  |  | •  | An increase in deferred tax liabilities – net of Rp241 billion or 24.3% due to the increase in the deferred tax liabilities of subsidiaries. |
| **3.** | **Equity** | **Equity** | **Equity** |
|  | TelkomGroup's equity in 2025 was recorded at Rp150,537 billion or US$9,027 million, decreased by 2.4% or Rp3,667 billion from the 2024 of Rp154,204 billion. | TelkomGroup's equity in 2025 was recorded at Rp150,537 billion or US$9,027 million, decreased by 2.4% or Rp3,667 billion from the 2024 of Rp154,204 billion. | TelkomGroup's equity in 2025 was recorded at Rp150,537 billion or US$9,027 million, decreased by 2.4% or Rp3,667 billion from the 2024 of Rp154,204 billion. |

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**PROFIT AND LOSS OVERVIEW**

Telkom's consolidated revenue as of December 31, 2025, was Rp146,742 billion (US$8,799 million), or decreased by 2.2% compared to the last year of Rp149,967 billion (US$9,317 million). The decrease was due to the decrease in telephone revenues, interconnection revenues, data, internet, and information technology service revenues, IndiHome revenues, and revenues from lessor transaction.

The total expense of TelkomGroup in 2025 was Rp112,151 billion (US$6,725 million), it increased by 2.8% compared to the total expense in 2024 of Rp109,119 billion (US$6,780 million). It was due to several factors, such as the increase in depreciation and amortization expenses, general and administrative expenses, and interconnection expenses. As of the end of 2025, TelkomGroup recorded a profit for the period of Rp24,458 billion (US$1,467 million), it decreased by 17.1%, and EBITDA of Rp72,240 billion that decreased by 3.7% compared to 2024.

**Telkom and Its Subsidiaries Consolidated Profit and Loss in 2023-2025**

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| | **Growth**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> |
| | **2024-2025**<br><BORDER_TOP> | **2025**<br><BORDER_TOP> | **2025**<br><BORDER_TOP> | **2024\***<br><BORDER_TOP> | **2023\***<br><BORDER_TOP> |
| | **(%)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> | **(US$ million)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> |
| <br>**Revenues** | **(2.2)** | **146742** | **8799** | **149967** | **149216** |
| Telephone revenues | (22.8) | 8135 | 488 | 10544 | 12473 |
| &nbsp;&nbsp;&nbsp;&nbsp;Cellular | (29.7) | 4400 | 264 | 6260 | 8194 |
| &nbsp;&nbsp;&nbsp;&nbsp;Fixed Line | 19.4 | 572 | 34 | 479 | 899 |
| &nbsp;&nbsp;&nbsp;&nbsp;Short Messaging Service (SMS) | (16.9) | 3163 | 190 | 3805 | 3380 |
| Interconnection revenues | (2.3) | 8972 | 538 | 9187 | 9067 |
| Data, internet, and information technology service revenues | (0.5) | 90044 | 5399 | 90533 | 87440 |
| &nbsp;&nbsp;&nbsp;&nbsp;Cellular internet and data | (1.9) | 71289 | 4275 | 72639 | 73187 |
| &nbsp;&nbsp;&nbsp;&nbsp;Internet, data communication and information technology services | 0.8 | 14217 | 853 | 14104 | 10899 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 19.7 | 4538 | 272 | 3790 | 3354 |
| Network revenues | 14.7 | 3645 | 219 | 3179 | 2482 |
| IndiHome revenues | (0.5) | 26119 | 1566 | 26262 | 28785 |
| Other services revenues | (3.9) | 6952 | 417 | 7233 | 6183 |
| &nbsp;&nbsp;&nbsp;&nbsp;E-payment | 29.5 | 1684 | 101 | 1300 | 496 |
| &nbsp;&nbsp;&nbsp;&nbsp;Managed service and terminal | 17.3 | 1226 | 74 | 1045 | 920 |
| &nbsp;&nbsp;&nbsp;&nbsp;Call center service | (8.0) | 1154 | 69 | 1255 | 1264 |
| &nbsp;&nbsp;&nbsp;&nbsp;E-health | (100.0) | - | - | 767 | 761 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 0.8 | 2888 | 173 | 2866 | 2742 |
| Revenues from lessor transaction | (5.1) | 2875 | 172 | 3029 | 2786 |
| **Expenses** | **2.8** | **112151** | **6725** | **109119** | **105996** |
| Depreciation and amortization expenses | 10.1 | 37649 | 2258 | 34181 | 34359 |
| Operations, maintenance, and telecommunication services expenses | **0.1** | **41234** | **2473** | **41202** | **39718** |
| &nbsp;&nbsp;&nbsp;&nbsp;Operations and maintenance | (3.6) | 23478 | 1408 | 24365 | 23057 |
| &nbsp;&nbsp;&nbsp;&nbsp;Radio frequency usage charges | 0.8 | 7746 | 464 | 7687 | 7412 |
| &nbsp;&nbsp;&nbsp;&nbsp;Leased lines and CPE | 30.7 | 4474 | 268 | 3422 | 3462 |
| &nbsp;&nbsp;&nbsp;&nbsp;Concession fees and USO charges | (1.6) | 2885 | 173 | 2933 | 2836 |
| &nbsp;&nbsp;&nbsp;&nbsp;Electricity, gas, and water | (4.2) | 1051 | 63 | 1097 | 877 |
| &nbsp;&nbsp;&nbsp;&nbsp;Cost of SIM cards and vouchers | (8.9) | 532 | 32 | 584 | 797 |
| &nbsp;&nbsp;&nbsp;&nbsp;Project management | 4.2 | 445 | 27 | 427 | 489 |
| &nbsp;&nbsp;&nbsp;&nbsp;Insurance | 8.8 | 335 | 20 | 308 | 269 |
| &nbsp;&nbsp;&nbsp;&nbsp;Vehicles rental and supporting facilities | (39.5) | 164 | 10 | 271 | 308 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 14.8 | 124 | 7 | 108 | 211 |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| | **Growth**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> | **Years ended December 31**<br><BORDER_TOP> |
| | **2024-2025**<br><BORDER_TOP> | **2025**<br><BORDER_TOP> | **2025**<br><BORDER_TOP> | **2024\***<br><BORDER_TOP> | **2023\***<br><BORDER_TOP> |
| | **(%)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> | **(US$ million)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> | **(Rp billion)**<br><BORDER_TOP> |
| <br>Personnel expenses | **(2.6)** | **16362** | **981** | **16807** | **15927** |
| &nbsp;&nbsp;&nbsp;&nbsp;Salaries and related benefits | (0.5) | 9411 | 564 | 9457 | 9674 |
| &nbsp;&nbsp;&nbsp;&nbsp;Vacation pay, incentives and other benefits | (10.2) | 3784 | 227 | 4214 | 4159 |
| &nbsp;&nbsp;&nbsp;&nbsp;Pension and other post-employment benefits | 9.6 | 1854 | 111 | 1691 | 1764 |
| &nbsp;&nbsp;&nbsp;&nbsp;Early Retirement Program | (21.0) | 937 | 56 | 1186 | - |
| &nbsp;&nbsp;&nbsp;&nbsp;Long Service Award (LSA) expense | 25.7 | 284 | 17 | 226 | 289 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 178.8 | 92 | 6 | 33 | 41 |
| Interconnection expenses | 2.0 | 7018 | 421 | 6880 | 6363 |
| Marketing expenses | (14.0) | 3287 | 197 | 3824 | 3530 |
| General and administrative expenses | 6.0 | 6601 | 396 | 6225 | 6099 |
| &nbsp;&nbsp;&nbsp;&nbsp;General Expenses | (8.5) | 2241 | 134 | 2448 | 2446 |
| &nbsp;&nbsp;&nbsp;&nbsp;Allowance for expected credit losses | 62.1 | 1465 | 88 | 904 | 513 |
| &nbsp;&nbsp;&nbsp;&nbsp;Professional fees | (3.6) | 824 | 49 | 855 | 996 |
| &nbsp;&nbsp;&nbsp;&nbsp;Training, education, and recruitment | (21.0) | 358 | 21 | 453 | 461 |
| &nbsp;&nbsp;&nbsp;&nbsp;Travelling | (18.5) | 343 | 21 | 421 | 443 |
| &nbsp;&nbsp;&nbsp;&nbsp;Meeting | (21.3) | 307 | 18 | 390 | 334 |
| &nbsp;&nbsp;&nbsp;&nbsp;Social contribution | 29.2 | 301 | 18 | 233 | 232 |
| &nbsp;&nbsp;&nbsp;&nbsp;Collection expenses | 50.0 | 291 | 17 | 194 | 195 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 44.0 | 471 | 28 | 327 | 479 |
| Gain (loss) on foreign exchange-net | 32.4 | 180 | 11 | 136 | (36) |
| Unrealized gain on changes in fair value of investments | (228.7) | (242) | (15) | 188 | (748) |
| Other Income - net | (57.7) | 119 | 7 | 281 | 252 |
| **Operating Profit** | **(16.4)** | **34648** | **2078** | **41453** | **42688** |
| Finance income | 21.5 | 1661 | 100 | 1367 | 1061 |
| Finance costs | (0.0) | (5206) | (312) | (5208) | (4652) |
| Share of profit (loss) of associated companies | (133.3) | (1) | (0) | 3 | 1 |
| **Profit Before Income Tax** | **(17.3)** | **31102** | **1865** | **37615** | **39098** |
| Income Tax (Expense) Benefit | (18.2) | (6644) | (398) | (8118) | (8264) |
| **Profit for the Year**  | **(17.1)** | **24458** | **1467** | **29497** | **30834** |
| Other comprehensive income (loss)  | 85.9 | 126 | 8 | 895 | (1454) |
| **Net comprehensive income for the year** | **(19.1)** | **24584** | **1474** | **30392** | **29380** |
| Profit for the year attributable to owners of the parent company | (20.5) | 17814 | 1068 | 22403 | 23186 |
| Profit for the year attributable to non-controlling interest | (6.3) | 6644 | 398 | 7094 | 7648 |
| Net comprehensive income attributable to owner of the parent company | (22.6) | 17954 | 1077 | 23188 | 21709 |
| Net comprehensive income for the year attributable to non-controlling interest | (8.0) | 6630 | 398 | 7204 | 7671 |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

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[Table of Content](#TOC)

**Profit and Loss Comparison**

TelkomGroup's highest revenue composition in 2025 was data, internet, and information technology service revenues of 61.4%, followed by IndiHome revenue with the contribution of 17.8% and interconnection revenue of 6.1%.

The highest expense composition was from operation, maintenance, and telecommunication services of 36.8%, followed by depreciation and amortization expenses related to property and equipment, software, hardware, and technology infrastructure use of 33.6%. The least expense in 2025 was the marketing expense of 2.9%.

![Graphic](tmb-20260512x6k028.jpg)

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[Table of Content](#TOC)

**Comparison of Profit and Loss for The Year Ended December 31, 2025, Compared to Year Ended December 31, 2024**

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| | | |
|:---|:---|:---|
| **1.** | **Revenues** | **Revenues** |
|  | In 2025, TelkomGroup recorded revenues at Rp146,742 billion (US$8,799 million), it decreased by 2.2% or Rp3,225 billion, compared to the 2024 revenue of Rp149,967 billion. The decrease was due to the decrease in telephone revenues, data, internet, and information technology services revenues, interconnection revenues, IndiHome revenues, and revenues from lessor transactions. | In 2025, TelkomGroup recorded revenues at Rp146,742 billion (US$8,799 million), it decreased by 2.2% or Rp3,225 billion, compared to the 2024 revenue of Rp149,967 billion. The decrease was due to the decrease in telephone revenues, data, internet, and information technology services revenues, interconnection revenues, IndiHome revenues, and revenues from lessor transactions. |
|  | **a.** | **Telephone Revenues** |
|  |  | The telephone revenue decreased by 22.8% in 2025 to Rp8,135 billion (US$488 million) compared to the last year of Rp10,544 billion. This revenue includes cellular, fixed-line, and Short Messaging Service (SMS) revenues, with SMS revenues being included starting this year. |
|  |  | Cellular revenues decreased by 29.7% to Rp4,400 billion (US$264 million) compared to the previous year of Rp6,260 billion. It was due to the decrease in reduced consumer interest in Over-the-Top (OTT) services as communication media, as well as the decreased revenue from cellular usage including local, Direct Distance Dialing (DDD) and international, postpaid revenues, and cellular commitment revenues. |
|  |  | Fixed lines revenues in 2025 were Rp572 billion (US$34 million), it increased by 19.4% or Rp93 billion compared to the previous year of Rp479 billion. It was due to the increase in subscriber abonnement revenues, usage charges, and installation charges from fixed lines services. |
|  |  | SMS revenues decreased by 16.9% or Rp642 billion from Rp3,805 billion in 2024 to Rp3,163 billion in 2025. It was due to the decrease in the domestic cellular SMS revenues. |
|  | **b.** | **Data, Internet, and Information Technology Services Revenues** |
|  |  | TelkomGroup recorded data, internet, and information technology services revenue in 2025 of Rp90,044 billion (US$5,399 million), it decreased by 0.5% or Rp489 billion compared to the 2024 revenue of Rp90,533 billion. The decrease was due to a decrease in cellular data and internet revenues of Rp1,350 billion or 1.9%  |

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| | | |
|:---|:---|:---|
|  |  | due to the decrease in cellular data communication revenues from Telkomsel. |
|  |  | The decreases were offset by: |
|  |  | An increase in others revenues of Rp748 billion or 19.7%, which was from game online from Metranet, Internet Data Center (IDC) collocation, service provider application, and e-commerce revenues. |
|  |  | An increase in internet, data communication, and information technology services revenues of Rp113 billion or 0.8% due to the revenue increase from Indibiz B2B High Speed Internet (HSI), WiFi, TelkomNet VPN Intranet installation, and managed network. |
|  | **c.** | **Interconnection Revenues** |
|  |  | TelkomGroup's interconnection revenue was from fixed-line telephone, including direct international services of IDD 007 and Telkomsel cellular network. TelkomGroup's interconnection revenues in 2025 were Rp8,972 billion (US$538 million), it decreased by 2.3% or Rp215 billion from the last year of Rp9,187 billion. It was due to the decrease in inter-country traffic, such as international hubbing SMS, IDD 007 retail interconnection, overseas cellular network revenue, International Toll Free Service (ITFS), and SMS Application to Person (A2P). |
|  | **d.** | **Network Revenues** |
|  |  | TelkomGroup's network revenues in 2025 were Rp3,645 billion (US$219 million), it increased by 14.7% or Rp466 billion, from Rp3,179 billion in 2024. It was due to the increase in C-band standard abonnement revenues, International Private Leased Circuit (IPLC) revenues, customers' access leased network revenues, leased line revenues, and abonnement from Very Small Aperture Terminal (VSAT) services. |
|  | **e.** | **IndiHome Revenues** |
|  |  | IndiHome revenues in 2025 were Rp26,119 billion (US$1,566 million), a decrease of 0.5% or Rp143 billion from the previous year's Rp26,262 billion. It was due to the decrease in IndiHome revenues from call, smart device, UseeTv, games, music, and other services. It aligned to the lower IndiHome's ARPU as a result of the subscribers' consumption shifting from triple-play (3P) to single-play (1P) services. |
|  | **f.** | **Other Services Revenues** |
|  |  | TelkomGroup recorded revenue for the other services of Rp6,952 billion (US$417 million) in 2025, it decreased by 3.9% or Rp281 billion compared to the 2024 revenues of Rp7,233 billion. It was due to the decrease in call center service revenues of Rp101 billion or 8%. It was also due to a decrease in e-health of Rp767 billion, or 100%, as a result of the subsidiary release of PT Administrasi Medika (AdMedika), including TelkomMedika. |
|  |  | The decreases were offset by |
|  |  | An increase in e-payment revenues of Rp384 billion or 29.5%. |
|  |  | An increase in managed service and terminal revenues of Rp181 billion or 17.3%. |
|  |  | An increase in others revenues of Rp22 billion or 0.8% due to the increase in solution and digitalization services. |
|  | **g.** | **Revenues from Lessor Transactions** |
|  |  | TelkomGroup's revenues from lessor transactions in 2025 were Rp2,875 billion (US$172 million), it decreased 5.1% from the previous year of Rp3,029 billion. It resulted from adopting PSAK 115, which Telkom requires to disclose revenues from lessor transactions; for instance, operation leases were separate from contracts with customers' revenues. |
| **2.** | **Expense** | **Expense** |

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|:---|:---|:---|
| TelkomGroup's total expenses as of December 31, 2025, were Rp112,151 billion (US$6,725 million), it increased by 2.8% or Rp3,032 billion, compared to Rp109,119 billion in 2024. These changes were due to: | TelkomGroup's total expenses as of December 31, 2025, were Rp112,151 billion (US$6,725 million), it increased by 2.8% or Rp3,032 billion, compared to Rp109,119 billion in 2024. These changes were due to: | TelkomGroup's total expenses as of December 31, 2025, were Rp112,151 billion (US$6,725 million), it increased by 2.8% or Rp3,032 billion, compared to Rp109,119 billion in 2024. These changes were due to: |
| **a.** | **Operation, Maintenance and Telecommunication Service Expense** | **Operation, Maintenance and Telecommunication Service Expense** |
|  | In 2025, TelkomGroup's operating, maintenance, and telecommunications services expenses were Rp41,234 billion (US$2,473 million), it increased by 0.1% or Rp32 billion compared to 2024 of Rp41,202 billion. It was due to: | In 2025, TelkomGroup's operating, maintenance, and telecommunications services expenses were Rp41,234 billion (US$2,473 million), it increased by 0.1% or Rp32 billion compared to 2024 of Rp41,202 billion. It was due to: |
|  | •  | An increase in leased lines and Customer Premise Equipment (CPE) expenses of Rp1,052 billion or 30.7%, driven by higher costs for non-connectivity devices, network provision, and device procurement. |
|  | •  | An increase in radio frequency usage charges of Rp59 billion or 0.8% in line with the increase in prepayments for frequency operating rights |
|  | •  | An increase in insurance expenses of Rp27 billion or 8.8% due to higher insurance costs for fixed assets, satellites, and building leases, as well as expanded coverage for fixed assets, excluding land, against fire, theft, earthquakes, and business interruption. |
|  | •  | An increase in project management expenses of Rp18 billion or 4.2%, reflecting the commencement of new projects. |
|  | •  | An increase in others expenses of Rp16 billion or 14.8% due to the higher call center service costs at the subsidiary, Infomedia. |
|  | The increases were offset by: | The increases were offset by: |
|  | •  | A decrease in operation and maintenance expenses of Rp887 billion or 3.6% due to the decrease in direct costs for billing payment aggregator services, value-added service collaboration fees, and intra-connection switch fees. |
|  | •  | A decrease in vehicle rental and supporting facilities expenses of Rp107 billion or 39.5% due to the decrease in transportation, management, and vehicle rental operational expenses driven by the Company's efficiency program. |
|  | •  | A decrease in cost of SIM cards, vouchers, and sales of peripherals of Rp52 billion or 8.9% due to the decrease in SIM card and voucher inventory and a reduction in the cost of printing public telephone cards and SIM cards for Mobile Virtual Network Operators (MVNOs). |
|  | •  | A decrease in concession fees and USO charges of Rp48 billion or 1.6% due to the decrease in gross revenue contribution from telecommunications operations for USO development in accordance with Komdigi's policy. |
|  | •  | A decrease in electricity, gas, and water expenses of Rp46 billion or 4.2% due to the decrease in electricity, gas, and water usage costs as part of the Company's efficiency program. |
| **b.** | **Depreciation and Amortization Expense** | **Depreciation and Amortization Expense** |
|  | TelkomGroup recorded depreciation and amortization expenses in 2025 at Rp37,649 billion (US$2,258 million), it increased by 10.1% or Rp3,468 billion compared to the last year of Rp34,181 billion. It was driven by higher depreciation on fixed assets, such as power supplies, supporting equipment, and cable networks. Additionally, a change in accounting policy in 2025 regarding the classification of drop cable assets affected their estimated useful lives, resulting in higher depreciation expenses. | TelkomGroup recorded depreciation and amortization expenses in 2025 at Rp37,649 billion (US$2,258 million), it increased by 10.1% or Rp3,468 billion compared to the last year of Rp34,181 billion. It was driven by higher depreciation on fixed assets, such as power supplies, supporting equipment, and cable networks. Additionally, a change in accounting policy in 2025 regarding the classification of drop cable assets affected their estimated useful lives, resulting in higher depreciation expenses. |
| **c.** | **Personnel Expense** | **Personnel Expense** |

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| | | |
|:---|:---|:---|
|  |  | The personnel expense in 2025 was Rp16,362 billion (US$981 million). It decreased by 2.6% or Rp445 billion from Rp16,807 billion in 2024. It was due to the early retirement program in 2024 of Rp1,186 billion and Rp937 billion in 2025, it decreased by 21.0%. Salaries and related benefits expenses decreased by 0.5% or Rp46 billion, as well as vacation pay, incentive, and other benefits expense decreased by 10.2% or Rp430 billion. It aligned with the decrease of TelkomGroup's employees by 2.4% from 21,673 employees in 2024 to 21,151 employees in 2025. However, there was an increase in pension and other post-employment benefits expenses by 9.6% and LSA expenses by 25.7% from the previous year. |
|  | **d.** | **Interconnection Expense** |
|  |  | TelkomGroup's interconnection expense in 2025 was Rp7,018 billion (US$421 million), it increased by 2% or Rp138 billion compared to the last period of Rp6,880 billion. It was due to the increase in interconnection expenses for cellular to IDD, Direct Distance Dialing (DDD) to cellular, and wholesale voice services. |
|  | **e.** | **Marketing Expense** |
|  |  | TelkomGroup recorded marketing expenses in 2025 at Rp3,287 billion (US$197 million), it decreased by 14% or Rp537 billion compared to 2024 of Rp3,824 billion. It aligns with lower company revenue and was mainly due to decreases in sales fees, exhibition expenses, promotional costs, and customer education. |
|  | **f.** | **General and Administrative Expense** |
|  |  | TelkomGroup's general and administrative expenses in 2025 were Rp6,601 billion (US$396 million), it increased by 6.0% or Rp376 billion compared to Rp6,225 billion in 2024. It was due to the increase in allowance for expected credit losses trade receivables expenses by Rp561 billion or 62.1%, collection expenses by Rp97 billion or 50%, social contribution expense by Rp68 billion or 29.2%, and others by Rp144 billion or 44.0%. |
| **3.** | **Gain (Losses) on Foreign Exchange-Net** | **Gain (Losses) on Foreign Exchange-Net** |
|  | TelkomGroup's business involves foreign currencies and exchange rate fluctuations, so it may positively or negatively impact the Company's financial transactions. In 2025, TelkomGroup recorded gain on foreign exchange - net of Rp180 billion (US$11 million), it increased by 32.4% compared to the previous period that gained Rp136 billion. | TelkomGroup's business involves foreign currencies and exchange rate fluctuations, so it may positively or negatively impact the Company's financial transactions. In 2025, TelkomGroup recorded gain on foreign exchange - net of Rp180 billion (US$11 million), it increased by 32.4% compared to the previous period that gained Rp136 billion. |
| **4.** | **Unrealized Gain (Loss) on Changes in Fair Value of Investments** | **Unrealized Gain (Loss) on Changes in Fair Value of Investments** |
|  | In 2025, TelkomGroup recorded unrealized loss on changes in fair value of investments at Rp242 billion, it decreased by 228.7% compared to the last period unrealized gain of Rp188 billion. It was primarily attributable to fluctuations in the fair value of GOTO and MDI investments. | In 2025, TelkomGroup recorded unrealized loss on changes in fair value of investments at Rp242 billion, it decreased by 228.7% compared to the last period unrealized gain of Rp188 billion. It was primarily attributable to fluctuations in the fair value of GOTO and MDI investments. |
| **5.** | **Other Income – Net** | **Other Income – Net** |
|  | TelkomGroup recorded other income - net in 2025 at Rp119 billion (US$7 million), it decreased by 57.7% or Rp162 billion compared to the last period of Rp281 billion. | TelkomGroup recorded other income - net in 2025 at Rp119 billion (US$7 million), it decreased by 57.7% or Rp162 billion compared to the last period of Rp281 billion. |
| **6.** | **Operating Profit and Operating Profit Margin** | **Operating Profit and Operating Profit Margin** |
|  | TelkomGroup recorded the operating profit in 2025 at Rp34,648 billion (US$2,078 million), it decreased by 16.4% compared to the last operating profit of Rp41,453 billion. Meanwhile, the operating profit margin decreased from 28.7% in 2024 to 23.6% in 2025.  | TelkomGroup recorded the operating profit in 2025 at Rp34,648 billion (US$2,078 million), it decreased by 16.4% compared to the last operating profit of Rp41,453 billion. Meanwhile, the operating profit margin decreased from 28.7% in 2024 to 23.6% in 2025.  |
| **7.** | **Profit Before Income Tax and Pre-Tax Margin** | **Profit Before Income Tax and Pre-Tax Margin** |
|  | TelkomGroup's profit before income tax in 2025 was Rp31,102 billion (US$1,865 million), it decreased by 17.3% compared to the last period of Rp37,615 billion. Meanwhile, the pre-tax margin decreased from 26.1% in 2024 to 21.2% in 2025. | TelkomGroup's profit before income tax in 2025 was Rp31,102 billion (US$1,865 million), it decreased by 17.3% compared to the last period of Rp37,615 billion. Meanwhile, the pre-tax margin decreased from 26.1% in 2024 to 21.2% in 2025. |

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[Table of Content](#TOC)

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| | |
|:---|:---|
| **8.** | **Income Tax (Expense) Benefit** |
|  | TelkomGroup recorded expense tax benefit in 2025 was Rp6,644 billion (US$398 million), it decreased by 18.2% or Rp1,474 billion compared to expense in 2024 of Rp8,118 billion. It was attributable to lower current and deferred taxes incurred by the Company and its subsidiaries. |
| **9.** | **Other Comprehensive Income (Losses)** |
|  | TelkomGroup recorded other comprehensive income in 2025 at Rp126 billion (US$8 million), it decreased by 85.9% or Rp769 billion compared to other comprehensive income in 2024 of Rp895 billion. It was due to the actuarial calculation of defined pension benefit obligation – net, which shifted from profit in 2024 of Rp635 billion to a loss in 2025 of Rp236 billion. The decrease in the discount rate for several post-employment benefit programs increased the present value of the post-employment benefit liability, leading to the recognition of an actuarial loss. |
| **10.** | **Profit for The Year Attributable to Owners of The Parent Company** |
|  | Profit for the year attributable to owners of the parent company in 2025 recorded at Rp17,814 billion (US$1,068 million), it decreased by 20.5% from Rp22,403 billion in 2024. |
| **11.** | **Profit for The Year Attributable to Non-Controlling Interest** |
|  | Profit for the year attributable to non-controlling interests was at Rp6,644 billion (US$398 million), it decreased by 6.3% from Rp7,094 billion in 2024. |
| **12.** | **Total Comprehensive Income for The Year** |
|  | In 2025, Telkom recorded comprehensive income for the year of Rp24,584 billion (US$1,474 million), it decreased by 19.1% or Rp5,808 billion compared to 2024 of Rp30,392 billion. |
| **13.** | **Net Income per Share** |
|  | TelkomGroup's net income per share in 2025 was Rp179.83 per share, it decreased by 20.5% or Rp46.32 per share compared to the last year of Rp226.15 per share. |

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[Table of Content](#TOC)

**CASHFLOW OVERVIEW**

As of December 31, 2025, TelkomGroup's cash and cash equivalent was decent at Rp34,228 billion (US$2,052 million). The net cash provided by operating activities was Rp63,842 billion, net cash used in investing activities was Rp26,095 billion, and net cash used in financing activities was Rp37,743 billion.

**TelkomGroup Cashflow 2023-2025**

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** |
|  | **Growth**<br>**2024-2025** | **2025** | **2025** | **2024** | **2023** |
|  | **(%)** | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| **Net Cash** |  |  |  |  |  |
| provided by operating activities | 3.6 | 63842 | 3827 | 61600 | 60581 |
| used in investing activities | (11.4) | (26095) | (1564) | (29456) | (36909) |
| used in financing activities | 37.2 | (37743) | (2264) | (27505) | (26567) |
| **Net increase (decrease) in cash and cash equivalents** | **(99.9)** | **4** | **(1)** | **4639** | **(2895)** |
| Effect of exchange rate changes on cash and cash equivalents | 23.2 | 320<br>| 20 | 260 | (45) |
| Allowance for expected credit losses | 0 | (1) | - | (1) | (1) |
| **Cash and cash equivalents at beginning of year** | **16.9** | **33905** | **2033** | **29007** | **31947** |
| **Cash and cash equivalents at end of year** | **1.0** | **34228** | **2052** | **33905** | **29007** |

---

**Cashflow Comparison**

TelkomGroup's highest cash receipt in 2025 was from operating activities of 67.8%, followed by the cash receipt from financing activities of 31.7%, and cash receipt from investing activities of 0.5%. This composition indicated that TelkomGroup's internal and external funds supported the Company's operational activities.

![Graphic](tmb-20260512x6k030.jpg)

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[Table of Content](#TOC)

**Comparison of Cash Flow for Year Ended December 31, 2025, Compared to Year Ended December 31, 2024**

TelkomGroup recorded cash and cash equivalents as of December 2025 of Rp34,228 billion or US$2,052 million. It increased by 1% or Rp323 billion from last year's total cash and cash equivalents of Rp33,905 billion. The cash receipts of operating activities in 2025 were Rp150,014 billion or 67.8% of total cash receipts, while the cash receipts from financing activities were Rp70,165 billion or contributed to 31.7%, and the cash receipt from investing activities of Rp957 billion or contributed to 0.5%.

In 2025, the cash disbursements for operating activities were Rp86,172 billion or 39.0% of total cash disbursements. Then, cash disbursements for financing activities were Rp107,908 billion or 48.8% of total cash disbursements, and the cash disbursements from investing activities were Rp27,052 billion or 12.2%.

---

| | | |
|:---|:---|:---|
| **1.** | **Cash Flow from Operating Activities** | **Cash Flow from Operating Activities** |
|  | Net cash provided by operating activities in 2025 was recorded at Rp63,842 billion or US$3,827 million. It increased by Rp2,242 billion or 3.6% compared to the last period. | Net cash provided by operating activities in 2025 was recorded at Rp63,842 billion or US$3,827 million. It increased by Rp2,242 billion or 3.6% compared to the last period. |
|  | TelkomGroup recorded cash receipts from operating activities of Rp150,014 billion or US$8,966 million in 2025. It decreased by Rp1,430 billion or 0.9% from cash receipts from operating activities in 2024 of Rp151,444 billion. The cash receipts were from: | TelkomGroup recorded cash receipts from operating activities of Rp150,014 billion or US$8,966 million in 2025. It decreased by Rp1,430 billion or 0.9% from cash receipts from operating activities in 2024 of Rp151,444 billion. The cash receipts were from: |
|  | •  | Cash receipts from customers and other operators of Rp146,002 billion. |
|  | •  | Cash receipts from interests of Rp1,670 billion. |
|  | •  | Cash receipts from tax refund of Rp1,322 billion. |
|  | •  | Cash receipts from others - net of Rp1,020 billion. |
|  | Meanwhile, cash disbursements for operating activities in 2025 were Rp86,172 billion or US$5,167 million, it decreased by 4.1% or Rp3,672 billion compared to the 2024 cash disbursements of Rp89.844 billion. TelkomGroup's cash disbursements were for: | Meanwhile, cash disbursements for operating activities in 2025 were Rp86,172 billion or US$5,167 million, it decreased by 4.1% or Rp3,672 billion compared to the 2024 cash disbursements of Rp89.844 billion. TelkomGroup's cash disbursements were for: |
|  | •  | Cash payments for expenses of Rp51,455 billion. |
|  | •  | Cash payments for employees of Rp13,319 billion. |
|  | •  | Cash payments for corporate and final income taxes of Rp10,438 billion. |
|  | •  | Cash payments for finance cost of Rp5,230 billion. |
|  | •  | Cash payments for short-term and low-value lease assets of Rp4,654 billion. |
|  | •  | Cash decrease for value added taxes – net of Rp1,076 billion. |

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| | | |
|:---|:---|:---|
| **2.** | **Cash Flow from Investing Activities** | **Cash Flow from Investing Activities** |
|  | TelkomGroup recorded net cash used in investing activities in 2025 was Rp26,095 billion or US$1,564 million, it decreased by 11.4% or Rp3,361 billion compared to the last period of Rp29,456 billion.  | TelkomGroup recorded net cash used in investing activities in 2025 was Rp26,095 billion or US$1,564 million, it decreased by 11.4% or Rp3,361 billion compared to the last period of Rp29,456 billion.  |
|  | Cash receipts from investing activities in 2025 were Rp957 billion, it decreased by 20.4% or Rp245 billion from the last period of Rp1,202 billion. Cash receipts were from: | Cash receipts from investing activities in 2025 were Rp957 billion, it decreased by 20.4% or Rp245 billion from the last period of Rp1,202 billion. Cash receipts were from: |
|  | •  | Proceeds from the disposal of long-term investments in financial instrument of Rp728 billion. |
|  | •  | Proceeds from insurance claims of Rp151 billion. |
|  | •  | Proceeds from sale of property and equipment of Rp78 billion. |
|  | Meanwhile, the cash disbursements for investing activity of Rp27,052 billion, decreased by 11.8% or Rp3,606 billion from the last year of Rp30,658 billion. The cash disbursement was for: | Meanwhile, the cash disbursements for investing activity of Rp27,052 billion, decreased by 11.8% or Rp3,606 billion from the last year of Rp30,658 billion. The cash disbursement was for: |
|  | •  | Purchase property and equipment of Rp22,871 billion. |
|  | •  | Purchase intangible assets of Rp2,897 billion. |
|  | •  | Increase of payment for advance and other assets of Rp1,117 billion. |
|  | •  | Placement in other current financial assets - net of Rp141 billion. |
|  | •  | Addition of long-term investment in financial instrument of Rp26 billion. |
| **3.** | **Cash Flows from Financing Activities** | **Cash Flows from Financing Activities** |
|  | TelkomGroup's net cash used in financing activities in 2025 was Rp37,743 billion or US$2,264 million, it increased by 37.2% or Rp10,238 billion from the 2024 of Rp27,505 billion.  | TelkomGroup's net cash used in financing activities in 2025 was Rp37,743 billion or US$2,264 million, it increased by 37.2% or Rp10,238 billion from the 2024 of Rp27,505 billion.  |
|  | TelkomGroup received cash from financing activities of Rp70,165 billion, it increased by 32.4% or Rp17,190 billion compared to the last period of Rp52,975 billion. The cash receipt was from: | TelkomGroup received cash from financing activities of Rp70,165 billion, it increased by 32.4% or Rp17,190 billion compared to the last period of Rp52,975 billion. The cash receipt was from: |
|  | •  | Proceeds from loans and other borrowings of Rp69,895 billion. |
|  | •  | Proceeds from issuance of new shares of subsidiaries of Rp270 billion. |
|  | Meanwhile, the cash disbursement for financing activities was Rp107,908 billion, it increased by 34.1% or Rp27,428 billion compared to the last period of Rp80,480 billion. The cash disbursement was for: | Meanwhile, the cash disbursement for financing activities was Rp107,908 billion, it increased by 34.1% or Rp27,428 billion compared to the last period of Rp80,480 billion. The cash disbursement was for: |
|  | •  | Repayments of loans and other borrowings of Rp72,037 billion. |
|  | •  | Cash dividend paid to the Company's stockholders of Rp21,047 billion. |
|  | •  | Cash dividend paid to the non-controlling interests of subsidiaries of Rp7,359 billion. |
|  | •  | Repayments of principal portion of lease liabilities of Rp7,356 billion. |
|  | •  | Shares buyback of subsidiary of Rp79 billion. |
|  | •  | Shares buyback of Rp30 billion. |

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[Table of Content](#TOC)

### SOLVE NCY
TelkomGroup's 2025 Consolidated Financial Statements (Audited) demonstrate strong liquidity, solvency, and the ability to meet both short and long-term liabilities. Debt repayments were funded by operational cash inflows, reflecting effective management of operations and liquidity.

**SHORT-TERM LIABILITY**

TelkomGroup uses current, quick, and cash ratios to assess its ability to meet short-term liabilities. These ratios help maintain liquidity and ensure funds are available for debt payments. The Company keeps its current ratio above the industry average and maintains access to undrawn loan facilities as needed.

**TelkomGroup Liquidity Ratio 2022-2024**

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| | | | |
|:---|:---|:---|:---|
| **Ratio** | **2025** | **2024** | **2023** |
| Current Ratio | 83.5%  | 82.2%  | 77.7% |
| Quick Ratio | 63.4%  | 61.7%  | 57.8% |
| Cash Ratio | 48.2%  | 45.8%  | 42.9% |

---

**LONG-TERM LIABILITY**

TelkomGroup monitors key ratios to assess its long-term liability capacity, including the Debt-to-Equity Ratio, Debt-to-EBITDA Ratio, and EBITDA-to-Interest Expense Ratio. According to the 2025 Consolidated Financial Statements, these ratios were 0.5 times, 1.04 times, and 13.88 times, respectively, indicating a low risk of default.

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Ratio** | **2025** |  | **2024\*** |  | **2023\*** |  |
| Debt to Equity Ratio | 0.50 | X | 0.50 | X | 0.46 | X |
| Debt to EBITDA Ratio | 1.04 | X | 1.02 | X | 0.88 | X |
| EBITDA to Interest Expense Ratio | 13.88 | X | 14.41 | X | 16.68 | X |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

TelkomGroup regularly reviews its debt profile, especially floating-rate debt, to reduce interest expenses and limit exposure to future interest rate changes. For more details on liquidity and debt, please refer to Notes 18 and 19 in TelkomGroup's 2025 Consolidated Financial Statements.

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### CAPITAL STRUCTURE AND THE MANAGEMENT POLICIES FOR CAPITAL STRUCTURE
**CAPITAL STRUCTURE**

TelkomGroup's capital structure includes short-term debt, long-term debt, and equity. As of December 31, 2025, the most significant composition of TelkomGroup's capital structure was equity. There were no significant changes in equity and capital composition in 2025 compared to the prior year.

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Capital Structure** | **2025** | **2025** | **2024\*** | **2023\*** |
|  | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Debt | 74911 | 4492 | 76868 | 68124 |
| &nbsp;&nbsp;Short Term Debt | 6929 | 415 | 11525 | 9650 |
| &nbsp;&nbsp;Long Term Debt | 67982 | 4077 | 65343 | 58474 |
| Equity | 130685 | 7837 | 133808 | 128704 |
| **Total**  | **205596** | **12329** | **210676** | **196828** |

---

Remarks:

\*Restatement. See Note No. 2.z.iii to the Consolidated Financial Statements.

**MANAGEMENT POLICY FOR CAPITAL STRUCTURE**

TelkomGroup must maintain creditworthiness, reflected in its credit rating and capital structure. In 2025, it kept debt levels below the industry average, as shown by the Debt to Equity Ratio and Debt to EBITDA Ratios. The Company also maintained a solid capital structure by optimizing the weighted average cost of capital, leveraging tax benefits, and sustaining healthy financial ratios.

These measures align with TelkomGroup's capital structure policy to achieve optimal funding. This policy will guide management decisions on adjusting short-term and long-term debt.

In 2025, TelkomGroup's Debt-to-Equity Ratio (DER) was 0.50 times, and 0.50 times in 2024. The Debt Service Coverage Ratio was 0.9 times in 2025, from 1.4 times in 2024. For more details on management's capital structure policy, see Notes 38 Capital Management in the 2025 TelkomGroup Consolidated Financial Statements.

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### REALIZATION OF CAPITAL EXPENDITURE
To address rapid technological changes, TelkomGroup made capital expenditure investments aligned with the Company's 2025 needs and strategies. These investments are denominated in Rupiah (Rp) and US Dollar (US$).

**STRATEGY AND OBJECTIVES OF INVESTMENT IN CAPITAL EXPENDITURE**

The strategy for determining capital goods investments aims to support and sustain business growth in the digital era, based on core investments, next-core investments, and new play investments. In 2025, TelkomGroup plans to invest in capital goods to enhance infrastructure capacity and capabilities to address customers' growing demands.

**TYPES OF INVESTMENT IN CAPITAL EXPENDITURE**

TelkomGroup's 2025 capital expenditures include:

&nbsp;&nbsp;&nbsp;&nbsp;● Broadband services, including mobile and fixed broadband;

&nbsp;&nbsp;&nbsp;&nbsp;● Network infrastructure, including core network, backbone network (submarine cable and terrestrial cables), tower;

&nbsp;&nbsp;&nbsp;&nbsp;● Data Center, Cloud, IoT, and IT; and

&nbsp;&nbsp;&nbsp;&nbsp;● Other supporting capital expenditures, including connectivity facilities, buildings, and power supply.

**INVESTMENT VALUE IN CAPITAL EXPENDITURE**

In 2025, TelkomGroup's capital expenditure totaled Rp24,577 billion (US$1,474 million), a 0.5% decrease from Rp24,449 billion the previous year. Key investments included:

● Construction of Telkomsel BTS (5G and 4G).

● Construction of the Batam hyperscale data center and expansion of the Cikarang hyperscale data center capacity.

● Expansion of towers and supporting capacity.

● Construction of international submarine cable system projects, including the TOPAZ, BIFROST, and SJC2 submarine cables.

**TelkomGroup's Capital Expenditure Investment 2023-2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** | **Years ended December 31** |
|  | **2025** | **2025** | **2024** | **2023** |
|  | **(Rp billion)** | **(US$ million)** | **(Rp billion)** | **(Rp billion)** |
| Total Investment in Capital Expenditure | 24577 | 1474 | 24449 | 32968 |

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[Table of Content](#TOC)

### MATERIAL COMMITMENT FOR CAPITAL EXPENDITURE
**OBJECTIVES OF MATERIAL COMMITMENT FOR CAPITAL EXPENDITURE**

As a digital telco, TelkomGroup is committed to sustainable investments that accelerate digital transformation. We have made several material capital expenditure commitments to support transmission, network equipment, and digital infrastructure. Details of these commitments and related project agreements are in Note 35 Significant Commitments and Agreements of the 2025 TelkomGroup Consolidated Financial Statements.

**SOURCES OF FUNDS TO FULFILL MATERIAL COMMITMENT FOR CAPITAL EXPENDITURE**

In 2025, TelkomGroup had a decent leverage to fund capital expenditures. TelkomGroup has several funding alternatives, including internal and external sources, such as bank funding, debt instruments, and additional share capital, for capital expenditure investments, in line with a predetermined business plan.

**DENOMINATED CURRENCIES OF MATERIAL COMMITMENT FOR CAPITAL EXPENDITURE**

TelkomGroup uses two currency denominations for its material commitments for capital expenditure investments: Rupiah and US Dollar. The largest commitment is in Rupiah, amounting to Rp14,727 billion.

**Material Commitments Based on Currency as of December 31, 2025**

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| | | |
|:---|:---|:---|
| **Table of Material Commitment based on Currencies**<br>| **Amounts in Foreign Currencies**<br>**(million)** | **Equivalent in Rupiah**<br>**(billion)** |
| IDR |  | 14130 |
| USD | 25 | 417 |
| **Total** | **25** | **14547** |

---

**FOREIGN CURRENCY RISK MITIGATION OF MATERIAL CONTRACTS FOR CAPITAL EXPENDITURE**

Material capital expenditure commitments in foreign currencies are subject to exchange rate fluctuations. To mitigate this risk, TelkomGroup maintains time deposits and receivables equal to at least 25% of outstanding foreign currency short-term liabilities, offsetting potential losses with gains. Further details are in Note 35 Significant Commitments, Agreements, and Others and Note 37 Financial Instruments of the 2025 TelkomGroup Consolidated Financial Statements.

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### RECEIVABLES CO LLECTABILITY
As of December 31, TelkomGroup's consolidated matured receivables were Rp4,799 billion in 2025 and Rp5,291 billion in 2024, with no impairments and collectibles. The accounts receivable turnover ratio was 12.5%, and the average collection period was 29.1 days.

TelkomGroup regularly monitors receivables and collection balances to minimize customer credit risk. Collection methods include direct visits, reminder letters, direct billing, partnering for collection services to temporarily suspending services, and active customer contact via phone, letter, or email.

**TelkomGroup's Receivables Collectability 2023-2025**

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| | | | |
|:---|:---|:---|:---|
| | **Average Collection Duration Ratio (%)** | **Average Collection Duration Ratio (%)** | **Average Collection Duration Ratio (%)** |
| **Ratio**<br>| **2025** | **2024** | **2023** |
| &nbsp;&nbsp;Average collection ratio (days) | 29.1 | 27.8  | 23.6 |
| &nbsp;&nbsp;Receivables turnover ratio (%) | 12.5 | 13.1  | 15.5 |

---

**ANALYSIS AND EXPLANATION OF RECEIVABLES COLLECTABILITY**

TelkomGroup classifies receivables based on their age to analyze accounts receivable.

**Analysis of TelkomGroup's Accounts Receivables by Age Period 2023-2025**

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| | | | |
|:---|:---|:---|:---|
| **Analysis of Accounts Receivable by Age** | **2025** | **2024** | **2023** |
|  | **Rp (billion)** | **Rp (billion)** | **Rp (billion)** |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Not past due | 6687 | 7319 | 7020 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;0 – 3 months | 3155 | 3602 | 2758 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;3 – 6 months | 1573 | 1305 | 1215 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;> 6 months | 6763 | 6031 | 5235 |
| &nbsp;&nbsp;Total receivables before provision | 18178 | 18257 | 16228 |
| &nbsp;&nbsp;Provision for impairment of receivables | (6955) | (6064) | (5561) |
| &nbsp;&nbsp;**Net receivables after provision** | **11223** | **12193** | **10667** |

---

TelkomGroup sets provisions for trade receivable impairments based on collective and individual historical credit loss rates. The 2025 provision was Rp6,955 billion, up 14.7% from Rp6,064 billion in 2024. See Note 5 Trade Receivables in the 2025 Consolidated Financial Statements for details.

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### MATERIAL INFORMATI ON AND FACT AFTER ACCOUNTANT REPORTING DATE
TelkomGroup remains committed to transparency and accountability in upholding good corporate governance. Accordingly, it discloses material information and facts occurring after the December 31, 2025, financial reporting date as follows:

**Material Information and Facts After the Accountant Reporting Date for the 2025 Period**

---

| | |
|:---|:---|
| **No.** | **Material Information and Facts** |
| 1. | On October 20, 2025, the Company and TIF entered into a Conditional Separation Agreement in relation to the transfer of a portion of the Company's wholesale fiber connectivity business and assets (the "Infraco Spin-Off") to TIF, effective January 1, 2026. Pursuant to the agreement, the total value of the transferred transaction object amounted to IDR 35,787 billion. As consideration for the transfer of the transaction object, TIF issued 357,872,580 shares to the Company, as stipulated in Notarial Deed of Aulia Taufani, S.H.,No. 63 dated December 18, 2025, The deed was subsequently approved by the Ministry of Law and Human Rights of the Republic of Indonesia ("Kemenkumham") pursuant to Decree No. 0086733.AH.01.02 dated January 1, 2026. |
| 2.  | Effective January 1, 2026, the Company transferred bank loans from DBS, BNI, and BCA to TIF amounting to Rp1,831 billion, Rp2,649 billion, and Rp5,317 billion, respectively, in connection with the Infraco Spin-Off project. |
| 3. | On January 6, 2026, DAM transferred the Company's shares to BP BUMN, resulting in BP BUMN owning 1% of the total state ownership through BP BUMN and DAM, amounting to 516,023,535 shares, consisting of Series B shares representing 0.52% of the total shares issued and fully paid by the Company. |
| 4. | On January 6, 2026, January 23, 2026, and April 1, 2026, Telkomsel made repayments of its bank loan to BNI amounting to Rp4,000 billion. |
| 5. | On January 12, 2026, February 27, 2026, and March 27, 2026, Telkomsel made repayments of its bank loan to Bank Mandiri amounting to Rp3,000 billion. |
| 6. | On January 12, 2026, March 30, 2026, and April 30, 2026, Telkomsel made repayments of its bank loan to Bank Sinarmas amounting to Rp3,000 billion. |
| 7. | On January 29, 2026, and April 13, 2026, Telkomsel made repayments of its bank loan to Bank of China amounting to Rp3,800 billion. |
| 8. | On January 6, 2026 and April 27, 2026, Telkomsel made repayments of its bank loan to CIMB Niaga amounting to Rp2,000 billion. |
| 9. | On January 29, 2026 and February 13, 2026, Telkomsel made repayments of its bank loan to MUFG and DBS amounting to Rp1,000 billion and Rp1,000 billion, respectively. |
| 10. | During the period from January to April 2026, Telkomsel has made loan drawdowns from Bank of China, Bank Sinarmas, CIMB Niaga, BNI, and DBS Bank amounting to Rp3,800 billion, <br>Rp2,000 billion, Rp1,500 billion, Rp1,000 billion, and Rp1,000 billion, respectively. |
| 11. | On May 1, 2026, the Company announced its plan to conduct a share buyback of publicly held shares, with a maximum amount of Rp1,000 billion and not exceeding 10% of the issued and fully paid-up share capital. The share buyback period will be no longer than 12 (twelve) months from the date of approval by the General Meeting of Shareholders (GMS) on June 8, 2026, and is planned to commence from June 9, 2026 until June 8, 2027. |

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Detailed explanations of these transactions are available in Note 40, Subsequent Event of TelkomGroup's 2025 Consolidated Financial Statements.

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### BUSINESS PROSPECTS AND SUSTAINABILITY OF THE COMPANY
The global economic outlook for 2026 remains in a slowdown phase with a weaker recovery. Fitch Ratings projects growth of about 2.4%, slightly below the 2.6% forecast for 2025. This reflects pressures from geopolitical uncertainty, trade fragmentation, and tightening financial conditions in several countries.

The IMF offers a more optimistic forecast, estimating global growth of 3.2% in 2025 and 3.1% in 2026. However, it notes a shift from an open to a fragmented economy, which may restrict investment flows, slow trade, and increase financial market volatility.

Despite the global slowdown, Indonesia's economy is expected to remain solid, with growth projected at 5.33% in 2026, slightly below the Government's 5.4% target. This growth is supported by monetary easing, stabilizing credit, and a more active fiscal policy from the Ministry of Finance.

These economic dynamics have shifted Indonesia's telecommunications industry into moderate growth within a maturing market. The market value is estimated at US$13.66 billion by 2025, with a modest 1.0% CAGR projected through 2033. This reflects stabilization after rapid expansion, with future growth relying on increased data use, digital service transformation, and operational efficiency. The market, now dominated by three major operators, is experiencing stronger competitive dynamics and greater commercial discipline. Alongside consolidation, improved industry pricing supports the trend toward more stable and effective competition in telecommunications. This strategic shift aims to enhance growth quality and foster healthier, more rational competition, with a growing focus on active customer management and sustainable growth.

Data demand drives industry growth, fuelled by rising smartphone penetration, heavy use of over-the-top (OTT) services, and adoption of high-speed fixed internet in households. Connectivity in non-urban areas is expanding through government programs enhancing network equity and digital infrastructure quality. Despite these opportunities, structural challenges persist. Intense price competition, rapid technological change, and new business models require operators to continually update strategies. Spectrum efficiency, 5G infrastructure readiness, and pressure on Average Revenue Per User (ARPU) remain critical management priorities.

To address the challenges of a highly competitive telecommunications industry, Telkom has established its strategic direction for 2026. The company will strengthen four main business pillars: B2C, Digital Infrastructure Cluster, B2B ICT, and International Business. An additional "Others" pillar will support non-core or transitional businesses, providing flexibility in portfolio management and supporting long-term value creation for TelkomGroup. This strategy aims to capitalize on digital transformation across sectors. Telkom will also focus on optimizing its business portfolio, enhancing synergies, and developing digital capabilities to meet market and stakeholder needs.

In 2026, Telkom will accelerate growth in the B2C business by expanding connectivity and digital platforms with advanced technologies. A key focus is enhancing 5G network services with broader, optimized coverage. This will improve cellular service quality through higher speeds, greater capacity, and low latency. It supports complex real-time services like the Internet of Things (IoT), cloud computing, and AI-based solutions, enhancing customer experience. AI will also differentiate value through personalized and bundled offers tailored to customer needs.

Alongside technology development, Telkom will enhance customer experience to maintain market share, attract new customers, and drive sustainable growth. This includes improving service reliability, speeding up service fulfilment, providing responsive customer support, enhancing connectivity, and offering various value-added services. IndiHome, a comprehensive household digital solution, delivers internet, home telephone, and interactive TV services with customizable packages supported by a nationwide network. Telkom is also advancing a Fixed Mobile Convergence (FMC) strategy to create a seamless digital experience by integrating home internet and mobile services into one ecosystem. The FMC initiative by Telkomsel strengthens Telkom's market position, boosts operational efficiency, and promotes equitable, inclusive, and sustainable digital access across Indonesia.

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Telkom will strengthen its B2B ICT pillar by offering integrated, high-value solutions like system integration, IT service management, and Customer Relationship Management (CRM) to improve efficiency and meet the needs of enterprise, government, and SME clients. Aligning with digitalization, Telkom aims to be a strategic partner in digital transformation by delivering innovative products and expanding SME reach through the Indibiz ecosystem, supported by ongoing digital training and education.

In Digital Infrastructure business, Telkom will enhance its role as a digital ecosystem enabler by expanding capacity in carrier, towers, fiber, domestic and overseas submarine cable system, satellites, and data centers. It will improve fiber network quality and reach by spinning off its fiber connectivity business into a subsidiary to focus on operations, cost efficiency, asset monetization, and neutrality for future growth.

Telkom will reinforce its position as Indonesia's leading tower company and expand into Southeast Asia. Satellite infrastructure will be upgraded to improve connectivity in frontier and disadvantaged regions. Data center capacity will grow with new Hyperscale Data Centers in Cikarang and Batam, supported by strategic partnerships to accelerate development and build capabilities. Expansion into other Southeast Asian countries will address the high market demand and regional competition.

The International Business pillar seeks to enhance Telkom's global presence through targeted regional expansion. Its objectives are to broaden international market reach, reinforce Telkom's role as a global provider of connectivity and digital infrastructure, and generate new growth opportunities in regional and global markets. This international expansion supports Telkom's vision of becoming a world-class digital telco and strengthens Indonesia's position as a regional digital connectivity hub.

This pillar's portfolio includes Wholesale Traffic (WS Traffic), Wholesale Network (WS Network), and WS Platform, which provide international services for operators, enterprises, and global digital industry players. Additional opportunities exist in strategic business lines such as Data Centers (DC), Towers, and B2B ICT, which can be developed over time to further expand TelkomGroup's global market presence.

The Others pillar serves as an enabler in supporting TelkomGroup's portfolio refocusing and reformatting toward a business structure focused on Core and Next-Core Businesses. It aims to ensure that managing non-core or transitional business portfolios continues to add value while creating room for portfolio optimization and rationalization to maximize enterprise value. This approach allows Telkom to gradually align its portfolio with the company's strategic direction and increase focus on businesses with stronger growth potential.

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### COMPARISON OF INITIAL YE AR TARGET AND THE REALIZATION
TelkomGroup's revenue decreased by 2.2% to Rp146,742 billion in 2025. EBITDA and Net Profit were Rp72,240 billion and Rp17,814 billion, with margins of 49.2% and 12.1%, respectively. Capital expenditures totaled Rp24,577 billion, or 16.7% of revenue.

**Comparison of TelkomGroup Targets and Realizations in 2025**

---

| | | |
|:---|:---|:---|
| **Indicator** | **Realization In 2024** | **Targets In Initial 2025** |
| Revenue Growth | Revenues decreased by 2.2%. | We estimate that the more challenging competition will impact the Company. Overall, we expected the Company to grow positively in the low to mid-single digit range. |
| EBITDA Margin and Net Income Margin | EBITDA Margin decreased to 49.2% while Net Income Margin decreased to 12.1%. | EBITDA Margin and Net Income Margin are projected to slightly decreased in line with the decline in legacy businesses shifting to digital businesses. |
| Capital Expenditure | The realization of capital expenditures is to Rp24,577 billion, or 16.7% of revenue with focused investment in digital business infrastructure. | Around 25%-30% of our revenue is planned for capital expenditure, focusing on building digital business infrastructure. |
| Dividend | Dividend payments totaled Rp21,047 billion, or 89%. | The dividend payout ratio ranged from 60% to 90%. |

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### TARGET OR PROJECT IONS FOR THE FOLLOWING YEAR
TelkomGroup pursues sustainable growth guided by the 2026-2028 Framework, which provides the strategic foundation for its planned transition to a strategic holding company by the end of 2027. The Company is adjusting its portfolio pillars to ensure alignment with stakeholder expectations. The framework emphasizes the development of five primary pillars: Integrated B2C Services, Digital Infrastructure, B2B ICT Services, International Business, and additional areas.

In 2026, TelkomGroup aims to achieve competitive revenue growth despite global economic uncertainty, escalating tariff disputes, geopolitical conflicts, and increasing trade fragmentation and protectionism. The company is advancing growth opportunities through strategic initiatives, including the ongoing 5 Bold Moves program, which prioritizes strengthening the Operating Company (OpCo) structure through organizational delayering. TelkomGroup is in the process of transforming into a Strategic Holding Company.

**TelkomGroup's Target or Projections for The Following Year**

---

| | |
|:---|:---|
| **Indicator** | **Target in 2026** |
| Revenue Growth | The Company is expected to grow positively in the low to mid-single-digit range amid more challenging global and national economic conditions and competition. |
| EBITDA Margin and Net Income Margin | EBITDA and Net Income Margins are projected to remain well-maintained at industry levels. |
| Capital Expenditure | We plan to allocate approximately 15%-20% of our revenue to capital expenditures, focusing on building business infrastructure in the core and next-core domains. |
| Debt-to-EBITDA Ratio | The debt-to-EBITDA ratio is targeted to be maintained in the healthy range of 0.9x. |

---

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### DIVID END
TelkomGroup distributes dividends annually to optimize shareholder value. The dividend policy is approved by shareholders at the Annual General Meeting of Shareholders (AGMS). Over the past five years, the payout ratio ranged from 60% to 90%. In 2025, the dividend for 2024 performance was Rp21,047,403 million, representing 89% of net profit.

**Telkom's Dividend Payment for the Year 2020-2024 Operational Performance**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**Dividend**<br>**Year** | <br>**Dividend Policy** | **Date of Dividend**<br>**Payment in Cash**<br>**and/or Date of**<br>**Dividend**<br>**Distribution in**<br>**Non-Cash** | <br>**Payment Ratio**<br>**/ Payout ratio**<br>**(%)** <sup>1</sup> | <br>**Dividend**<br>**Amount paid**<br>**per year**<br>**(Rp million)** | **Dividend**<br>**Amount per**<br>**Share (cash**<br>**and/or non-**<br>**cash) after Stock**<br>**Split (Rp)** |
| 2020 | AGMS, May 28, 2021 | July 2, 2021 | 80.00 | 16643443<br><sup>2</sup> | 168.01 |
| 2021 | AGMS, May 27, 2022 | June 30, 2022 | 60.00 | 14855921<br><sup>3</sup> | 149.97 |
| 2022 | AGMS, May 30, 2023 | July 5, 2023 | 80.00 | 16602697<br><sup>4</sup> | 167.60 |
| 2023 | AGMS May 3, 2024 | May 29, 2024 | 72.00 | 17683019<br><sup>5</sup> | 178.50 |
| 2024 | AGMS May 27, 2025 | June 19, 2025 | 89.00 | 21047403<br><sup>6</sup> | 212.47 |

---

Remarks:

1. Represents the percentage of profit attributable to owners of the parent paid to shareholders in dividends.

2. Consists of cash dividend amounting to Rp12,482,582 million and special cash dividend amounting to Rp4,160,860 million.

3. Only consists of cash dividend amounting to Rp14,855,921 million.

4. Only consists of cash dividend amounting to Rp16,602,697 million.

5. Only consists of cash dividend amounting to Rp17,683,019 million.

6. Only consists of cash dividend amounting to Rp21,047,403 million.

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[Table of Content](#TOC)

### REALIZATION OF PUBLIC OFFERING FUND
We have issued several bonds currently outstanding and held by investors. The underwriters are PT Bahana Sekuritas, PT Danareksa Sekuritas, PT Mandiri Sekuritas, and PT Trimegah Sekuritas Tbk, with PT Bank Permata Tbk serving as trustee. Telkom guarantees all bonds with assets, and Pefindo assigns an <sub>id</sub>AAA rating to all Telkom bonds. The table below shows the unmatured bond status as of December 31, 2025.

**Realization of Telkom's Public Offering Funds as of December 31, 2025**

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| | | | | | **Realization of Funds** | **Realization of Funds** |
| <br>**Name of the Bond** | <br>**Amount**<br>**(Rp million)** | <br>**Date of Issue** | <br>**Maturity** <br>**Date** | **Time** <br>**Periode**<br>**(year)** | **Balance**<br>**(Rp million)** | **Year**<br>|
| The Shelf Registered Bonds I Telkom 2015 series C | 1200000 | June 23, 2015 | June 23, 2030 | 15 | 0 | 2016 |
| The Shelf Registered Bonds I Telkom 2015 series D | 1500000 | June 23, 2015 | June 23, 2045 | 30 | 0 | 2016 |

---

Telkom has fully realized the funds from the public offering, with no remaining balance. There are no changes to the planned use of funds. For bond details, see Note 18 Short-Term Bank Loans and Note 19 Long-Term Loans in the 2025 TelkomGroup Consolidated Financial Statements.

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[Table of Content](#TOC)

### MATERIAL INFORMATION REGARDING TRANSACTION WITH CONFLICT OF INTEREST, TRANSACTION WITH AFFILIATED PARTIES, INVESTMENT, DIVESTMENT, AND ACQUISITION
TelkomGroup recorded affiliated transactions in 2025 that complied with internal policies related to the Main Procedures for Affiliated Transactions and Conflicts of Interest Transactions, as outlined in the President Director's Official Note on Main Procedures for Affiliated Transactions and Conflicts of Interest. The review confirmed all transactions adhere to internal procedures, general provisions, and POJK No. 42/2020. No related-party transactions involved conflicts of interest, as they complied with the principles of fairness and sound business practice in 2025.

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Transaction Name** | **Transaction Value** | **Parties Involved** | **Transaction Objects** | **Nature of Affiliate Relationship** | **Remarks** |
| 1. | Purchase of Land and Building Graha Telkom Sigma 1. | Rp555,500,000,000. | 1.<br>PT Telkom Data Ekosistem. <br>2.<br>Graha Telkomsigma.<br>| Land and Building Graha Telkom Sigma 1. | 1.<br>PT Telkom Data Ekosistem is a subsidiary company)<br>2.<br>PT Graha Telkomsigma is a subsidiary company<br>| Fair. |

---

A more detailed list of affiliated transactions that must be disclosed in the Annual Report for the 2025 fiscal year can be found in Note 32 Transactions with Related Parties in the TelkomGroup's 2025 Consolidated Financial Statements and Appendix 4 to the 2025 Annual Report.

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[Table of Content](#TOC)

### CHANGES IN LAW AND REGULATION
In implementing Good Corporate Governance (GCG) practices, TelkomGroup consistently reviews any changes to laws and regulations that could potentially impact its operations. We can confirm that there were no changes to laws and regulations affecting the Company's operations in 2025.

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[Table of Content](#TOC)

### CHANGES IN ACCOUNTING POLICY
TelkomGroup's Consolidated Financial Statements are prepared in accordance with the Financial Accounting Standards (SAK) issued by the Indonesian Institute of Accountants (IAI). It also complies with the Regulation of the Capital Market and Financial Institution Supervisory Agency (Bapepam-LK) Number VIII.G.7 regarding the Presentation and Disclosure of Financial Statements of Issuers or Public Companies, attached to the letter KEP347/BL/2012. TelkomGroup also applies International Financial Reporting Standards (IFRS) in accordance with the Securities and Exchange Commission (SEC) regulations.

Changes in accounting policies for 2025 include:

1. Amendments to PSAK 221 on the Effects of Foreign Exchange Rates

2. Amendments to IAS 21 on the Effects of Changes in Foreign Exchange Rates

**Implementation and Changes of Accounting Policies of TelkomGroup in 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.** | **Accounting** <br>**Policy** | **Reason for Change** | **Impact on Financial Statements for**<br>**Financial Year 2025**<br><BORDER_TOP> | **Impact on Financial Statements for**<br>**Financial Year 2025**<br><BORDER_TOP> |
| **No.** | **Accounting** <br>**Policy** | **Reason for Change** | **SAK Financial Report**<br><BORDER_TOP> | **IFRS Financial Report**<br><BORDER_TOP> |
| 1. | PSAK 221 | The DSAK issued these accounting standard amendments as an adoption of the Amendments to IAS 21. | No material impact on SAK financial statements. | No material impact on IFRS financial statements. |
| 2. | IAS 21  | The IASB issued amendments to IAS 21 regarding The Effects of Changes in Foreign Exchange Rates: Lack of Exchangeability | No material impact on SAK financial statements. | No material impact on IFRS financial statements. |

---

Details of the 2025 accounting policy changes are disclosed in Note 2, Summary of Accounting Policies, in TelkomGroup's Consolidated Financial Statements.

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[Table of Content](#TOC)

## CORPORATE GOVERNANCE

---

| | |
|:---|:---|
| 152 | [Corporate Governance Principle and Platform](#e001_GCG_Principle_Platform) |
| 161 | [Corporate Governance Structure](#e002_GCG_Structure) |
| 162 | [Corporate Governance Assessment](#e003_GCG_Assessment) |
| 163 | [General Meeting of Shareholders (GMS)](#e004_GMS) |
| 180 | [Board of Commissioners](#e005_BOC) |
| 201 | [Committee Under the Board of Commissioners](#e006_Committee_Under_BOC) |
| 265 | [Board of Directors](#e007_BOD) |
| 291 | [Nomination and Remuneration of the Board of Commissioners and the Board of Directors](#e008_Remuneration_BOC_BOD) |
| 296 | [Corporate Secretary](#e009_Corporate_Secretary) |
| 298 | [Internal Audit Department](#e010_Internal_Audit_Department) |
| 301 | [Internal Control System](#e011_Internal_Control_System) |
| 305 | [Risk Management System](#e011_Risk_Management_System) |
| 321 | [Significant Legal Disputes](#e012_Significant_Legal_Disputes) |
| 323 | [Corporate Code of Conduct](#e013_Corporate_Code_Conduct) |
| 326 | [Employee Stock Ownership Program](#e014_Employee_Stock_Ownership_Program) |
| 328 | [Policy Regarding Reporting Share Ownership of Directors and Commissioners](#e015_BOC_BOD_Share_Ownership) |
| 329 | [Whistleblowing System](#e016_Whistleblowing_System) |
| 335 | [Anti-Corruption Policy](#e017_Anti_Corruption_Policy) |
| 344 | [Information Regarding Administrative Sanctions](#e018_Administrative_Sanctions) |
| 345 | [Information Access and Company's Public Data](#e019_Company_Public_Data) |
| 346 | [Special Assignments](#e020_Special_Assignments) |
| 152 | [Corporate Governance Principle and Platform](#e001_GCG_Principle_Platform) |
| 161 | [Corporate Governance Structure](#e002_GCG_Structure) |
| 162 | [Corporate Governance Assessment](#e003_GCG_Assessment) |
| 163 | [General Meeting of Shareholders (GMS)](#e004_GMS) |

---

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[Table of Content](#TOC)

### CORPORATE GOVERNANCE PRINCIPLE AND PLATFORM
The implementation of superior corporate governance principles is a priority for TelkomGroup as a foundation for strengthening the trust of investors, shareholders, and all stakeholders. Good Corporate Governance (GCG) practices are implemented comprehensively to ensure the achievement of TelkomGroup's strategic vision and mission, while building a foundation for healthy and adaptive long-term growth amid the dynamics of the national and global digital industry. A sustained commitment to GCG is considered a key factor in maintaining reputation, strengthening competitiveness, and ensuring the sustainability of the company's operations.

As part of the company's commitment to ethical values and integrity, TelkomGroup consistently implements anti-corruption policies and programs, which are openly communicated to all employees and business partners. All TelkomGroup entities uphold the principles of "zero bribery" and "zero tolerance" for any form of fraud, bribery, or other unethical behavior that is contrary to business ethics. The implementation of this anti-corruption program is overseen by the senior management's genuine commitment through policy dissemination, strengthening of internal control systems, and enforcement of discipline in reporting and sanctions for violations.

**BASIS FOR THE IMPLEMENTATION OF CORPORATE GOVERNANCE IN TELKOMGROUP**

The implementation of GCG in TelkomGroup refers to the prevailing laws and regulations, as well as other GCG implementation guidelines, such as the principles of Corporate Governance developed by the Organization for Economic Cooperation and Development (OECD) and the Indonesian General Guidelines for Corporate Governance prepared by the National Committee on Governance Policy (KNKG) and the ASEAN Corporate Governance Scorecard (ACGS). Telkom built a strong foundation in the implementation of GCG for its subsidiaries, which is regulated by Resolution of the Board of Director's No.PD.602.00/r.00/HK000/COPD0030000/2011 regarding TelkomGroup GCG Guidelines as a guideline for Telkom and its subsidiaries in operating and transacting by ethics and GCG principles.

Basis for the implementation of GCG at TelkomGroup is as follows:

1. Law No. 40 of 2007 regarding Limited Liability Companies.

2. Law No. 8 of 1995 regarding Capital Market.

3. Financial Services Authority (OJK) Regulation No. 33/POJK.04/2014 regarding Directors and Commissioners of Issuers or Public Companies.

4. Financial Service Authority Regulation No. 34/POJK.04/2014 regarding Nomination and Remuneration Committee of Issuers or Public Companies.

5. Financial Service Authority Regulation No. 55/POJK.04/2015 regarding the Establishment and Work Guidelines of Audit Committees.

6. Financial Service Authority Regulation No. 11/POJK.04/2017 regarding Ownership Report or Any Change in Share Ownership of Public Companies.

7. Financial Service Authority Regulation No. 8/POJK.04/2015 regarding Issuer or Public Company Website.

8. Financial Service Authority Regulation No. 29/POJK.04/2016 regarding Annual Report of Issuers or Public Companies.

9. Financial Service Authority Regulation No. 21/POJK.04/2015 regarding the Implementation of Public Company Governance Guidelines.

10. Financial Service Authority Circular Letter No. 32/SEOJK.04/2015 regarding Guidelines for Public Company Governance.

11. Financial Service Authority Circular Letter No. 16/SEOJK.04/2021 regarding the Form and Content of the Annual Report of Issuers or Public Companies.

12. Letter of the Minister of SOEs No. S-35/MBU/01/2020 regarding the Implementation of Anti-Bribery Management Systems in SOEs.

13. Regulation of the Minister of SOEs No. PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises.

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14. Regulation of the Minister of SOEs No. PER-3/MBU/03/2023 on Organs and Human Resources of State-Owned Enterprises.

**TELKOMGROUP GOVERNANCE PRINCIPLES**

TelkomGroup implements five principles of GCG as the main pillars in conducting all its business activities in a professional and transparent manner. In line with this, Telkom also fully complies with the provisions set by the Financial Services Authority, particularly in OJK Regulation Number 21/POJK.04/2015 regarding Implementation of Guidelines for Corporate Governance of Public Companies and OJK Circular Letter Number 32/SEOJK.04/2015 regarding Guidelines for Corporate Governance of Public Company and Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises.

**GCG Principles**

---

| | | | |
|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Explanation**<br><BORDER_TOP> | **Implementation at Telkom**<br><BORDER_TOP> | **Implementation at Telkom**<br><BORDER_TOP>.1 |
| Transparency  | Openness in carrying out the decision-making process and openness in disclosing material and relevant information about the company. | 1. | Publication of Financial Statements and Annual Reports as well as other material information as a means for investors to access important information easily and transparently. |
|  |  | 2. | Access information in the form of company websites, print media and press releases, direct meeting with investor, public exposure, and press gathering. |
| Accountability  | Clarity of functions, implementation, and accountability of the company's organs so that company management is carried out effectively. | 1. | Availability of Charters, guidelines, or manuals that contain clarity on the functions, implementation, and responsibilities of shareholders, Board of Commissioners, Board of Directors, Committees, and Corporate Secretary. |
|  |  | 2. | Implement check and balance mechanism of authority and role in the management of the Company. |
|  |  | 3. | Have clearly defined Key Performance Indicator (KPI) and operational target. |
| Responsibility  | Compliance in corporate management with laws and regulations and healthy corporate principles. | 1. | Comply with laws and/or regulation on taxation, fair competition, industrial relations, occupational health and safety, payroll standards, and other related regulations. |
|  |  | 2. | Have a mechanisms and procedures that regulate and evaluate compliance with applicable laws and regulations, as well as implementing healthy corporate principles. |
|  |  | 3. | Have a legal and compliance management function tasked with ensuring compliance with all regulations and laws. |
| Independency  | A situation in which the company is managed professionally without a conflict of interest and influence/pressure from any party that is not in accordance with the provisions of laws and regulations and the principles of a healthy corporation.  | 1. | Carry out professionalism within the company without conflict of interest and free from the influence of pressure from other parties that are not in accordance with regulations and contrary to the principles of a healthy corporation. |
|  |  | 2. | Include the rules/authority for corporate decision-making in the Board Charter and the Company's Articles of Association that emphasize independence. |
|  |  | 3. | Have an additional policy in the Corporate Governance Guidelines that are oriented towards the principle of independence, such as the policy of conflict-of-interest transactions, the prohibition of political party donations, and the prohibition of affiliation relationship. |
| Fairness  | Fairness and equality in fulfilling the rights of stakeholders arising based on agreements and provisions of laws and regulations. | 1. | Apply the principles of equality and fairness in fulfilling the rights of stakeholders arising based on agreements and applicable laws and regulations. |

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[Table of Content](#TOC)

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| | |
|:---|:---|
| **Implementation at Telkom**<br><BORDER_TOP> | **Implementation at Telkom**<br><BORDER_TOP>.1 |
| 2. | Respect the rights of minority shareholders. |
| 3. | Prohibits insider trading practices. |
| 4. | Implement performance management based on the balanced scorecard. |
| 5. | Conduct an open auction in the procurement of goods/services and implement e-procurement. |

---

**IMPLEMENTATION OF CORPORATE GOVERNANCE ASPECT AND PRINCIPLE BY THE OJK**

Telkom applies eight company management principles following the Public Company Governance Guidelines from the Financial Services Authority (OJK) from the evaluation result as of the end of 2025, as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
| **Aspect 1: The Public-Listed Company's Relationship with Shareholders in Ensuring Shareholders' Rights**  | **Aspect 1: The Public-Listed Company's Relationship with Shareholders in Ensuring Shareholders' Rights**  | **Aspect 1: The Public-Listed Company's Relationship with Shareholders in Ensuring Shareholders' Rights**  | **Aspect 1: The Public-Listed Company's Relationship with Shareholders in Ensuring Shareholders' Rights**  | **Aspect 1: The Public-Listed Company's Relationship with Shareholders in Ensuring Shareholders' Rights**  |
| **Principle 1** | **Principle 1** | **Principle 1** | **Principle 1** | **Principle 1** |
| Improving the Value of General Meeting Shareholders (GMS). | 1. | Method or technical procedure for voting, whether open or closed, that prioritize the independence and interest of shareholders. | Telkom already has technical procedures for voting set out in the procedures for the General Meeting of Shareholders.  | Comply |
|  | 2. | Members of the Board of Directors and the Board of Commissioners attend the Annual GMS.  | All of the members of the Board of Directors and the Board of Commissioners attended the GMS.  | Comply |
|  | 3. | A summary of minutes of GMS is available at the Website at least 1 year. | Telkom provided a Summary of Minutes of GMS at the Company's Website under Investor Relations.  | Comply |
| **Principle 2** | **Principle 2** | **Principle 2** | **Principle 2** | **Principle 2** |
| Improving Communication Quality of the Public Listed Company with Shareholders or Investors. | 1. | To have a policy on communication between the public company and shareholders or investors.<br>| Telkom has a policy on communication with investors through Non-Deal Roadshow, One on One Meeting, Earnings Call, Public Expose, Conference, and Investor Summit.  | Comply |
|  | 2. | Disclose communication policy of the public company at the website. | Telkom has made available materials of each Earnings Call, Conference and materials of presentation to investor at the company's website to provide equality for shareholders or investor regarding the implementation of communication with the company.  | Comply |
| **Aspect 2: Function and Role of the Board of Commissioners** | **Aspect 2: Function and Role of the Board of Commissioners** | **Aspect 2: Function and Role of the Board of Commissioners** | **Aspect 2: Function and Role of the Board of Commissioners** | **Aspect 2: Function and Role of the Board of Commissioners** |
| **Principle 3** | **Principle 3** | **Principle 3** | **Principle 3** | **Principle 3** |
| Strengthening the Membership and Composition of Board of Commissioners. | 1. | Determination of the numbers of the Board of Commissioners members should consider the company's conditions. | Telkom has complied with the provision applicable to the company as public company as set out in Article 20 of Regulation of Financial Services Authority No. 33/POJK.04/2014 that the number of members of the Board of  | Comply |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
|  | | | Commissioners must be at least 2 (two) people.  | |
|  | 2. | Determination of the composition of members of the Board of Commissioners considers the required variety of skills, knowledge, and experience. | Based on shareholder policy, the Board of Commissioners has been selected with consideration given to diversity of expertise, knowledge, experience, and the conditions and complexity of Telkom's business.  | Comply |
| **Principle 4** | **Principle 4** | **Principle 4** | **Principle 4** | **Principle 4** |
| Improving the Quality of Duty and Responsibility of the Board of Commissioners. | 1. | The Board of Commissioners has a self-assessment policy for evaluating the performance of the Board of Commissioners. | Based on the Joint Regulation of the Board of Commissioners and Directors No. 05/KEP/DK/2022 and No. PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Directors (Board Manual) Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk, there is a policy to assess the performance of Company's Board of Commissioners carried out by Series A Dwiwarna shareholders through the General Meeting of Shareholders mechanism. | Comply |
|  | 2. | The self-assessment policy is reported in the Annual Report. | Based on the Joint Regulation of the Board of Commissioners and Directors No. 05/KEP/DK/2022 and No. PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Directors (Board Manual) Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk, there is a policy for self-assessment which is disclosed in the Annual Report. | Comply |
|  | 3. | The Board of Commissioners has a policy of resignation in the event of involvement in any financial crimes. | In accordance with Telkom's Articles of Association, jo. Regulation of Financial Services Authority No. 33/POJK.04/2014 regarding the Board of Directors and Board of Commissioners of Issuers or Public Companies, any member of the Board of Commissioners who does not meet any requirements to be a member of the Board of Commissioners as set out in the Articles of Association and Regulation of Financial Services Authority No. 33/POJK.04/2014 including any involvement in any  | Comply |

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| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
|  | | | financial crimes, consequently his/her position will be null and void.<br>In the event that the members of the Board of Commissioners resign, it will be resolved at the GMS.  | |
|  | 4. | The Board of Commissioners, through the Nomination and Remuneration Committee formulates a succession policy in the process of nominating members of the Board of Directors. | The Nomination and Remuneration Committee in the Nomination and Remuneration Committee charter states that one of its duties is to provide recommendations to the Board of Commissioners to be submitted to the Series A Dwiwarna Shareholders, one of which is regarding succession planning for members of the Board of Directors.<br>In addition, as a SOE, the provision of succession of the Board of Directors refers to Regulation of Minister of SOE No. PER-03/MBU/02/2015 regarding Requirements, Procedures for the Appointment, and Dismissal of a Member of the Board of Directors of SOE.  | Comply |
| **Aspect 3: Function and Role of the Board of Directors** | **Aspect 3: Function and Role of the Board of Directors** | **Aspect 3: Function and Role of the Board of Directors** | **Aspect 3: Function and Role of the Board of Directors** | **Aspect 3: Function and Role of the Board of Directors** |
| **Principle 5** | **Principle 5** | **Principle 5** | **Principle 5** | **Principle 5** |
| Strengthening Membership and Compositions of the Board of Directors. | 1. | Determination of the number of members of the Board of Directors takes into account the company's conditions and effectiveness in decision-making. | Determination of the number of Directors of the company refers to Article 2 paragraph (1) and paragraph (2) of Financial Service Authority Regulation No. 33/POJK.04/2014 regarding the Board of Directors and Board of Commissioners of Issuers or Public Companies which stipulates that the number of members of the Board of Directors consists of at least 2 (two) members of the Board of Directors, of which 1 (one) is appointed as President Director. | Comply |
|  | 2. | Determination of the composition of members of the Board of Directors takes into account a variety of skills, knowledge, and experiences as required. | At the shareholders' discretion, members of the Board of Directors of the company have been appointed by taking into account a variety of skills, knowledge, experiences, and the company's conditions and business complexity.  | Comply |

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| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
|  | 3. | Members of the Board of Directors in charge of accounting and finance have skills and/or knowledge in accounting. | The members of the Board of Directors in charge of accounting and finance in the company is the Director of Finance & Risk Management who has sufficient accounting and financial knowledge and experience as can be seen in the position and education history of the Board of Directors under the section of Profiles of the Board of Directors. | Comply |
| **Principle 6** |  |  |  |  |
| Improving The Quality of Task execution and Responsibility of the Board of Directors. | 1. | The Board of Directors has a policy to self-assess the performance of the Board of Directors. | The Board of Directors has a policy that regulates performance evaluation, process and indicators for assessing the performance of the Board of Directors individually and collegially, this is stated in the Board of Directors Performance Assessment section in the Joint Regulations of the Board of Commissioners and Directors No. 05/KEP/DK/2022 and No. PD.620.00 /r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Directors (Board Manual) of the Company (Persero) PT Telekomunikasi Indonesia Tbk. | Comply |
|  | 2. | The self-assessment policy is reported in an Annual Report. | Results of the self-assessment of the Board of Directors are reported in the Company's Annual Report under the section of Corporate Governance.  | Comply |
|  | 3. | The Board of Directors has a policy of resignation in the event of involvement in any financial crimes. | Based on Telkom's Articles of Association and Financial Service Authority Regulation No. 33/POJK.04/2014 regarding the Board of Directors and Board of Commissioners of Issuers or Public Companies, any member of the Board of Directors who does not meet the requirements to become a member of the Board of Directors and who is involved in a financial crime, his position as Director will be null and void. <br>In the event that the member of the Board of Directors resigns, it will be decided through the GMS mechanism. | Comply |

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| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
| **Aspect 4: Stakeholders' Participation** | **Aspect 4: Stakeholders' Participation** | **Aspect 4: Stakeholders' Participation** | **Aspect 4: Stakeholders' Participation** | **Aspect 4: Stakeholders' Participation** |
| **Principle 7** | **Principle 7** | **Principle 7** | **Principle 7** | **Principle 7** |
| Improving Corporate Governance Aspect Through Stakeholders Participation. | 1. | To have a policy to prevent insider trading practice. | Based on Regulation of the Director of Human Capital Management No. PR 209.05/r.02/ HK250/COP-A0900000/2024 regarding Employee Discipline, the policy to prevent insider trading practice is contained in Article 5 regarding prohibitions for each employee include abuse of authority or position and unauthorized use of company information. | Comply |
|  | 2. | To have a policy of anti-corruption and anti-fraud. | Telkom is always committed to supporting the implementation of anti-corruption and anti-fraud in the corporate environment by developing programs and procedures as outlined in internal policies, namely the Integrity Pact, business ethics, LHKPN (Wealth Report of State Administrators) reporting, employee discipline, gratification control, and ISO implementation 37001:2016 Anti-Bribery Management System (SMAP). In 2025, Telkom again received ISO 37001:2016 certification for the implementation of SMAP in several work unit. | Comply |
|  | 3. | To have a policy on the selection and capacity building of suppliers and vendors. | Telkom selects suppliers and vendors based on procurement policies that exist within Telkom internally which are managed through the SSO Procurement & Sourcing Center Unit which is carried out based on Regulation of the Director of Finance & Risk Management PR.324.00/r.00/HK240/COP-K0E00000/2025 regarding Guidelines for Procurement Implementation.  | Comply |
|  | 4. | To have a policy on the fulfillment of creditors' rights. | Telkom has a policy to fulfill the rights of our creditors through the Financial Accounting Unit & Corporate Finance Unit that sets out and manages the rights of Telkom's creditors.  | Comply |
|  | 5. | To have a policy on whistleblowing system. | Through the Resolution of the Board of Commissioners No. 08/KEP/DK/2025 regarding Policies and Procedures for Handling  | Comply |

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| | | | | |
|:---|:---|:---|:---|:---|
| **Principle**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP> | **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
|  | | | Complaints (Whistleblowing System) within TelkomGroup which was later ratified by Directors Regulation, Telkom guarantees and ensures the protection of the confidentiality of reporters, both employees and third parties who submit complaints or reports of alleged violations. This Whistleblowing System develops complaint channels into 7 (seven) complaint channels, which can be accessed on the Telkom website in the Telkom Integrity Line menu. | |
|  | 6. | To have a Policy on the granting of long-term incentives to the Board of Directors and Employees. | In determining the incentives obtained by the Board of Directors, Telkom is guided by Regulation of Minister of SOE No. PER-3/MBU/03/2023 regarding Organ and Human Resources of SOE and their amendment as well as Guidelines for the Implementation of Work (Charter) of Committee for Nomination and Remuneration. As for employees, this incentive is contained in the Collective Labor Agreement (PKB) regarding Compensation and Benefit and Director of Human Capital Management Regulation No. PR 207.22/r.00/PS770/COP-J2000000/2016 regarding Awards and Recognition which explain the mechanism of giving rewards to employees in the form of stock option as well as an explanation of reward level, one of them at the advanced level are rewarded consistently and in the long-term financially. | Comply |
| **Principle 8** |  |  |  |  |
| Improving the Implementation of Information Disclosure. | 1. | To use wider information technology along with website as a medium of information disclosure. | Telkom is also active in various social media as medium for information disclosure and product promotion. In addition, Telkom also use the mailing list system as medium for information disclosure and communication with investor.  | Comply |
|  | 2. | The Annual Report of Public Companies disclose the most current beneficial owners of the company's ownership, at least 5% other than major  | Telkom discloses the ultimate beneficial owner in the ownership of company shares with ownership of 5% or more in Telkom's Annual Report in the Composition of  | Comply |

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| | |
|:---|:---|
| **Recommendation**<br><BORDER_TOP>.1 | **Implementation**<br><BORDER_TOP> |
| shareholders and controllers. | Shareholders section. |

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The company's commitment to preventing and eradicating corruption is carried out in three stages. The first is establishing anti-corruption policies, integrating anti-corruption policies into business operations, and reporting and being involved in anti-corruption programs. Anti-corruption policies and procedures are established to identify, prevent, and overcome corruption in the company. Telkom's anti-corruption policy is based on a comprehensive risk assessment regarding the potential for corruption in all business operations. Telkom has also developed programs and procedures outlined in internal policies, including Integrity Pact policies, business ethics, LHKPN reporting obligations, employee discipline, gratification control, and the Anti-Bribery Management System (SMAP) assessment.

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### CORPORATE GOVERNANC E STRUCTURE
Referring to Law No. 40 of 2007 regarding Limited Liability Companies, the Governance structure in Telkom consists of three main corporate organs, namely the General Meeting of Shareholders (GMS), the Board of Commissioners, and the Board of Directors.

1. The General Meeting of Shareholders (GMS) is a company organ that has authority that is not granted to the Board of Directors or the Board of Commissioners within the limit specified in the Law and/or the Articles of Association.

2. The Board of Commissioners is a company organ that in charge of conducting general and/or special supervision in accordance with the Articles of Association and providing advice to the Board of Directors.

3. The Board of Directors is a company organ that is authorized and fully responsible for managing the company for the interests of the company, in accordance with the purposes and objectives of the company, and representing the company, both inside and outside the court, in accordance with the provisions of the Articles of Association.

The Board of Commissioners and the Board of Directors may establish supporting organs to carry out their duties and responsibilities in accordance with the needs and prevailing laws and regulations. The supporting organs are the Corporate Secretary, Internal Audit Department, Audit Committee, Committee for Nomination and Remuneration, Committee for Planning and Risk Evaluation and Monitoring, and Integrated Governance Committee. Each of these organs has important functions, authorities, and responsibilities in the implementation of good corporate governance.

![Graphic](tmb-20260512x6k033.jpg)

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### CORPORATE GOVERNANCE ASSESSMENT
Through the implementation of GCG, Telkom strengthens accountability, encourages improved operational performance, and builds a solid reputation and corporate value. The implementation of governance is carried out comprehensively by complying with all applicable regulatory frameworks, ranging from Laws, Government Regulations, to Ministerial Regulations, as well as meeting the requirements set by the Financial Services Authority (OJK) for public companies whose shares are listed on the Indonesia Stock Exchange (IDX).

In addition, Telkom follows governance standards measured through the ASEAN Corporate Governance Scorecard (ACGS), developed by the ASEAN Capital Market Forum (ACMF) based on OECD principles. This parameter aims to increase investor confidence in ASEAN companies, including Telkom, to strengthen their reputation in the international market. There are four main parameters assessed: including Rights and Fair Treatment of Shareholders, Sustainability and Resilience, Disclosure and Transparency, and Responsibilities of the Board of Directors and Board of Commissioners. To date, TelkomGroup has implemented governance in accordance with ACGS parameters, which are assessed annually by independent assessors.

TelkomGroup has also been recognized for its success in creating a transparent, accountable, and long-term oriented organizational environment, as acknowledged through the Best State-Owned Enterprises (Big Cap) award at the 16<sup>th</sup> IICD Corporate Governance Conference & Award 2025. Through the integration of GCG values in every aspect of operations and decision-making, the company is ready to move forward as a driver of an integrated and responsible digital ecosystem at the national and regional levels.

As a manifestation of its ongoing commitment, TelkomGroup consistently strengthens its culture of compliance and business ethic across all organizational lines through socialization program, internalization of value, and multi-layered oversight of the implementation of GCG principles. These efforts are supported by the utilization of digital system and reliable internal control to ensure optimal risk management, conflict of interest prevention, and the implementation of transparency and accountability principles. GCG is not only positioned as a means of fulfilling regulatory obligation but has become a strategic value integrated into the company's operation to support business sustainability and long-term value creation for all stakeholders.

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### GENERAL MEETING OF SHAREHOLDERS (GMS)
The General Meeting of Shareholders (GMS) is Telkom's highest governing organ, where shareholders make important and strategic decisions. The organization of the GMS refers to the following provisions, namely:

1. Law No. 40 of 2007 regarding Limited Liability Companies.

2. Law No. 19 of 2003 regarding State Owned Enterprise Minister.

3. Financial Service Authority Regulation No. 15/POJK.04/2020 regarding the Planning and Holding of General Meeting of Shareholders of Public Companies ("POJK No. 15 of 2020").

4. Financial Services Authority Regulation No. 16/POJK.04/2020 regarding the Implementation of Electronic General Meeting of Shareholders of Public Companies ("POJK No. 16 of 2020").

5. Company's Articles of Association.

In accordance with Telkom's Articles of Association and Laws and Regulations, the Annual General Meeting of Shareholders (AGMS) is held once a year with the following routine agenda:

1. Approval of the Company's Annual Report, including Board of Commissioners Supervisory Task Report.

2. Ratification of the Company's Financial Statement and Annual Partnership and Community Development Program Report, as well as the Exemption of Liabilities of the members of the Board of Directors and Commissioners.

3. Determination of Company's Net Income, including dividend payment in the Financial Year.

4. The determination of remuneration for the members of the Board of Directors and Commissioners.

5. The appointment of Public Accounting Firm to audit the Company's Financial Statements, including audit of Internal Control over Financial Reporting and Appointment of a Public Accounting Firm to audit Financial Statements of Partnership and Community Development Programs.

6. Any other agenda proposed by one or more shareholders that represent 1/20 or more of all shares that have a voting right.

At the GMS, Shareholders are granted rights based on POJK No. 15 of 2020 and the Company's Articles of Association, as follows:

1. Shareholders, either in person or by proxy, are entitled to attend the GMS.

2. Shareholders, ether in person or represented by power of attorney, shareholders are entitled to vote in the GMS.

3. Shareholders who are entitled to attend the GMS are shareholders whose names are registered on the list of shareholders of the public company 1 (one) business day before the invitation to the GMS.

4. Shareholders have the right to ask questions and/or express opinions at the GMS.

In addition, shareholders also have the right to submit a request for the GMS on the condition that the person submitting is 1 (one) or more shareholders who jointly represent 1/10 (one out of ten) or more of the total number of shares with voting rights.

**GMS FOR THE 2023 FINANCIAL YEAR**

In 2024, the company convened one GMS, namely AGMS for the 2023 Financial Year, which was held in a hybrid format on May 3, 2024, at the Ballroom of Four Seasons Hotel, Jl. Jend. Gatot Subroto No. 18, Jakarta. The implementation of AGMS was in accordance with the mechanism stipulated in OJK Regulation No. 15/POJK.04/2020, OJK Regulation No. 16/POJK.04/2020, and Company's Articles of Association.

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**Process of Convening the GMS**

The stages of convening the GMS for the 2023 Financial Year are as follows:

**Stages of Convening the GMS for the 2023 Financial Year**

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| | |
|:---|:---|
| &nbsp;&nbsp;**Stages** | &nbsp;&nbsp;**Implementation Date** |
| &nbsp;&nbsp;Notification Letter of GMS Plan to OJK | &nbsp;&nbsp;March 13, 2024 |
| &nbsp;&nbsp;Announcement of GMS  | &nbsp;&nbsp;March 21, 2024 |
| &nbsp;&nbsp;Invitation to GMS | &nbsp;&nbsp;April 5, 2024 |
| &nbsp;&nbsp;Implementation of GMS  | &nbsp;&nbsp;May 3, 2024 |
| &nbsp;&nbsp;Summary of Minutes of GMS | &nbsp;&nbsp;May 7, 2024 |
| &nbsp;&nbsp;Minutes of GMS | &nbsp;&nbsp;May 31, 2024 |

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To ensure independence, the company appointed independent parties as supporting professionals, namely Notary Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate the votes. The details of agenda and implementation of decision for the AGMS 2023 Financial Year are as follows:

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| | |
|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP> |
| Chair of the Meeting | Mr. Bambang Permadi Soemantri Brodjonegoro  |
| Quorum of Attendance | The holder/proxy of Series A Dwiwarna share and holder/proxy of Series B share who present and/or represented physically and electronically through eASY.KSEI that entirely representing 85,078,795,949 shares or 85.8842038% of the total number of shares having legal voting right which have been issued by the Company up to the date of the Meeting namely, in the total amount of 99,062,216,600 shares; with due regard to the Register of Shareholder at the closing of the share trading on April 4, 2024. |
| Attendance of the Board of Commissioners and Board of Directors | **Board of Commissioners:**<br>**•** Mr. BAMBANG PERMADI SOEMANTRI BRODJONEGORO – President Commissioner concurrently Independent Commissioner;<br>• Mr. WAWAN IRIAWAN – Independent Commissioner;<br>• Mr. BONO DARU ADJI – Independent Commissioner;<br>• Mr. MARCELINO RUMAMBO PANDIN – Commissioner;<br>• Mr. ISMAIL – Commissioner;<br>• Mr. RIZAL MALLARANGENG – Commissioner\*;<br>• Mr. ISA RACHMATARWATA – Commissioner;<br>• Mr. SILMY KARIM– Commissioner.<br>**Board of Directors:**<br>**•** Mr. RIRIEK ADRIANSYAH – President Director;<br>• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;<br>• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;<br>• Mr. AFRIWANDI – Director of Human Capital Management;<br>• Mr. HERI SUPRIADI – Director of Finance & Risk Management;<br>• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;<br>• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;<br>• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;<br>• Mr. HONESTI BASYIR – Director of Group Business Development.<br>\*Present at the Meeting via video teleconference. |
| **First Agenda** | Approval of Annual Report and Ratification of the Company's Consolidated Financial Statement, Approval of the Board of Commissioners' Supervision Duty Report and Ratification of the Financial Statement of the Micro and Small Business Funding ("MSBF") Program for the Financial Year 2023, and granting full release and discharge of responsibilities (*volledig acquit et de charge*) to the Board of Directors for the management of the Company and to the Board |

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.3 |
| | of Commissioners for the supervision of the Company carried out during the Financial Year 2023. | of Commissioners for the supervision of the Company carried out during the Financial Year 2023. | of Commissioners for the supervision of the Company carried out during the Financial Year 2023. |
| Number of Shareholders who Ask<br>Questions | There was one response from the Series A Dwiwarna and 2 (two) questions from Shareholders. | There was one response from the Series A Dwiwarna and 2 (two) questions from Shareholders. | There was one response from the Series A Dwiwarna and 2 (two) questions from Shareholders. |
| The Result of Decision Making | Agree: 83,762,560,125 shares or 98.4529214%<br>Disagree: 261,092,978 shares or 0.3068837%<br>Abstain: 1,055,142,846 shares or 1.2401949% | Agree: 83,762,560,125 shares or 98.4529214%<br>Disagree: 261,092,978 shares or 0.3068837%<br>Abstain: 1,055,142,846 shares or 1.2401949% | Agree: 83,762,560,125 shares or 98.4529214%<br>Disagree: 261,092,978 shares or 0.3068837%<br>Abstain: 1,055,142,846 shares or 1.2401949% |
| Resolution | 1. | Approve the Annual Report of the Company including the Board of Commissioners' Supervision Duty Report for the Financial Year of 2023 ending on 31 December 2023. | Approve the Annual Report of the Company including the Board of Commissioners' Supervision Duty Report for the Financial Year of 2023 ending on 31 December 2023. |
|  | 2. | Ratify: | Ratify: |
|  |  | a. | the Consolidated Financial Statements of the Company for the Financial Year of 2023 which ended on 31 December 2023, which has been audited by the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of Ernst &<br>Young Global Limited) according to its report, Number 00268/2.1032/AU.1/06/0687-2/1/III/2024 dated 22 March 2024 with an opinion "fair in all material respects". |
|  |  | b. | the Financial Statements of the Micro and Small Business Funding Program for the Financial Year of 2023 which ended on 31 December 2023, which has been audited by the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of Ernst & Young Global Limited) according to its report, Number 00181/2.1032/AU.2/10/1902-1/1/III/2024 dated 8 March 2024 with an opinion "fair in all material respects". |
|  | 3. | With the approval of the Annual Report of the Company including the Board of Commissioners' Supervision Duty Report, and the ratification of the Consolidated Financial Statements of the Company and Financial Statement of the Micro and Small<br>Business Funding (MSBF) Program, in the entirety for the Financial Year 2023 ending on 31 December 2023, the Meeting grants full release and discharge (*volledig acquit et de charge*) to the members of the Board of Directors for the management of the Company and to all members of the Board of Commissioners for the supervision of the Company that have been carried out during the Financial Year 2023 ending on 31 December 2023, to the extent that such actions do not constitute a criminal offense and have been reflected in the aforementioned Reports. | With the approval of the Annual Report of the Company including the Board of Commissioners' Supervision Duty Report, and the ratification of the Consolidated Financial Statements of the Company and Financial Statement of the Micro and Small<br>Business Funding (MSBF) Program, in the entirety for the Financial Year 2023 ending on 31 December 2023, the Meeting grants full release and discharge (*volledig acquit et de charge*) to the members of the Board of Directors for the management of the Company and to all members of the Board of Commissioners for the supervision of the Company that have been carried out during the Financial Year 2023 ending on 31 December 2023, to the extent that such actions do not constitute a criminal offense and have been reflected in the aforementioned Reports. |
| Follow-up/Realization | Approved. | Approved. | Approved. |
| **Second Agenda** | Determination on Utilization of the Company's Net Profit for the Financial Year of 2023. | Determination on Utilization of the Company's Net Profit for the Financial Year of 2023. | Determination on Utilization of the Company's Net Profit for the Financial Year of 2023. |
| Number of Shareholders who Ask<br>Questions | There was 1 (one) question from a Shareholder, but it was irrelevant. | There was 1 (one) question from a Shareholder, but it was irrelevant. | There was 1 (one) question from a Shareholder, but it was irrelevant. |
| The Result of Decision Making | Agree: 83,605,330,146 shares or 98.2681163%<br>Disagree: 491,448,855 shares or 0.5776396%<br>Abstain: 982,016,948 shares or 1.1542441% | Agree: 83,605,330,146 shares or 98.2681163%<br>Disagree: 491,448,855 shares or 0.5776396%<br>Abstain: 982,016,948 shares or 1.1542441% | Agree: 83,605,330,146 shares or 98.2681163%<br>Disagree: 491,448,855 shares or 0.5776396%<br>Abstain: 982,016,948 shares or 1.1542441% |
| Resolution | To determine the utilization of net profit of the Company for Financial Year of 2023 in the amount of Rp24,559,749,105,967 to be allocated as follows: | To determine the utilization of net profit of the Company for Financial Year of 2023 in the amount of Rp24,559,749,105,967 to be allocated as follows: | To determine the utilization of net profit of the Company for Financial Year of 2023 in the amount of Rp24,559,749,105,967 to be allocated as follows: |
|  | 1. | Cash Dividend amounting to 72% of net profit or in the amount of Rp17,683,019,356,296.20 or Rp178.5041761 per share, based on the number of shares issued as of the date of the Meeting, which amounted to 99,062,216,600 shares. Payment is made with the following conditions. | Cash Dividend amounting to 72% of net profit or in the amount of Rp17,683,019,356,296.20 or Rp178.5041761 per share, based on the number of shares issued as of the date of the Meeting, which amounted to 99,062,216,600 shares. Payment is made with the following conditions. |
|  |  | a. | Dividend portion of the State of the Republic of Indonesia amounting to Rp9,211,235,606,774.44 is deposited into the State General Treasury account. |
|  |  | b. | Distribution of Cash Dividend for Financial Year of 2023 is carried out under the following conditions: |
|  |  | <br> i | Those who are entitled to receive Cash Dividend are shareholders whose names are registered in the Company's Register of Shareholders at the closing of the trading of the Company's shares in the Indonesia Stock Exchange as of 17 May 2024; |
|  |  | <br> ii | Cash Dividend will be paid in lump sum no later than 6 June 2024. |

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.2 |
|  |  | c. | Grant power and authority to the Board of Directors with the right of substitution to further regulate the procedures for distributing dividend and to announce them with due regard to the prevailing laws and regulations on the stock exchange where the Company's shares are listed. |
|  | 2. | Recorded as Retained Profit amounting to 28% of net profit or an amount of Rp6,876,729,749,670.80 which will be used to finance the Company's business development. | Recorded as Retained Profit amounting to 28% of net profit or an amount of Rp6,876,729,749,670.80 which will be used to finance the Company's business development. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Third Agenda** | Determination of Bonus for the Financial Year of 2023, Salary for Board of Directors and Honorarium for Board of Commissioners Including other Facilities and Benefits for the Year of 2024. | Determination of Bonus for the Financial Year of 2023, Salary for Board of Directors and Honorarium for Board of Commissioners Including other Facilities and Benefits for the Year of 2024. | Determination of Bonus for the Financial Year of 2023, Salary for Board of Directors and Honorarium for Board of Commissioners Including other Facilities and Benefits for the Year of 2024. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 76,780,119,391 shares or 90.2458933% <br>Disagree: 7,327,563,963 shares or 8.6126794%<br>Abstain: 971,112,595 shares or 1.1414273% | Agree: 76,780,119,391 shares or 90.2458933% <br>Disagree: 7,327,563,963 shares or 8.6126794%<br>Abstain: 971,112,595 shares or 1.1414273% | Agree: 76,780,119,391 shares or 90.2458933% <br>Disagree: 7,327,563,963 shares or 8.6126794%<br>Abstain: 971,112,595 shares or 1.1414273% |
| Resolution | 1. | Approve the granting of authority and power to Series A Dwiwarna Shareholder to determine the following items for members of the Board of Commissioners: | Approve the granting of authority and power to Series A Dwiwarna Shareholder to determine the following items for members of the Board of Commissioners: |
|  |  | a. | Tantiem/Performance Incentives/Special Incentives for Financial Year of 2023 and/or Long-Term Incentives for the period of Financial Year of 2024-2026, in accordance with the prevailing laws; and |
|  |  | b. | Honorarium, Allowances and Facilities for Financial Year 2024. |
|  | 2. | Approve the granting of authority and power to the Board of Commissioners by obtaining prior written approval from the Series A Dwiwarna Shareholder to determine the following items for Members of the Board of Directors: | Approve the granting of authority and power to the Board of Commissioners by obtaining prior written approval from the Series A Dwiwarna Shareholder to determine the following items for Members of the Board of Directors: |
|  |  | a. | Tantiem/Performance Incentives/Special Incentives for Financial Year of 2023 and/or Long-Term Incentives for the period of Financial Year of 2024-2026, in accordance with the prevailing laws; and |
|  |  | b. | Salary, Benefits and Facilities for the Financial Year of 2024. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Fourth Agenda** | Appointment of Public Accounting Firm to Audit the Company's Consolidated Financial Statement and Company's Financial Report of the MSBF Program for Financial Year of 2024. | Appointment of Public Accounting Firm to Audit the Company's Consolidated Financial Statement and Company's Financial Report of the MSBF Program for Financial Year of 2024. | Appointment of Public Accounting Firm to Audit the Company's Consolidated Financial Statement and Company's Financial Report of the MSBF Program for Financial Year of 2024. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 78,242,088,661 shares or 91.9642642%<br>Disagree: 5,857,698,774 shares or 6.8850278%<br>Abstain: 979,008,514 shares or 1.1507080% | Agree: 78,242,088,661 shares or 91.9642642%<br>Disagree: 5,857,698,774 shares or 6.8850278%<br>Abstain: 979,008,514 shares or 1.1507080% | Agree: 78,242,088,661 shares or 91.9642642%<br>Disagree: 5,857,698,774 shares or 6.8850278%<br>Abstain: 979,008,514 shares or 1.1507080% |
| Resolution | 1. | Appoint the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of Ernst & Young Global Limited) as the KAP who will audit the Company's Consolidated Financial Statements as well as the Financial Statements of Micro and Small Business Funding Program and other reports for the Financial Year of 2024. | Appoint the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member Firm of Ernst & Young Global Limited) as the KAP who will audit the Company's Consolidated Financial Statements as well as the Financial Statements of Micro and Small Business Funding Program and other reports for the Financial Year of 2024. |
|  | 2. | Approve the granting of authority and power to the Company's Board of Commissioners to carry out: | Approve the granting of authority and power to the Company's Board of Commissioners to carry out: |
|  |  | a. | Appointment of a Public Accountant and/or Public Accounting Firm to audit the Company's Consolidated Financial Statements for other period in the Financial Year of 2024 for the purposes and interests of the Company; and |
|  |  | b. | Determination of audit service fees and other requirements for Public Accountants and/or Public Accounting Firms, as well as appointing Substitute Public Accountants and/or Public Accounting Firms in the case of Purwantono, Sungkoro & SurjaPublic Accounting Firm (a member of Firm of Ernst & Young Global Limited), for any reason, is unable to complete the provision of audit services for the Company's Consolidated Financial Statements for the Financial Year of 2024 and/or other periods in the Financial Year of 2024, as well as the Financial Statements and Implementation of the Micro and Small Business Funding Program for the 2024  |

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| | | | | |
|:---|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.2 | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.3 |
| | | | Financial Year, including determining audit service fees and requirements others for the Public Accountant and/or Substitute Public Accounting Firm. | Financial Year, including determining audit service fees and requirements others for the Public Accountant and/or Substitute Public Accounting Firm. |
| Follow-up/Realization | Approved. | Approved. | Approved. | Approved. |
| **Fifth Agenda** | Changes to the Management of the Company. | Changes to the Management of the Company. | Changes to the Management of the Company. | Changes to the Management of the Company. |
| Number of Shareholders who Ask<br>Questions | There were 2 (two) questions from Shareholders. | There were 2 (two) questions from Shareholders. | There were 2 (two) questions from Shareholders. | There were 2 (two) questions from Shareholders. |
| The Result of Decision Making | Agree: 53,124,457,182 shares or 62.4414774%<br>Disagree: 29,064,071,748 shares or 34.1613576% <br>Abstain: 2,890,267,019 shares or 3.3971649% | Agree: 53,124,457,182 shares or 62.4414774%<br>Disagree: 29,064,071,748 shares or 34.1613576% <br>Abstain: 2,890,267,019 shares or 3.3971649% | Agree: 53,124,457,182 shares or 62.4414774%<br>Disagree: 29,064,071,748 shares or 34.1613576% <br>Abstain: 2,890,267,019 shares or 3.3971649% | Agree: 53,124,457,182 shares or 62.4414774%<br>Disagree: 29,064,071,748 shares or 34.1613576% <br>Abstain: 2,890,267,019 shares or 3.3971649% |
| Resolution | 1. | Confirm the honorable dismissal of Mr. Abdi Negara Nurdin as the Company's Independent Commissioner who was appointed based on Resolution of the Annual GMS for Financial Year of 2020 dated 28 May 2021, which was effective since 19 January 2024, with gratitude for the contribution of energy and thoughts given while serving as Member of the Company's Board of Commissioners. | Confirm the honorable dismissal of Mr. Abdi Negara Nurdin as the Company's Independent Commissioner who was appointed based on Resolution of the Annual GMS for Financial Year of 2020 dated 28 May 2021, which was effective since 19 January 2024, with gratitude for the contribution of energy and thoughts given while serving as Member of the Company's Board of Commissioners. | Confirm the honorable dismissal of Mr. Abdi Negara Nurdin as the Company's Independent Commissioner who was appointed based on Resolution of the Annual GMS for Financial Year of 2020 dated 28 May 2021, which was effective since 19 January 2024, with gratitude for the contribution of energy and thoughts given while serving as Member of the Company's Board of Commissioners. |
|  | 2. | Honorably dismiss the names below as Company Management: | Honorably dismiss the names below as Company Management: | Honorably dismiss the names below as Company Management: |
|  |  | 1) | Mr. Ririek Adriansyah – as President Director; | Mr. Ririek Adriansyah – as President Director; |
|  |  | 2) | Mr. Ismail – as Commissioner; | Mr. Ismail – as Commissioner; |
|  |  | 3) | Mr. Marcelino Rumambo Pandin – as Commissioner, | Mr. Marcelino Rumambo Pandin – as Commissioner, |
|  |  | each was appointed based on the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, and the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, effective as of the closing of this GMS, with gratitude for the contribution of energy and thoughts given while serving as Management of the Company. | each was appointed based on the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, and the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, effective as of the closing of this GMS, with gratitude for the contribution of energy and thoughts given while serving as Management of the Company. | each was appointed based on the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, and the Resolution of the Annual GMS for the Financial Year of 2018, dated 24 May 2019, effective as of the closing of this GMS, with gratitude for the contribution of energy and thoughts given while serving as Management of the Company. |
|  | 3. | Appoint the following names as Company's Management: | Appoint the following names as Company's Management: | Appoint the following names as Company's Management: |
|  |  | 1) | Mr. Ririek Adriansyah – as President Director; | Mr. Ririek Adriansyah – as President Director; |
|  |  | 2) | Mr. Ismail – as Commissioner; | Mr. Ismail – as Commissioner; |
|  |  | 3) | Mr. Marcelino Rumambo Pandin – as Commissioner. | Mr. Marcelino Rumambo Pandin – as Commissioner. |
|  | 4. | The term of office of the members of the Board of Directors and Board of Commissioners who were appointed as referred to in number 3 is in accordance with the provisions of the Company's Articles of Association with due regard to the prevailing laws and regulations and without prejudice to the GMS's right to dismiss them at any time. | The term of office of the members of the Board of Directors and Board of Commissioners who were appointed as referred to in number 3 is in accordance with the provisions of the Company's Articles of Association with due regard to the prevailing laws and regulations and without prejudice to the GMS's right to dismiss them at any time. | The term of office of the members of the Board of Directors and Board of Commissioners who were appointed as referred to in number 3 is in accordance with the provisions of the Company's Articles of Association with due regard to the prevailing laws and regulations and without prejudice to the GMS's right to dismiss them at any time. |
|  | 5. | With the confirmation of the dismissal, the dismissal, and the appointment of the Company's Management as referred to in numbers 1, 2 and 3, the composition of the members of the Company's Board of Directors and Board of Commissioners will be as follows: | With the confirmation of the dismissal, the dismissal, and the appointment of the Company's Management as referred to in numbers 1, 2 and 3, the composition of the members of the Company's Board of Directors and Board of Commissioners will be as follows: | With the confirmation of the dismissal, the dismissal, and the appointment of the Company's Management as referred to in numbers 1, 2 and 3, the composition of the members of the Company's Board of Directors and Board of Commissioners will be as follows: |
|  |  | a. | Board of Directors | Board of Directors |
|  |  |  | 1) | President Director: RIRIEK ADRIANSYAH |
|  |  |  | 2) | Director of Digital Business: MUHAMAD FAJRIN RASYID |
|  |  |  | 3) | Director of Human Capital Management: AFRIWANDI |
|  |  |  | 4) | Director of Finance & Risk Management: HERI SUPRIADI |
|  |  |  | 5) | Director of Strategic Portfolio: BUDI SETYAWAN WIJAYA |
|  |  |  | 6) | Director of Wholesale & International Service: BOGI WITJAKSONO |
|  |  |  | 7) | Director of Network & IT Solution: HERLAN WIJANARKO |
|  |  |  | 8) | Director of Enterprise & Business Service: F. M. VENUSIANA R |
|  |  |  | 9) | Director of Group Business Development: HONESTI BASYIR |
|  |  | b. | Board of Commissioners | Board of Commissioners |
|  |  |  | 1) | President/Independent Commissioner: BAMBANG PERMADI SOEMANTRI BRODJONEGORO |
|  |  |  | 2) | Independent Commissioner: WAWAN IRIAWAN |
|  |  |  | 3) | Independent Commissioner: BONO DARU ADJI |
|  |  |  | 4) | Commissioner: MARCELINO RUMAMBO PANDIN |
|  |  |  | 5) | Commissioner: ISMAIL |
|  |  |  | 6) | Commissioner: RIZAL MALLARANGENG |
|  |  |  | 7) | Commissioner: ISA RACHMATARWATA |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP> | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.2 | **AGMS for the 2023 Financial Year**<br><BORDER_TOP>.3 |
|  |  | 8) | Commissioner: ARYA MAHENDRA SINULINGGA |
|  |  | 9) | Commissioner: SILMY KARIM |
|  | 6. | Members of the Board of Directors and Board of Commissioners who are appointed as referred to in number 3 who are still serving in other positions that are prohibited by laws and regulations to be concurrently serving as members of the Board of Directors and Commissioners of a State-Owned Enterprise, then those concerned must resign or be dismissed from such position. | Members of the Board of Directors and Board of Commissioners who are appointed as referred to in number 3 who are still serving in other positions that are prohibited by laws and regulations to be concurrently serving as members of the Board of Directors and Commissioners of a State-Owned Enterprise, then those concerned must resign or be dismissed from such position. |
| | 7. | Grant power of attorney with the right of substitution to the Board of Directors of the Company to state the resolutions of this GMS in the form of a Notary Deed and appear before a Notary or an authorized official, and to make necessary adjustments or corrections if required by the competent authority for the purposes of implementing the resolutions of the Meeting. | Grant power of attorney with the right of substitution to the Board of Directors of the Company to state the resolutions of this GMS in the form of a Notary Deed and appear before a Notary or an authorized official, and to make necessary adjustments or corrections if required by the competent authority for the purposes of implementing the resolutions of the Meeting. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |

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In its implementation, decision of Annual GMS for the 2023 Financial Year immediately applies to the implementation of the company's business and operation.

**GMS FOR THE 2024 FINANCIAL YEAR**

AGMS for the 2024 Financial Year was held in a hybrid format on May 27, 2025, at the Ballroom of Four Seasons Hotel, Jl. Jend. Gatot Subroto No. 18, Jakarta. AGMS was held in accordance with the mechanism stipulated in OJK Regulation No. 15/POJK.04/2020, OJK Regulation No. 16/POJK.04/2020, and Company's Articles of Association.

**Process of Convening the GMS**

The stages of convening the GMS for the 2024 Financial Year are as follows:

**Stages of Convening the GMS for the 2024 Financial Year**

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| | |
|:---|:---|
| **Stages** | **Implementation Date** |
| Notification Letter of GMS Plan to OJK | April 10, 2025 |
| Announcement of GMS  | April 17, 2025 |
| Invitation to GMS | May 5, 2025 |
| Implementation of GMS  | May 27, 2025 |
| Summary of Minutes of GMS | June 2, 2025 |
| Minutes of GMS | June 26, 2025 |

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To ensure independence, the company appointed independent parties as supporting professionals, namely Notary Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate the votes. The details of agenda and implementation of decision for the AGMS 2024 Financial Year are as follows:

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| | |
|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP> |
| Chair of the Meeting | Mr. Marcelino Rumambo Pandin |
| Quorum of Attendance | The holder/proxy of Series A Dwiwarna shareholder and the holder/proxy of Series B shareholder who are present and/or represented physically and electronically through eASY.KSEI who together represent 86,924,742,233 shares or constitute 87.7476249% of the total number of shares with voting right that have been issued by the Company up to the day of the Meeting, namely 99,062,216,600 shares, taking into account the Shareholder Register at the close of stock trading on May 2, 2025. |
| Attendance of the Board of Commissioners and Board of Directors | **Board of Commissioners:**<br>• Mr. WAWAN IRIAWAN – Independent Commissioner;<br>• Mr. BONO DARU ADJI – Independent Commissioner;<br>• Mr. MARCELINO RUMAMBO PANDIN – Commissioner;<br>• Mr. ISMAIL – Commissioner\*; |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.2 |
| | • Mr. RIZAL MALLARANGENG – Commissioner;<br>• Mr. SILMY KARIM– Commissioner;<br>• Mr. ARYA MAHENDRA SINULINGGA – Commissioner<br>**Board of Directors:**<br>• Mr. RIRIEK ADRIANSYAH – President Director;<br>• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;<br>• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;<br>• Mr. AFRIWANDI – Director of Human Capital Management;<br>• Mr. HERI SUPRIADI – Director of Finance & Risk Management;<br>• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;<br>• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;<br>• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;<br>• Mr. HONESTI BASYIR – Director of Group Business Development.<br>\* Present at the Meeting via video teleconference.<br>- whereas Mr. Bambang Permadi Soemantri Brojonegoro, President Commissioner and Independent Commissioner, and Isa Rachmatarwata, Commissioner, were absent from the Meeting. | • Mr. RIZAL MALLARANGENG – Commissioner;<br>• Mr. SILMY KARIM– Commissioner;<br>• Mr. ARYA MAHENDRA SINULINGGA – Commissioner<br>**Board of Directors:**<br>• Mr. RIRIEK ADRIANSYAH – President Director;<br>• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;<br>• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;<br>• Mr. AFRIWANDI – Director of Human Capital Management;<br>• Mr. HERI SUPRIADI – Director of Finance & Risk Management;<br>• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;<br>• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;<br>• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;<br>• Mr. HONESTI BASYIR – Director of Group Business Development.<br>\* Present at the Meeting via video teleconference.<br>- whereas Mr. Bambang Permadi Soemantri Brojonegoro, President Commissioner and Independent Commissioner, and Isa Rachmatarwata, Commissioner, were absent from the Meeting. | • Mr. RIZAL MALLARANGENG – Commissioner;<br>• Mr. SILMY KARIM– Commissioner;<br>• Mr. ARYA MAHENDRA SINULINGGA – Commissioner<br>**Board of Directors:**<br>• Mr. RIRIEK ADRIANSYAH – President Director;<br>• Mrs. F M VENUSIANA R – Director of Enterprise & Business Service;<br>• Mr. MUHAMAD FAJRIN RASYID – Director of Digital Business;<br>• Mr. AFRIWANDI – Director of Human Capital Management;<br>• Mr. HERI SUPRIADI – Director of Finance & Risk Management;<br>• Mr. HERLAN WIJANARKO – Director of Network & IT Solution;<br>• Mr. BUDI SETYAWAN WIJAYA – Director of Strategic Portfolio;<br>• Mr. BOGI WITJAKSONO – Director of Wholesale & International Service;<br>• Mr. HONESTI BASYIR – Director of Group Business Development.<br>\* Present at the Meeting via video teleconference.<br>- whereas Mr. Bambang Permadi Soemantri Brojonegoro, President Commissioner and Independent Commissioner, and Isa Rachmatarwata, Commissioner, were absent from the Meeting. |
| **First Meeting Agenda** | Approval of Annual Report and Ratification of the Company's Consolidated Financial Statement, Approval of the Board of Commissioners' Supervision Duty Report and Ratification of the Financial Statement of the Micro and Small Business Funding Program for the Financial Year 2024, and granting full release and discharge of responsibilities (*volledig acquit et de charge*) to the Board of Directors for the management of the Company and to the Board of Commissioners for the supervision of the Company carried out during the Financial Year 2024. | Approval of Annual Report and Ratification of the Company's Consolidated Financial Statement, Approval of the Board of Commissioners' Supervision Duty Report and Ratification of the Financial Statement of the Micro and Small Business Funding Program for the Financial Year 2024, and granting full release and discharge of responsibilities (*volledig acquit et de charge*) to the Board of Directors for the management of the Company and to the Board of Commissioners for the supervision of the Company carried out during the Financial Year 2024. | Approval of Annual Report and Ratification of the Company's Consolidated Financial Statement, Approval of the Board of Commissioners' Supervision Duty Report and Ratification of the Financial Statement of the Micro and Small Business Funding Program for the Financial Year 2024, and granting full release and discharge of responsibilities (*volledig acquit et de charge*) to the Board of Directors for the management of the Company and to the Board of Commissioners for the supervision of the Company carried out during the Financial Year 2024. |
| Number of Shareholders who Ask<br>Questions | There was 1 response from the Series A Dwiwarna shareholder and 2 questions from Shareholders. | There was 1 response from the Series A Dwiwarna shareholder and 2 questions from Shareholders. | There was 1 response from the Series A Dwiwarna shareholder and 2 questions from Shareholders. |
| The Result of Decision Making | Agree: 85,727,265,976 share or 98.6223988<br>Disagree: 287,065,108 shares or 0.3302456<br>Abstain: 910,411,149 share or 1.0473556% | Agree: 85,727,265,976 share or 98.6223988<br>Disagree: 287,065,108 shares or 0.3302456<br>Abstain: 910,411,149 share or 1.0473556% | Agree: 85,727,265,976 share or 98.6223988<br>Disagree: 287,065,108 shares or 0.3302456<br>Abstain: 910,411,149 share or 1.0473556% |
| Resolution | 1. | Approving the Company's Annual Report, including the Supervisory Report of the Board of Commissioners for the Fiscal Year 2024 ending on December 31, 2024. | Approving the Company's Annual Report, including the Supervisory Report of the Board of Commissioners for the Fiscal Year 2024 ending on December 31, 2024. |
|  | 2. | Ratifying: | Ratifying: |
|  |  | a. | The Company's Consolidated Financial Statements for the Fiscal Year 2024 ending on 31th December 2024, which have been audited by the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) according to their report No. 00646/2.1032/AU.1/06/0687-3/1/IV/2025 dated April 12, 2025, with an unqualified opinion in all material respects. |
|  |  | b. | The Financial Statements of the Micro and Small Business Funding Program for the Fiscal Year 2024 ending on 31th December 2024, which have been audited by KAP Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) according to their report No. 00692/2.1032/AU.2/10/1902-2/1/IV/2025 dated 21th April 2025, with an unqualified opinion in all material respects |
|  | 3. | With the approval of the Company's Annual Report, including the Supervisory Report of the Board of Commissioners, and the ratification of the Company's Consolidated Financial Statements and the Financial Statements of the Micro and Small Business Funding Program (MSBF), all for the Fiscal Year 2024 ending on December 31, 2024, the GMS hereby grants full discharge and release (*volledig acquit et de charge*) to all members of the Board of Directors for their management actions and to the members of the Board of Commissioners for their supervisory actions taken during the Fiscal Year 2024 ending on December 31, 2024, to the extent that such actions are not criminal in nature and are reflected in the aforementioned reports. | With the approval of the Company's Annual Report, including the Supervisory Report of the Board of Commissioners, and the ratification of the Company's Consolidated Financial Statements and the Financial Statements of the Micro and Small Business Funding Program (MSBF), all for the Fiscal Year 2024 ending on December 31, 2024, the GMS hereby grants full discharge and release (*volledig acquit et de charge*) to all members of the Board of Directors for their management actions and to the members of the Board of Commissioners for their supervisory actions taken during the Fiscal Year 2024 ending on December 31, 2024, to the extent that such actions are not criminal in nature and are reflected in the aforementioned reports. |
| Follow-up/Realization | Approved. | Approved. | Approved. |
| **Second Meeting Agenda** | Determination on Utilization of the Company's Net Profit for Financial Year of 2024. | Determination on Utilization of the Company's Net Profit for Financial Year of 2024. | Determination on Utilization of the Company's Net Profit for Financial Year of 2024. |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.3 |
| Number of Shareholders who Ask Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 85,962,607,682 shares or 98.8931407%<br>Disagree: 26,466,885 shares or 0.0304480%<br>Abstain: 935,667,666 shares or 1.0764112% | Agree: 85,962,607,682 shares or 98.8931407%<br>Disagree: 26,466,885 shares or 0.0304480%<br>Abstain: 935,667,666 shares or 1.0764112% | Agree: 85,962,607,682 shares or 98.8931407%<br>Disagree: 26,466,885 shares or 0.0304480%<br>Abstain: 935,667,666 shares or 1.0764112% |
| Resolution | Determining the use of the Company's Consolidated Net Profit attributable to the owners of the parent entity for the Fiscal Year 2024 amounting to Rp23,648,767,816,604 as follows: | Determining the use of the Company's Consolidated Net Profit attributable to the owners of the parent entity for the Fiscal Year 2024 amounting to Rp23,648,767,816,604 as follows: | Determining the use of the Company's Consolidated Net Profit attributable to the owners of the parent entity for the Fiscal Year 2024 amounting to Rp23,648,767,816,604 as follows: |
|  | 1. | Cash Dividend of 89% or amounting to Rp21,047,403,356,777.60 or Rp212.4665092 per share, based on the number of shares issued as of the Meeting date, which is 99,062,216,600 shares. Payment will be made with the following provisions: | Cash Dividend of 89% or amounting to Rp21,047,403,356,777.60 or Rp212.4665092 per share, based on the number of shares issued as of the Meeting date, which is 99,062,216,600 shares. Payment will be made with the following provisions: |
|  |  | a. | Cash Dividend for the Fiscal Year 2024 will be paid proportionally to each Shareholder whose name is recorded in the Shareholder Register on the recording date. |
|  |  | b. | The Board of Directors is authorized and empowered with the right of substitution to: |
|  |  | <br> i | Determine the schedule and procedures for the distribution of Dividend payments for the Fiscal Year 2024 in accordance with applicable laws and regulations; |
|  |  | ii | Withhold taxes on Dividends in accordance with applicable tax regulations; |
|  |  | <br> iii | Handle other technical matters in accordance with applicable laws and regulations. |
|  | 2. | Recording 11% or amounting to Rp2,601,364,459,826.40 as Retained Earnings, which will be used to finance the Company's business development. | Recording 11% or amounting to Rp2,601,364,459,826.40 as Retained Earnings, which will be used to finance the Company's business development. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Third Meeting Agenda** | Determination of Salary/Honorarium including Facilities and Benefits for Director and Board of Commissioners for Financial Year 2025, also Tantiem/Performance Incentives/Special Incentives for Director and Board of Commissioners of the Financial Year 2024. | Determination of Salary/Honorarium including Facilities and Benefits for Director and Board of Commissioners for Financial Year 2025, also Tantiem/Performance Incentives/Special Incentives for Director and Board of Commissioners of the Financial Year 2024. | Determination of Salary/Honorarium including Facilities and Benefits for Director and Board of Commissioners for Financial Year 2025, also Tantiem/Performance Incentives/Special Incentives for Director and Board of Commissioners of the Financial Year 2024. |
| Number of Shareholders who Ask Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 79,662,768,025 shares or 91.6456765%<br>Disagree: 6,323,786,129 shares or 7.2750128%<br>Abstain: 938,188,079 shares or 1.0793107% | Agree: 79,662,768,025 shares or 91.6456765%<br>Disagree: 6,323,786,129 shares or 7.2750128%<br>Abstain: 938,188,079 shares or 1.0793107% | Agree: 79,662,768,025 shares or 91.6456765%<br>Disagree: 6,323,786,129 shares or 7.2750128%<br>Abstain: 938,188,079 shares or 1.0793107% |
| Resolution | 1. | Approving the granting of authority and power to the Series A Dwiwarna Shareholder to determine for members of the Board of Commissioners: | Approving the granting of authority and power to the Series A Dwiwarna Shareholder to determine for members of the Board of Commissioners: |
|  |  | a. | Tantiem/Performance Incentives/Special Incentives for the Fiscal Year 2024 and/or Long-Term Incentives for the Period 2025-2027, in accordance with applicable provisions; and |
|  |  | b. | Honorarium, Facilities, and Allowances for the Fiscal Year 2025. |
|  | 2. | Approving the granting of authority and power to the Board of Commissioners, with prior written approval from the Series A Dwiwarna Shareholder, to determine for members of the Board of Directors: | Approving the granting of authority and power to the Board of Commissioners, with prior written approval from the Series A Dwiwarna Shareholder, to determine for members of the Board of Directors: |
|  |  | a. | Tantiem/Performance Incentives/Special Incentives for the Fiscal Year 2024 and/or Long-Term Incentives for the Period 2025-2027, in accordance with applicable provisions; and |
|  |  | b. | Salary, Facilities, and Allowances for the Fiscal Year 2025. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Fourth Meeting Agenda** | Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company's Consolidated Financial Statements and Company's Financial Report of the Micro and Small Business Funding Program (MSBF) for Financial Year of 2025. | Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company's Consolidated Financial Statements and Company's Financial Report of the Micro and Small Business Funding Program (MSBF) for Financial Year of 2025. | Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company's Consolidated Financial Statements and Company's Financial Report of the Micro and Small Business Funding Program (MSBF) for Financial Year of 2025. |
| Number of Shareholders who Ask Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 79,325,268,227 shares or 91.2574098%<br>Disagree: 6,618,052,140 shares or 7.6135424%<br>Abstain: 981,421,866 shares or 1.1290478% | Agree: 79,325,268,227 shares or 91.2574098%<br>Disagree: 6,618,052,140 shares or 7.6135424%<br>Abstain: 981,421,866 shares or 1.1290478% | Agree: 79,325,268,227 shares or 91.2574098%<br>Disagree: 6,618,052,140 shares or 7.6135424%<br>Abstain: 981,421,866 shares or 1.1290478% |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.2 |
| Resolution | 1. | Approving the appointment of a Public Accountant at the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) to audit the Company's Consolidated Financial Statements, Financial Statements of the Micro and Small Business Funding Program (MSBF), and other reports for the Fiscal Year 2025. | Approving the appointment of a Public Accountant at the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) to audit the Company's Consolidated Financial Statements, Financial Statements of the Micro and Small Business Funding Program (MSBF), and other reports for the Fiscal Year 2025. |
|  | 2. | Approving the granting of authority and power to the Company's Board of Commissioners to: | Approving the granting of authority and power to the Company's Board of Commissioners to: |
|  |  | a. | Appoint a Public Accountant and/or Public Accounting Firm to audit the Company's Consolidated Financial Statements for other periods in the Fiscal Year 2025 for the purposes and interests of the Company; and |
|  |  | b. | Determine the audit fees and other terms for the Public Accountant and/or Public Accounting Firm, as well as appoint a replacement Public Accountant and/or Public Accounting Firm in the event that the Public Accountant and/or Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja (a member firm of Ernst & Young Global Limited) is unable to complete the audit services for the Company's Consolidated Financial Statements and/or other periods in the Fiscal Year 2025, and the Financial Statements of the Micro and Small Business Funding Program (MSBF) for the Fiscal Year 2025, including determining the audit fees and other terms for the replacement Public Accountant and/or Public Accounting Firm. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Fifth Meeting Agenda** | Approval of the Share Buyback Plan for Shares Issued by the Company. | Approval of the Share Buyback Plan for Shares Issued by the Company. | Approval of the Share Buyback Plan for Shares Issued by the Company. |
| Number of Shareholders who Ask Questions | There were 2 questions from Shareholders. | There were 2 questions from Shareholders. | There were 2 questions from Shareholders. |
| The Result of Decision Making | Agree: 86,041,506,306 shares or 98.9839073%<br>Disagree: 30,632,061 shares or 0.0352397%<br>Abstain: 852,603,866 shares or 0.9808529% | Agree: 86,041,506,306 shares or 98.9839073%<br>Disagree: 30,632,061 shares or 0.0352397%<br>Abstain: 852,603,866 shares or 0.9808529% | Agree: 86,041,506,306 shares or 98.9839073%<br>Disagree: 30,632,061 shares or 0.0352397%<br>Abstain: 852,603,866 shares or 0.9808529% |
| Resolution | 1. | Approving the Share Buyback of the Company's shares that have been issued and listed on the Indonesia Stock Exchange with a maximum amount of Rp3,000,000,000,000, including costs related to the Share Buyback, subject to applicable licensing and regulatory requirements. | Approving the Share Buyback of the Company's shares that have been issued and listed on the Indonesia Stock Exchange with a maximum amount of Rp3,000,000,000,000, including costs related to the Share Buyback, subject to applicable licensing and regulatory requirements. |
|  | 2. | Granting authority and power to the Company's Board of Directors to implement the Share Buyback, including the termination of the Share Buyback, subject to applicable regulatory requirements. | Granting authority and power to the Company's Board of Directors to implement the Share Buyback, including the termination of the Share Buyback, subject to applicable regulatory requirements. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Sixth Meeting Agenda** | Changes to the Management of the Company. | Changes to the Management of the Company. | Changes to the Management of the Company. |
| Number of Shareholders who Ask Questions | There were 3 questions from Shareholders. | There were 3 questions from Shareholders. | There were 3 questions from Shareholders. |
| The Result of Decision Making | Agree: 55,611,014,018 shares or 63.9760471%<br>Disagree: 30,321,194,158 shares or 34.8821215%<br>Abstain: 992,534,057 shares or 1.1418315% | Agree: 55,611,014,018 shares or 63.9760471%<br>Disagree: 30,321,194,158 shares or 34.8821215%<br>Abstain: 992,534,057 shares or 1.1418315% | Agree: 55,611,014,018 shares or 63.9760471%<br>Disagree: 30,321,194,158 shares or 34.8821215%<br>Abstain: 992,534,057 shares or 1.1418315% |
| Resolution | 1. | Confirming the honorable dismissal of the following members of the Company's Board of Commissioners: | Confirming the honorable dismissal of the following members of the Company's Board of Commissioners: |
|  |  | 1) | President Commissioner/Independent Commissioner: Bambang Permadi Soemantri Brodjonegoro |
|  |  | 2) | Independent Commissioner: Bono Daru Adji |
|  |  | 3) | Commissioner: Isa Rachmatarwata |
|  |  | who were appointed based on the Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, effective from April 13, 2025, March 24, 2025, and February 7, 2025, respectively, with gratitude for their contributions and thoughts during their tenure as members of the Company's Board of Commissioners. | who were appointed based on the Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, effective from April 13, 2025, March 24, 2025, and February 7, 2025, respectively, with gratitude for their contributions and thoughts during their tenure as members of the Company's Board of Commissioners. |
|  | 2. | Honourably dismissing the following members of the Company's Management: | Honourably dismissing the following members of the Company's Management: |
|  |  | 1) | President Director: Ririek Adriansyah |
|  |  | 2) | Director of Finance and Risk Management: Heri Supriadi |
|  |  | 3) | Director of Enterprise & Business Service: F. M. Venusiana R. |
|  |  | 4) | Director of Network & IT Solution: Herlan Wijanarko |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **AGMS for the 2024 Financial Year**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.2 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.3 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.4 |
|  | 5) | Director of Human Capital Management: Afriwandi | Director of Human Capital Management: Afriwandi | Director of Human Capital Management: Afriwandi |
|  | 6) | Director of Digital Business: Muhammad Fajrin Rasyid | Director of Digital Business: Muhammad Fajrin Rasyid | Director of Digital Business: Muhammad Fajrin Rasyid |
|  | 7) | Director of Strategic Portfolio: Budi Setyawan Wijaya | Director of Strategic Portfolio: Budi Setyawan Wijaya | Director of Strategic Portfolio: Budi Setyawan Wijaya |
|  | 8) | Director of Wholesale & International Service: Bogi Witjaksono | Director of Wholesale & International Service: Bogi Witjaksono | Director of Wholesale & International Service: Bogi Witjaksono |
|  | 9) | Independent Commissioner: Wawan Iriawan | Independent Commissioner: Wawan Iriawan | Independent Commissioner: Wawan Iriawan |
|  | 10) | Commissioner: Marcelino Pandin | Commissioner: Marcelino Pandin | Commissioner: Marcelino Pandin |
|  | 11) | Commissioner: Arya Mahendra Sinulingga | Commissioner: Arya Mahendra Sinulingga | Commissioner: Arya Mahendra Sinulingga |
|  | 12) | Commissioner: Rizal Mallarangeng | Commissioner: Rizal Mallarangeng | Commissioner: Rizal Mallarangeng |
|  | who were appointed based on the Annual GMS Decision for the Fiscal Year 2024 dated May 3, 2024, Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, Annual GMS Decision for the Fiscal Year 2019 dated June 19, 2020, effective from the closing of this GMS, with gratitude for their contributions and thoughts during their tenure as members of the Company's Management. | who were appointed based on the Annual GMS Decision for the Fiscal Year 2024 dated May 3, 2024, Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, Annual GMS Decision for the Fiscal Year 2019 dated June 19, 2020, effective from the closing of this GMS, with gratitude for their contributions and thoughts during their tenure as members of the Company's Management. | who were appointed based on the Annual GMS Decision for the Fiscal Year 2024 dated May 3, 2024, Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, Annual GMS Decision for the Fiscal Year 2019 dated June 19, 2020, effective from the closing of this GMS, with gratitude for their contributions and thoughts during their tenure as members of the Company's Management. | who were appointed based on the Annual GMS Decision for the Fiscal Year 2024 dated May 3, 2024, Annual GMS Decision for the Fiscal Year 2020 dated May 28, 2021, Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, Annual GMS Decision for the Fiscal Year 2019 dated June 19, 2020, effective from the closing of this GMS, with gratitude for their contributions and thoughts during their tenure as members of the Company's Management. |
| 3. | Changing the nomenclature of the positions of the Company's Directors as follows: | Changing the nomenclature of the positions of the Company's Directors as follows: | Changing the nomenclature of the positions of the Company's Directors as follows: | Changing the nomenclature of the positions of the Company's Directors as follows: |
|  | **No.** | **Original Position** | **Original Position** | **New Position** |
|  | 1) | - | - | Vice President Director |
|  | 2) | Director of Network & IT Solution | Director of Network & IT Solution | Director of Network |
|  | 3) | Director of Digital Business | Director of Digital Business | Director of IT Digital |
|  | 4) | Director of Strategic Portfolio | Director of Strategic Portfolio | Director of Strategic Business Development & Portfolio |
|  | 5) | Director of Group Business Development | Director of Group Business Development | - |
| 4. | Reassigning Mr. Honesti Basyir from Director of Group Business Development to Director of Wholesale & International Service who were appointed based on the Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, effective with the remaining term of office according to the GMS Decision appointing him as Director of Group Business Development. | Reassigning Mr. Honesti Basyir from Director of Group Business Development to Director of Wholesale & International Service who were appointed based on the Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, effective with the remaining term of office according to the GMS Decision appointing him as Director of Group Business Development. | Reassigning Mr. Honesti Basyir from Director of Group Business Development to Director of Wholesale & International Service who were appointed based on the Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, effective with the remaining term of office according to the GMS Decision appointing him as Director of Group Business Development. | Reassigning Mr. Honesti Basyir from Director of Group Business Development to Director of Wholesale & International Service who were appointed based on the Annual GMS Decision for the Fiscal Year 2022 dated May 30, 2023, effective with the remaining term of office according to the GMS Decision appointing him as Director of Group Business Development. |
| 5. | Appointing the following members of the Company's Management: | Appointing the following members of the Company's Management: | Appointing the following members of the Company's Management: | Appointing the following members of the Company's Management: |
|  | 1) | President Director: Dian Siswarini | President Director: Dian Siswarini | President Director: Dian Siswarini |
|  | 2) | Vice President Director: Muhammad Awaluddin | Vice President Director: Muhammad Awaluddin | Vice President Director: Muhammad Awaluddin |
|  | 3) | Director of Enterprise and Business Service: Veranita Yosephine | Director of Enterprise and Business Service: Veranita Yosephine | Director of Enterprise and Business Service: Veranita Yosephine |
|  | 4) | Director of Network: Nanang Hendarno | Director of Network: Nanang Hendarno | Director of Network: Nanang Hendarno |
|  | 5) | Director of Strategic Business Development & Portfolio: Seno Soemadji | Director of Strategic Business Development & Portfolio: Seno Soemadji | Director of Strategic Business Development & Portfolio: Seno Soemadji |
|  | 6) | Director of Human Capital Management: Henry Christiadi | Director of Human Capital Management: Henry Christiadi | Director of Human Capital Management: Henry Christiadi |
|  | 7) | Director of Finance and Risk Management: Arthur Angelo Syailendra | Director of Finance and Risk Management: Arthur Angelo Syailendra | Director of Finance and Risk Management: Arthur Angelo Syailendra |
|  | 8) | Director of IT Digital: Faizal Rochmad Djoemadi | Director of IT Digital: Faizal Rochmad Djoemadi | Director of IT Digital: Faizal Rochmad Djoemadi |
|  | 9) | President Commissioner: Angga Raka Prabowo | President Commissioner: Angga Raka Prabowo | President Commissioner: Angga Raka Prabowo |
|  | 10) | Independent Commissioner: Yohanes Surya | Independent Commissioner: Yohanes Surya | Independent Commissioner: Yohanes Surya |
|  | 11) | Commissioner: Rizal Mallarangeng | Commissioner: Rizal Mallarangeng | Commissioner: Rizal Mallarangeng |
|  | 12) | Commissioner: Ossy Dermawan | Commissioner: Ossy Dermawan | Commissioner: Ossy Dermawan |
|  | 13) | Independent Commissioner: Deswandhy Agusman | Independent Commissioner: Deswandhy Agusman | Independent Commissioner: Deswandhy Agusman |
|  | 14) | Commissioner: Rionald Silaban | Commissioner: Rionald Silaban | Commissioner: Rionald Silaban |
| 6. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. |
| 7. | With the confirmation of dismissal, dismissal, change of position nomenclature, reassignment of duties, and appointment of the Company's Management as referred to in points 1, 2, 3, 4, and 5, the composition of the Company's Management becomes as follows: | With the confirmation of dismissal, dismissal, change of position nomenclature, reassignment of duties, and appointment of the Company's Management as referred to in points 1, 2, 3, 4, and 5, the composition of the Company's Management becomes as follows: | With the confirmation of dismissal, dismissal, change of position nomenclature, reassignment of duties, and appointment of the Company's Management as referred to in points 1, 2, 3, 4, and 5, the composition of the Company's Management becomes as follows: | With the confirmation of dismissal, dismissal, change of position nomenclature, reassignment of duties, and appointment of the Company's Management as referred to in points 1, 2, 3, 4, and 5, the composition of the Company's Management becomes as follows: |
|  | a. | Board of Directors | Board of Directors | Board of Directors |
|  |  | 1) | President Director: Dian Siswarini | President Director: Dian Siswarini |
|  |  | 2) | Vice President Director: Muhammad Awaluddin | Vice President Director: Muhammad Awaluddin |
|  |  | 3) | Director of Enterprise and Business Service: Veranita Yosephine | Director of Enterprise and Business Service: Veranita Yosephine |
|  |  | 4) | Director of Network: Nanang Hendarno | Director of Network: Nanang Hendarno |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP> | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.1 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.2 | **AGMS for the 2024 Financial Year**<br><BORDER_TOP>.3 |
|  |  |  | 5) | Director of Strategic Business Development & Portfolio: Seno Soemadji |
|  |  |  | 6) | Director of Human Capital Management: Henry Christiadi |
|  |  |  | 7) | Director of Wholesale dan International Service: Honesti Basyir |
|  |  |  | 8) | Director of Finance and Risk Management: Arthur Angelo Syailendra |
|  |  |  | 9) | Director of IT Digital: Faizal Rochmad Djoemadi |
|  |  | | Board of Commissioners | Board of Commissioners |
|  |  | | 1) | President Commissioner: Angga Raka Prabowo |
|  |  | | 2) | Independent Commissioner: Yohanes Surya |
|  |  | | 3) | Commissioner: Ismail |
|  |  | | 4) | Commissioner: Rizal Mallarangeng |
|  |  | | 5) | Commissioner: Silmy Karim |
|  |  | | 6) | Commissioner: Ossy Dermawan |
|  |  | | 7) | Independent Commissioner: Deswandhy Agusman |
|  |  | b.<br>| 8) | Commissioner: Rionald Silaban |
|  | 8. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 5 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 5 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 5 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. |
| | 9. | Granting power of attorney with the right of substitution to the Company's Board of Directors to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary or authorized official, and make adjustments or improvements as necessary if required by the authorities for the purpose of implementing the contents of the meeting's decisions. | Granting power of attorney with the right of substitution to the Company's Board of Directors to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary or authorized official, and make adjustments or improvements as necessary if required by the authorities for the purpose of implementing the contents of the meeting's decisions. | Granting power of attorney with the right of substitution to the Company's Board of Directors to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary or authorized official, and make adjustments or improvements as necessary if required by the authorities for the purpose of implementing the contents of the meeting's decisions. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. | Approved and implemented. |

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**EXTRAORDINARY GMS 2025**

In 2025, the company held 2 (two) EGMS. The first EGMS was held on September 16, 2025, and second EGMS was held on December 12, 2025. Both EGMS were held online through KSEI Electronic General Meeting System ("eASY.KSEI") facility at the link *https://akses.ksei.co.id* provided by PT Kustodian Sentral Efek Indonesia ("KSEI"). The implementation of EGMS was in accordance with the mechanism stipulated in OJK Regulation No. 15/POJK.04/2020, OJK Regulation No. 14 of 2025 regarding Implementation of Electronic General Meeting of Shareholder, General Meeting of Bondholder, General Meeting of Sukuk Holder, and Company's Articles of Association.

**Process of Convening the First EGMS**

The stages of convening the First EGMS year 2025 are as follows:

**Stages of Convening the First EGMS Year 2025**

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| | |
|:---|:---|
| &nbsp;&nbsp;**Stages** | &nbsp;&nbsp;**Implementation Date** |
| &nbsp;&nbsp;Notification Letter of EGMS Plan to OJK | &nbsp;&nbsp;July 21, 2025 |
| &nbsp;&nbsp;Announcement of EGMS  | &nbsp;&nbsp;July 28, 2025 |
| &nbsp;&nbsp;Invitation to EGMS | &nbsp;&nbsp;August 12, 2025 |
| &nbsp;&nbsp;Postponement of EGMS | &nbsp;&nbsp;September 3, 2025 |
| &nbsp;&nbsp;Notification of Changes to EGMS Schedule | &nbsp;&nbsp;September 4, 2025 |
| &nbsp;&nbsp;Implementation of EGMS  | &nbsp;&nbsp;September 16, 2025 |
| &nbsp;&nbsp;Summary of Minutes of EGMS | &nbsp;&nbsp;September 18, 2025 |
| &nbsp;&nbsp;Minutes of EGMS | &nbsp;&nbsp;October 10, 2025 |

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To ensure independence, the company appointed independent parties as supporting professionals, namely Notary Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate the votes. The details of agenda and implementation of decision for the First EGMS year 2025 are as follows:

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **First EGMS Year 2025**<br><BORDER_TOP> | **First EGMS Year 2025**<br><BORDER_TOP>.1 | **First EGMS Year 2025**<br><BORDER_TOP>.2 |
| Chair of the Meeting | Mr. Angga Raka Prabowo  | Mr. Angga Raka Prabowo  | Mr. Angga Raka Prabowo  |
| Quorum of Attendance | The holder/proxy of Serie A Dwiwarna share and holder/proxy of Serie B Shares who present and/or represented physically and electronically through eASY.KSEI that entirely representing 80,852,605,434 shares or 81.6194474% of the total number of shares having legal voting rights which have been issued by the Company up to the date of the Meeting namely, in the total amount of 99,060,466,600 shares; with due regard to the Register of Shareholders at the closing of the shares trading on September 3, 2025. | The holder/proxy of Serie A Dwiwarna share and holder/proxy of Serie B Shares who present and/or represented physically and electronically through eASY.KSEI that entirely representing 80,852,605,434 shares or 81.6194474% of the total number of shares having legal voting rights which have been issued by the Company up to the date of the Meeting namely, in the total amount of 99,060,466,600 shares; with due regard to the Register of Shareholders at the closing of the shares trading on September 3, 2025. | The holder/proxy of Serie A Dwiwarna share and holder/proxy of Serie B Shares who present and/or represented physically and electronically through eASY.KSEI that entirely representing 80,852,605,434 shares or 81.6194474% of the total number of shares having legal voting rights which have been issued by the Company up to the date of the Meeting namely, in the total amount of 99,060,466,600 shares; with due regard to the Register of Shareholders at the closing of the shares trading on September 3, 2025. |
| Attendance of the Board of Commissioners and Board of Directors | **Board of Commissioners:**<br>• President Commissioner: Mr. ANGGA RAKA PRABOWO;<br>• Independent Commissioner: Mr. YOHANES SURYA;<br>• Independent Commissioner: Mr. DESWANDHY AGUSMAN;<br>• Commissioner: Mr. ISMAIL;<br>• Commissioner: Mr. RIZAL MALLARANGENG;<br>• Commissioner Mr. SILMY KARIM;\*<br>• Commissioner: Mr. OSSY DERMAWAN;\*<br>• Commissioner: Mr. RIONALD SILABAN;\*<br>**Board of Directors:**<br>• President Director: Mrs. DIAN SISWARINI;<br>• Vice President Director: Mr. MUHAMMAD AWALUDDIN;<br>• Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE;<br>• Director of Network: Mr. NANANG HENDARNO;<br>• Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI;<br>• Director of Wholesale dan International Service: Mr. HONESTI BASYIR;<br>• Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA;<br>• Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI;<br>\*Present at the Meeting via video teleconference. | **Board of Commissioners:**<br>• President Commissioner: Mr. ANGGA RAKA PRABOWO;<br>• Independent Commissioner: Mr. YOHANES SURYA;<br>• Independent Commissioner: Mr. DESWANDHY AGUSMAN;<br>• Commissioner: Mr. ISMAIL;<br>• Commissioner: Mr. RIZAL MALLARANGENG;<br>• Commissioner Mr. SILMY KARIM;\*<br>• Commissioner: Mr. OSSY DERMAWAN;\*<br>• Commissioner: Mr. RIONALD SILABAN;\*<br>**Board of Directors:**<br>• President Director: Mrs. DIAN SISWARINI;<br>• Vice President Director: Mr. MUHAMMAD AWALUDDIN;<br>• Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE;<br>• Director of Network: Mr. NANANG HENDARNO;<br>• Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI;<br>• Director of Wholesale dan International Service: Mr. HONESTI BASYIR;<br>• Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA;<br>• Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI;<br>\*Present at the Meeting via video teleconference. | **Board of Commissioners:**<br>• President Commissioner: Mr. ANGGA RAKA PRABOWO;<br>• Independent Commissioner: Mr. YOHANES SURYA;<br>• Independent Commissioner: Mr. DESWANDHY AGUSMAN;<br>• Commissioner: Mr. ISMAIL;<br>• Commissioner: Mr. RIZAL MALLARANGENG;<br>• Commissioner Mr. SILMY KARIM;\*<br>• Commissioner: Mr. OSSY DERMAWAN;\*<br>• Commissioner: Mr. RIONALD SILABAN;\*<br>**Board of Directors:**<br>• President Director: Mrs. DIAN SISWARINI;<br>• Vice President Director: Mr. MUHAMMAD AWALUDDIN;<br>• Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE;<br>• Director of Network: Mr. NANANG HENDARNO;<br>• Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI;<br>• Director of Wholesale dan International Service: Mr. HONESTI BASYIR;<br>• Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA;<br>• Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI;<br>\*Present at the Meeting via video teleconference. |
| **Meeting Agenda** | Changes to the Management of the Company. | Changes to the Management of the Company. | Changes to the Management of the Company. |
| Number of Shareholders who Ask Questions | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. | There was no question nor response from Shareholder. |
| The Result of Decision Making | Agree: 53,627,952,493 shares or 66.3280450%<br>Disagree: 26,669,140,964 shares or 32.9848875%<br>Abstain: 555,511,977 shares or 0.6870675% | Agree: 53,627,952,493 shares or 66.3280450%<br>Disagree: 26,669,140,964 shares or 32.9848875%<br>Abstain: 555,511,977 shares or 0.6870675% | Agree: 53,627,952,493 shares or 66.3280450%<br>Disagree: 26,669,140,964 shares or 32.9848875%<br>Abstain: 555,511,977 shares or 0.6870675% |
| Resolution | 1. | Ratifying the honorable dismissal of Mr. HENRY CHRISTIADI as Director of Human Capital Management of the Company, appointed based on the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2024 dated May 27, 2025, effective as of September 5, 2025, with gratitude for his valuable contributions and dedication during his tenure as members of the Company's Board of Directors. | Ratifying the honorable dismissal of Mr. HENRY CHRISTIADI as Director of Human Capital Management of the Company, appointed based on the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2024 dated May 27, 2025, effective as of September 5, 2025, with gratitude for his valuable contributions and dedication during his tenure as members of the Company's Board of Directors. |
|  | 2. | Honorably dismissing to the following members of the Company's Management: | Honorably dismissing to the following members of the Company's Management: |
|  |  | 1) | Vice President Director: Mr. MUHAMMAD AWALUDDIN |
|  |  | 2) | Commissioner: Mr. ISMAIL |
|  |  | appointed pursuant to the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2024 dated May 27, 2025, and the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2023 dated May 3, 2024, respectively, effective as of the closure of this Extraordinary General Meeting of Shareholders, with gratitude for their valuable contributions and dedication during their tenure as members of the Company's Management. | appointed pursuant to the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2024 dated May 27, 2025, and the Resolution of the Annual General Meeting of Shareholders for the Fiscal Year 2023 dated May 3, 2024, respectively, effective as of the closure of this Extraordinary General Meeting of Shareholders, with gratitude for their valuable contributions and dedication during their tenure as members of the Company's Management. |
|  | 3. | Appointing the following individuals as members of the Company's Management: | Appointing the following individuals as members of the Company's Management: |
|  |  | 1) | Director of Human Capital Management: Mr. WILLY SAELAN |
|  |  | 2) | Director of Legal & Compliance: Mr. ANDY KELANA |
|  |  | 3) | Independent Commissioner: Mrs. IRA NOVIARTI |
|  | 4. | The term of office for the members of the Board of Directors and Board of Commissioners appointed as mentioned in point 3 shall be in accordance with the Company's Articles of Association and prevailing laws and regulations in the Capital Market sector, without  | The term of office for the members of the Board of Directors and Board of Commissioners appointed as mentioned in point 3 shall be in accordance with the Company's Articles of Association and prevailing laws and regulations in the Capital Market sector, without  |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **First EGMS Year 2025**<br><BORDER_TOP> | **First EGMS Year 2025**<br><BORDER_TOP>.1 | **First EGMS Year 2025**<br><BORDER_TOP>.2 | **First EGMS Year 2025**<br><BORDER_TOP>.3 |
|  | | prejudice to the right of the General Meeting of Shareholders to dismiss them at any time. | prejudice to the right of the General Meeting of Shareholders to dismiss them at any time. | prejudice to the right of the General Meeting of Shareholders to dismiss them at any time. |
|  | 5. | With the ratification of dismissal, dismissal, and appointment of Company's Management as mentioned in points 1, 2, and 3, the composition of the Company's Board of Directors and Board of Commissioners becomes as follows: | With the ratification of dismissal, dismissal, and appointment of Company's Management as mentioned in points 1, 2, and 3, the composition of the Company's Board of Directors and Board of Commissioners becomes as follows: | With the ratification of dismissal, dismissal, and appointment of Company's Management as mentioned in points 1, 2, and 3, the composition of the Company's Board of Directors and Board of Commissioners becomes as follows: |
|  |  | a. | Board of Directors: | Board of Directors: |
|  |  |  | 1) | President Director: Mrs. DIAN SISWARINI; |
|  |  |  | 2) | Director of Finance and Risk Management: Mr. ARTHUR ANGELO SYAILENDRA; |
|  |  |  | 3) | Director Human Capital Management: Mr. WILLY SAELAN; |
|  |  |  | 4) | Director of Legal & Compliance: Mr. ANDY KELANA; |
|  |  |  | 5) | Director of Wholesale and International Service: Mr. HONESTI BASYIR; |
|  |  |  | 6) | Director of Enterprise and Business Service: Mrs. VERANITA YOSEPHINE; |
|  |  |  | 7) | Director of Strategic Business Development & Portfolio: Mr. SENO SOEMADJI; |
|  |  |  | 8) | Director of Network: Mr. NANANG HENDARNO; |
|  |  |  | 9) | Director of IT Digital: Mr. FAIZAL ROCHMAD DJOEMADI; |
|  |  | | Board of Commissioners: | Board of Commissioners: |
|  |  | | 1) | President Commissioner: Mr. ANGGA RAKA PRABOWO; |
|  |  | | 2) | Commissioner: Mr. RIONALD SILABAN; |
|  |  | | 3) | Commissioner: Mr. RIZAL MALLARANGENG; |
|  |  | | 4) | Commissioner: Mr. OSSY DERMAWAN; |
|  |  | | 5) | Commissioner: Mr. SILMY KARIM; |
|  |  | | 6) | Independent Commissioner: Mr. DESWANDHY AGUSMAN; |
|  |  | | 7) | Independent Commissioner: Mr. YOHANES SURYA; |
|  |  | b.<br>| 8) | Independent Commissioner: Mrs. IRA NOVIARTI; |
|  | 6. | The members of the Board of Directors and Board of Commissioners appointed as referred to in point 3, who still hold other positions prohibited by law from being held concurrently with positions in the Board of Directors and Board of Commissioners of a State-Owned Enterprise, must resign or be dismissed from such positions. | The members of the Board of Directors and Board of Commissioners appointed as referred to in point 3, who still hold other positions prohibited by law from being held concurrently with positions in the Board of Directors and Board of Commissioners of a State-Owned Enterprise, must resign or be dismissed from such positions. | The members of the Board of Directors and Board of Commissioners appointed as referred to in point 3, who still hold other positions prohibited by law from being held concurrently with positions in the Board of Directors and Board of Commissioners of a State-Owned Enterprise, must resign or be dismissed from such positions. |
|  | 7. | To grant power of attorney with the right of substitution to the Board of Directors of the Company to declare the resolutions of this General Meeting of Shareholders in a Notarial Deed, to appear before a Notary or authorized official, and to make any necessary adjustments or corrections if required by the relevant authorities for the purpose of implementing the contents of the meeting resolutions. | To grant power of attorney with the right of substitution to the Board of Directors of the Company to declare the resolutions of this General Meeting of Shareholders in a Notarial Deed, to appear before a Notary or authorized official, and to make any necessary adjustments or corrections if required by the relevant authorities for the purpose of implementing the contents of the meeting resolutions. | To grant power of attorney with the right of substitution to the Board of Directors of the Company to declare the resolutions of this General Meeting of Shareholders in a Notarial Deed, to appear before a Notary or authorized official, and to make any necessary adjustments or corrections if required by the relevant authorities for the purpose of implementing the contents of the meeting resolutions. |
| Follow-up/Realization | Approved. | Approved. | Approved. | Approved. |

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**Process of Convening the Second EGMS**

The stages of convening the Second EGMS year 2025 are as follows:

**Stages of Convening the Second EGMS Year 2025**

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| | |
|:---|:---|
| **Stages** | **Implementation Date** |
| Notification Letter of GMS Plan to OJK | October 14, 2025 |
| Announcement of GMS  | October 21, 2025 |
| Invitation to GMS | November 20, 2025 |
| Implementation of GMS  | December 12, 2025 |
| Summary of Minutes of GMS | December 16, 2025 |
| Minutes of GMS | January 9, 2026 |

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To ensure independence, the company appointed independent parties as supporting professionals, namely Notary Ashoya Ratam SH., MKn. to record the proceeding of the meeting and PT Datindo Entrycom to calculate and/or validate the votes. The details of agenda and implementation of decision for the Second EGMS year 2025 are as follows:

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP>.2 |
| Chair of the Meeting | Mrs. Ira Noviarti | Mrs. Ira Noviarti |
| Quorum of Attendance | The holder/proxy of Serie A Dwiwarna shareholders and the holder/proxy of Serie B shareholders who are present and/or represented physically and electronically through eASY.KSEI who together represent 85,657,443,141 shares or constitute 86.4698563% of the total number of shares with voting rights that have been issued by the Company up to the day of the Meeting, namely 99,060,466,600 shares, taking into account the Shareholders Register at the close of stock trading on November 19, 2025. | The holder/proxy of Serie A Dwiwarna shareholders and the holder/proxy of Serie B shareholders who are present and/or represented physically and electronically through eASY.KSEI who together represent 85,657,443,141 shares or constitute 86.4698563% of the total number of shares with voting rights that have been issued by the Company up to the day of the Meeting, namely 99,060,466,600 shares, taking into account the Shareholders Register at the close of stock trading on November 19, 2025. |
| Attendance of the Board of Commissioners and Board of Directors | **Board of Commissioners:**<br>• Mr. ANGGA RAKA PRABOWO – President Commissioner\*;<br>• Mrs. IRA NOVIARTI – Independent Commissioner;<br>• Mr. YOHANES SURYA – Independent Commissioner;<br>• Mr. RIZAL MALLARANGENG – Commissioner;<br>• Mr. SILMY KARIM – Commissioner;<br>• Mr. OSSY DERMAWAN – Commissioner;<br>• Mr. RIONALD SILABAN – Commissioner\*;<br>• Mr. DESWANDHY AGUSMAN – Independent Commissioner\*.<br>**Board of Directors:**<br>• Mrs. DIAN SISWARINI – President Director;<br>• Mrs. VERANITA YOSEPHINE – Director of Enterprise & Business Service;<br>• Mr. FAIZAL ROCHMAD DJOEMADI – Director of IT Digital;<br>• Mr. WILLY SAELAN – Director of Human Capital Management;<br>• Mr. ARTHUR ANGELO SYAILENDRA – Director of Finance & Risk Management;<br>• Mr. NANANG HENDARNO – Director of Network;<br>• Mr. SENO SOEMADJI – Director of Strategic Business Development & Portfolio;<br>• Mr. HONESTI BASYIR – Director of Wholesale & International Service;<br>• Mr. ANDY KELANA – Director of Legal & Compliance.<br>\* Present at the Meeting via video teleconference. | **Board of Commissioners:**<br>• Mr. ANGGA RAKA PRABOWO – President Commissioner\*;<br>• Mrs. IRA NOVIARTI – Independent Commissioner;<br>• Mr. YOHANES SURYA – Independent Commissioner;<br>• Mr. RIZAL MALLARANGENG – Commissioner;<br>• Mr. SILMY KARIM – Commissioner;<br>• Mr. OSSY DERMAWAN – Commissioner;<br>• Mr. RIONALD SILABAN – Commissioner\*;<br>• Mr. DESWANDHY AGUSMAN – Independent Commissioner\*.<br>**Board of Directors:**<br>• Mrs. DIAN SISWARINI – President Director;<br>• Mrs. VERANITA YOSEPHINE – Director of Enterprise & Business Service;<br>• Mr. FAIZAL ROCHMAD DJOEMADI – Director of IT Digital;<br>• Mr. WILLY SAELAN – Director of Human Capital Management;<br>• Mr. ARTHUR ANGELO SYAILENDRA – Director of Finance & Risk Management;<br>• Mr. NANANG HENDARNO – Director of Network;<br>• Mr. SENO SOEMADJI – Director of Strategic Business Development & Portfolio;<br>• Mr. HONESTI BASYIR – Director of Wholesale & International Service;<br>• Mr. ANDY KELANA – Director of Legal & Compliance.<br>\* Present at the Meeting via video teleconference. |
| **First Meeting Agenda** | Approval of the Company's plan to conduct a Partial Spin-Off of the Wholesale Fiber Connectivity Business and Assets (Phase-1), which constitutes part of the plan to Transfer the Entire Wholesale Fiber Connectivity Business and Assets to PT Telkom Infrastruktur Indonesia (TIF), a subsidiary whose shares are directly owned by the Company at 99.99%, in compliance with the provisions of Article 89 paragraph (1) and Article 127 paragraph (1) of Law Number 40 of 2007 concerning Limited Liability Companies as lastly amended by Law Number 6 of 2023 concerning the Stipulation of Government Regulation in Lieu of Law Number 2 of 2022 concerning Job Creation into Law in conjunction with Article 25 paragraph (6) of the Company's Articles of Association. | Approval of the Company's plan to conduct a Partial Spin-Off of the Wholesale Fiber Connectivity Business and Assets (Phase-1), which constitutes part of the plan to Transfer the Entire Wholesale Fiber Connectivity Business and Assets to PT Telkom Infrastruktur Indonesia (TIF), a subsidiary whose shares are directly owned by the Company at 99.99%, in compliance with the provisions of Article 89 paragraph (1) and Article 127 paragraph (1) of Law Number 40 of 2007 concerning Limited Liability Companies as lastly amended by Law Number 6 of 2023 concerning the Stipulation of Government Regulation in Lieu of Law Number 2 of 2022 concerning Job Creation into Law in conjunction with Article 25 paragraph (6) of the Company's Articles of Association. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. |
| The Result of Decision Making | Agree: 85,212,558,278 shares or 99.48086232%<br>Disagree: 33,833,999 shares or 0.0394992%<br>Abstain: 411,050,864 shares or 0.4798776% | Agree: 85,212,558,278 shares or 99.48086232%<br>Disagree: 33,833,999 shares or 0.0394992%<br>Abstain: 411,050,864 shares or 0.4798776% |
| Resolution | 1.<br> a) | To approve the Company's action to undertake a partial spinoff of its wholesale fiber connectivity business and assets (Phase-1), which constitutes part of the plan for the Transfer of All Wholesale Fiber Connectivity Business and Assets to PT Telkom Infrastruktur Indonesia, to become effective upon the fulfillment of all requirements in accordance with the applicable regulations; |
|  | <br> b) | To approve the increase of the Company's capital participation in PT Telkom Infrastruktur Indonesia derived from the partial spinoff of the wholesale fiber connectivity business and assets (Phase-1) as referred to in decision (a), at fair value and in accordance with the prevailing regulations. |
|  | 2. | To approve the Draft of the Spin off. |
| Follow-up/Realization | The signing of the Deed of Partial Separation of Wholesale Business and Asset or Material Fact of Fiber Connectivity by PT Telkom Indonesia (Persero) Tbk into PT Telkom Infrastruktur  | The signing of the Deed of Partial Separation of Wholesale Business and Asset or Material Fact of Fiber Connectivity by PT Telkom Indonesia (Persero) Tbk into PT Telkom Infrastruktur  |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP>.1 |
| | Indonesia (TIF) has been approved and implemented, which is Phase-1 of the plan to Transfer All Wholesale Fiber Connectivity Business and Asset to PT Telkom Infrastruktur Indonesia (TIF) on December 18, 2025. | Indonesia (TIF) has been approved and implemented, which is Phase-1 of the plan to Transfer All Wholesale Fiber Connectivity Business and Asset to PT Telkom Infrastruktur Indonesia (TIF) on December 18, 2025. |
| **Second Meeting Agenda** | Approval of Changes to the Company's Article of Association. | Approval of Changes to the Company's Article of Association. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. |
| The Result of Decision Making | Agree: 76,760,424,933 shares or 89.6132573%<br>Disagree: 8,390,301,644 shares or 9.7951811%<br>Abstain: 506,716,564 shares or 0.5915616% | Agree: 76,760,424,933 shares or 89.6132573%<br>Disagree: 8,390,301,644 shares or 9.7951811%<br>Abstain: 506,716,564 shares or 0.5915616% |
| Resolution | 1. | To approve the amendments to the Company's Articles of Association in order to align with the provisions of Law Number 16 of 2025 concerning the Fourth Amendment to Law Number 19 of 2003 on State-Owned Enterprises;<br>- which has been approved by more than two-thirds (2/3) of the total number of shares with valid voting rights, including holders of Series A Dwiwarna share<br>including the amendment to Article 5 of the Company's Articles of Association regarding the adjustment of special rights attached to the Series A Dwiwarna Share owned by the Government of the Republic of Indonesia;<br>- specifically has been unanimously resolved by representatives of the Series A Dwiwarna Shareholders based on the power of attorney granted, as the affected shareholders in the amount of 1 share or 100%. |
|  | 2. | To approve the restatement of all provisions of the Company's Articles of Association into a consolidated codification in connection with the amendments as referred to in point 1 of the above resolution; |
|  | 3. | To grant authority and power to the Board of Directors of the Company, with the right of substitution, to carry out all necessary actions in relation to the resolutions of this Meeting agenda, including to prepare and restate the entire Articles of Association of the Company in a Notarial Deed and to grant power, with the right of substitution, to submit such deed to the relevant authorities for the purpose of obtaining the acknowledgment of notification and approval of the amendments to the Company's Articles of Association, and to undertake any and all actions deemed necessary and useful for such purposes without any exception, including making additions and/or amendments to such amendments to the Articles of Association, if required by the relevant authorities. |
| Follow-up/Realization | Approved and amended in the Company's Articles of Association. | Approved and amended in the Company's Articles of Association. |
| **Third Meeting Agenda** | Delegation of Authority for Approval of the Company's Work Plan and Budget (RKAP) for 2026, Including Amendments. | Delegation of Authority for Approval of the Company's Work Plan and Budget (RKAP) for 2026, Including Amendments. |
| Number of Shareholders who Ask<br>Questions | There was one response from Shareholders. | There was one response from Shareholders. |
| The Result of Decision Making | Agree: 79,328,774,679 shares or 92.6116538%<br>Disagree: 4,631,871,898 shares or 5.4074366%<br>Abstain: 1,696,796,564 shares or 1.9809097% | Agree: 79,328,774,679 shares or 92.6116538%<br>Disagree: 4,631,871,898 shares or 5.4074366%<br>Abstain: 1,696,796,564 shares or 1.9809097% |
| Resolution | 1. | To grant authority and power to the Board of Commissioners, subject to obtaining prior written approval from the Majority Series B Shareholder, to approve the Company's 2026 Work Plan and Budget (RKAP), including any amendments thereto. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. |
| **Fourth Meeting Agenda** | Approval of the Company's Plan to Accept a Special Assignment from the Central Government to Provide Temporary National Data Center Services (PDNS) During the Transition Period. | Approval of the Company's Plan to Accept a Special Assignment from the Central Government to Provide Temporary National Data Center Services (PDNS) During the Transition Period. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. |
| The Result of Decision Making | Agree: 77,690,767,100 shares or 90.6993768% <br>Disagree: 6,256,519,977 shares or 7.3041171%<br>Abstain: 1,710,156,064 shares or 1.9965061% | Agree: 77,690,767,100 shares or 90.6993768% <br>Disagree: 6,256,519,977 shares or 7.3041171%<br>Abstain: 1,710,156,064 shares or 1.9965061% |
| Resolution | 1. | To approve the Company's plan to accept a special assignment from the Central Government to provide the Temporary National Data Center (PDNS) services in order to ensure the continuity of the Government's digital services; |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP>.1 | **Second EGMS Year 2025**<br><BORDER_TOP>.2 | **Second EGMS Year 2025**<br><BORDER_TOP>.3 |
|  | 2. | The implementation of the special assignment shall be carried out in accordance with the applicable regulations and governance, and upon the fulfillment of all requirements necessary for the implementation of the special assignment pursuant to the prevailing laws and regulations, including the expected margin insofar as it remains within a reasonable range in accordance with the assignment granted. | The implementation of the special assignment shall be carried out in accordance with the applicable regulations and governance, and upon the fulfillment of all requirements necessary for the implementation of the special assignment pursuant to the prevailing laws and regulations, including the expected margin insofar as it remains within a reasonable range in accordance with the assignment granted. | The implementation of the special assignment shall be carried out in accordance with the applicable regulations and governance, and upon the fulfillment of all requirements necessary for the implementation of the special assignment pursuant to the prevailing laws and regulations, including the expected margin insofar as it remains within a reasonable range in accordance with the assignment granted. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. | Approved and implemented. | Approved and implemented. |
| **Fifth Meeting Agenda** | Changes in the Management Company. | Changes in the Management Company. | Changes in the Management Company. | Changes in the Management Company. |
| Number of Shareholders who Ask<br>Questions | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. | There was no question nor response from Shareholders. |
| The Result of Decision Making | Agree: 79,362,583,505 shares or 92.6511236%<br>Disagree: 5,814,120,959 shares or 6.7876424%<br>Abstain: 480,738,677 shares or 0.5612340% | Agree: 79,362,583,505 shares or 92.6511236%<br>Disagree: 5,814,120,959 shares or 6.7876424%<br>Abstain: 480,738,677 shares or 0.5612340% | Agree: 79,362,583,505 shares or 92.6511236%<br>Disagree: 5,814,120,959 shares or 6.7876424%<br>Abstain: 480,738,677 shares or 0.5612340% | Agree: 79,362,583,505 shares or 92.6511236%<br>Disagree: 5,814,120,959 shares or 6.7876424%<br>Abstain: 480,738,677 shares or 0.5612340% |
| Resolution | 1. | To respectfully dismiss the following individuals from their positions as members of the Company's Management: | To respectfully dismiss the following individuals from their positions as members of the Company's Management: | To respectfully dismiss the following individuals from their positions as members of the Company's Management: |
|  |  | 1) | Director of Wholesale & International Service: Mr. Honesti Basyir | Director of Wholesale & International Service: Mr. Honesti Basyir |
|  |  | 2) | Independent Commissioner: Mr. Yohanes Surya | Independent Commissioner: Mr. Yohanes Surya |
|  |  | who each of whom was appointed pursuant to the resolutions of the Annual General Meeting of Shareholders (AGMS) for the Financial Year 2022 dated 30 May 2023 jo. the AGMS for the Financial Year 2024 dated 27 May 2025, and the AGMS for the Financial Year 2024 dated 27 May 2025, effective as of the closing of this Meeting, with expressions of gratitude for their contributions of time, effort, and dedication during their tenure as members of the Company's Management. | who each of whom was appointed pursuant to the resolutions of the Annual General Meeting of Shareholders (AGMS) for the Financial Year 2022 dated 30 May 2023 jo. the AGMS for the Financial Year 2024 dated 27 May 2025, and the AGMS for the Financial Year 2024 dated 27 May 2025, effective as of the closing of this Meeting, with expressions of gratitude for their contributions of time, effort, and dedication during their tenure as members of the Company's Management. | who each of whom was appointed pursuant to the resolutions of the Annual General Meeting of Shareholders (AGMS) for the Financial Year 2022 dated 30 May 2023 jo. the AGMS for the Financial Year 2024 dated 27 May 2025, and the AGMS for the Financial Year 2024 dated 27 May 2025, effective as of the closing of this Meeting, with expressions of gratitude for their contributions of time, effort, and dedication during their tenure as members of the Company's Management. |
|  | 2. | Appointing the following members of the Company's Management: | Appointing the following members of the Company's Management: | Appointing the following members of the Company's Management: |
|  |  | 1) | Director of Wholesale & International Service: Mr. Budi Satria Dharma Purba | Director of Wholesale & International Service: Mr. Budi Satria Dharma Purba |
|  |  | 2) | Independent Commissioner: Mrs. Rofikoh Rokhim | Independent Commissioner: Mrs. Rofikoh Rokhim |
|  | 3. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. | The term of office for the newly appointed members of the Board of Directors and Board of Commissioners will be in accordance with the Company's Articles of Association and applicable laws and regulations, without prejudice to the GMS's right to dismiss them at any time. |
|  | 4. | With the confirmation of dismissal and appointment of the Company's Management as referred to in points 1 and 2, the composition of the Company's Management becomes as follows: | With the confirmation of dismissal and appointment of the Company's Management as referred to in points 1 and 2, the composition of the Company's Management becomes as follows: | With the confirmation of dismissal and appointment of the Company's Management as referred to in points 1 and 2, the composition of the Company's Management becomes as follows: |
|  |  | a. | Board of Directors | Board of Directors |
|  |  |  | 1) | President Director: Dian Siswarini |
|  |  |  | 2) | Director of Enterprise and Business Service: Veranita Yosephine |
|  |  |  | 3) | Director of Human Capital Management: Willy Saelan |
|  |  |  | 4) | Director of IT Digital: Faizal Rochmad Djoemadi |
|  |  |  | 5) | Director of Finance and Risk Management: Arthur Angelo Syailendra |
|  |  |  | 6) | Director of Legal & Compliance: Andy Kelana |
|  |  |  | 7) | Director of Network: Nanang Hendarno |
|  |  |  | 8) | Director of Strategic Business Development & Portfolio: Seno Soemadji |
|  |  |  | 9) | Director of Wholesale and International Service: Budi Satria Dharma Purba |
|  |  | b. | Board of Commissioners | Board of Commissioners |
|  |  |  | 1) | President Commissioner: Angga Raka Prabowo |
|  |  |  | 2) | Commissioner: Ossy Dermawan |
|  |  |  | 3) | Commissioner: Rionald Silaban |
|  |  |  | 4) | Independent Commissioner: Rofikoh Rokhim |
|  |  |  | 5) | Commissioner: Silmy Karim |
|  |  |  | 6) | Independent Commissioner: Ira Noviarti |
|  |  |  | 7) | Commissioner: Rizal Mallarangeng |
|  |  |  | 8) | Independent Commissioner: Deswandhy Agusman |
|  | 5. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 2 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 2 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. | Members of the Board of Directors and Board of Commissioners appointed as referred to in point 2 who still hold other positions prohibited by law from being held concurrently with positions as members of the Board of Directors and Board of Commissioners of State-Owned Enterprises must resign or be dismissed from such positions. |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| **Information**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP> | **Second EGMS Year 2025**<br><BORDER_TOP>.1 |
| | 6. | Granting power of attorney with the right of substitution to the Company's Board of Directors to declare the decisions of this GMS in the form of a Notarial Deed and appear before a Notary or authorized official and make adjustments or improvements as necessary if required by the authorities for the purpose of implementing the contents of the meeting's decisions. |
| Follow-up/Realization | Approved and implemented. | Approved and implemented. |

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[Table of Content](#TOC)

### BOARD OF COMMISSIONERS
The Board of Commissioners is a company organ that has an important role in carrying out supervisory function and providing advice to the Board of Directors in managing the company. In accordance with the provisions of Law No. 40 of 2007 on Limited Liability Companies, the Board of Commissioners is collectively responsible for ensuring that the company operates properly and in accordance with the principles of Good Corporate Governance (GCG). In addition, the Board of Commissioners is also obligated to oversee and monitor the effective and sustainable implementation of GCG in all of the company's business practices.

**BOARD OF COMMISSIONERS' CHARTER**

Telkom has a Board Manual that is authorized and signed by the Board of Commissioners and the Board of Directors in Joint Regulation of the Board of Commissioners and the Board of Directors No. 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022 on the Board Manual of the Company (Persero) PT Telekomunikasi Indonesia Tbk. The charter regulates the responsibilities, obligations, and division of duties of the Board of Commissioners, provisions on meetings, conflicts of interest, and share ownership, as well as the relationship of the Board of Commissioners with the Board of Directors and the GMS. The duties and responsibilities of the members of the Board of Commissioners are also stated in the Company's Articles of Association.

**BASIS OF APPOINTMENT OF THE BOARD OF COMMISSIONERS**

The appointment of Telkom's Board of Commissioners is regulated based on the provisions of the Articles of Association and considers other provisions, including Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 regarding State-Owned Enterprises' Organs and Human Resources. It is carried out by ensuring that the requirements stipulated in these provisions are met, including:

1. Having good character, moral, and integrity.

2. Capable of performing legal acts.

3. Commit to complying with laws and regulations.

4. Meet the requirements of a good track record.

5. Commit to comply with laws and regulations; knowledge and/or expertise in the field required by the company.

6. Other requirements in accordance with the Limited Liability Company Law, regulations in the field of Capital Market, and other regulations applicable to and related to the company's business activities.

In addition, the appointment of members of the Board of Commissioners is carried out by considering integrity, dedication, understanding of corporate management issues related to one of the management functions; having adequate knowledge in the company's field of business; and being able to provide sufficient time to carry out their duties; as well as other requirements based on laws and regulations. The appointment of a person as a member of the Board of Commissioners is carried out through a General Meeting of Shareholders (GMS).

**TERM OF SERVICE OF MEMBERS OF THE BOARD OF COMMISSIONERS**

Based on Articles of Association and taking into account the provisions of Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 regarding Organ and Human Resource of State-Owned Enterprises and Letter of the Deputy Head of SOE Regulatory Agency Number S-12/Wk2.BPU/01/2026 dated January 13, 2026, the term of office of the members of the Company's Board of Commissioners is no longer until the closing of the 5<sup>th</sup> (fifth) Annual GMS since the stipulation of the Decision on the Appointment of members of the Board of Directors and members of the Board of Commissioners of the Company, without reducing the authority of the GMS to dismiss members at any time. As for the transition period, for members of the Company's Board of Commissioners who are still in office and whose term of office has reached or has passed the 5<sup>th</sup> (fifth) Annual GMS, the relevant term of office ends at the nearest Annual GMS.

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[Table of Content](#TOC)

**MECHANISM OF RESIGNATION AND DISMISSAL OF THE BOARD OF COMMISSIONERS**

In accordance with the regulations of the Articles of Association and other regulations, including the Regulation of the Minister of SOE No. PER-3/MBU/03/2023 regarding Organs and Human Resources of State-Owned Enterprises, the position of a member of the Board of Commissioners ends if:

1. Passed away;

2. Term of office ended, including resignation from office;

3. Dismissed based on a decision of the GMS; and/or

4. No longer meets the requirements to be a member of the Board of Commissioners of a state-owned enterprise based on the provisions of the articles of association and laws and regulations, including the prohibition on holding multiple positions.

**BOARD OF COMMISSIONERS' DIVERSITY**

Telkom implements a diversity policy in the composition of its Board of Commissioners based on the principles of GCG and Law No. 39 of 1999 regarding Human Rights. The process of selecting candidates for the Board of Commissioners considers aspects of diversity, non-discrimination, human rights, and the principle of fairness, while considering competence, expertise, integrity, and backgrounds that are in line with the company's needs. To promote gender equality, Telkom currently has two female members of the Board of Commissioners, reflecting the company's commitment to encouraging the representation of women in senior leadership positions within TelkomGroup.

**Board of Commissioners' Diversity as of December 31, 2025**

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Background of Expertise and Skill**<br><BORDER_TOP> | **Level of Education**<br><BORDER_TOP> |
| 1. | Angga Raka Prabowo | President Commissioner<br>Male | Communication, International Relation | Bachelor |
| 2. | Ossy Dermawan | Commissioner<br> Male | Military, Strategic Relation, Public Policy, and National Politics | Master |
| 3. | Rionald Silaban | Commissioner<br> Male | Law, Economics, and Public Management | Master |
| 4. | Rizal Malarangeng | Commissioner<br> Male | Public and Political Communication | Doctor |
| 5. | Silmy Karim | Commissioner<br> Male | Defense Management and Economics | Master |
| 6. | Deswandhy Agusman | Independent Commissioner<br> Male | Finance and Public Policy | Master |
| 7. | Ira Noviarti | Independent Commissioner<br> Female | Economics, Finance, and Leadership | Bachelor |
| 8. | Rofikoh Rokhim | Independent Commissioner<br> Female | Economics, Banking, Finance, and Leadership | Doctor |

---

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[Table of Content](#TOC)

![Graphic](tmb-20260512x6k034.jpg)

**BOARD OF COMMISSIONERS' DOUBLE POSITION**

As part of its efforts to improve transparency, Telkom disclosed information on the double position held by members of the Board of Commissioners as of December 31, 2025.

**Board of Commissioners' Double Position as of December 31, 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Telkom**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Other Entities** | **Other Entities** |
| **No.** | **Name** | **Position**<br><BORDER_TOP> | **Other Position**<br><BORDER_TOP> | **Other Entities** | **Other Entities** |
| 1. | Angga Raka Prabowo | President Commissioner | KTKT | a. | Deputy Minister of Communication and Digital |
|  |  |  |  | b. | President Commissioner, PT Media Pandu Bangsa |
|  |  |  |  | c. | President Commissioner, PT Aneka Rupa Pangan |
| 2. | Ossy Dermawan | Commissioner | KEMPR, KNR | a. | Deputy Minister of Agrarian Affairs & Spatial Planning/Deputy Head of the National Land Agency |
|  |  |  |  | b. | Executive Director, SBY\*Ani Museum |
|  |  |  |  | c. | Manager, LavAni Volleyball Club |
| 3. | Rionald Silaban | Commissioner | KEMPR |  |  |
| 4. | Rizal Malarangeng | Commissioner | KEMPR, KNR | Commissioner, PT Energi Mega Persada | Commissioner, PT Energi Mega Persada |
| 5. | Silmy Karim | Commissioner | KEMPR | Deputy Minister of Immigration and Correction | Deputy Minister of Immigration and Correction |
| 6. | Deswandhy Agusman | Independent Commissioner | KA, KTKT | Independent Commissioner, PT Berau Coal Energy Tbk | Independent Commissioner, PT Berau Coal Energy Tbk |
| 7. | Ira Noviarti | Independent Commissioner | KA, KNR, KTKT | Strategic Advisor to Global Private Equity | Strategic Advisor to Global Private Equity |
| 8. | Rofikoh Rokhim | Independent Commissioner | KA, KNR, KTKT, KEMPR | a. | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  |  |  |  | b. | Corporate Assessment Committee, Bursa Efek Indonesia |
|  |  |  |  | c. | Head of Master Program in Management, Faculty of  |

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[Table of Content](#TOC)

---

| |
|:---|
| ('**Other Entities**<br><BORDER_TOP>', '**Other Entities**<br><BORDER_TOP>.1') |
| Economics and Business, Universitas Indonesia |

---

Remarks:

---

| | |
|:---|:---|
| **KA** | Audit Committee |
| **KNR** | Committee for Nomination and Remuneration |
| **KEMPR** | Committee for Planning and Risk Evaluation and Monitoring |
| **KTKT** | Integrated Governance Committee |

---

**BOARD OF COMMISSIONERS' DUTIES, AUTHORITIES, AND RESPONSIBILITIES**

Based on the Company's Articles of Association, the Board of Commissioners is tasked with:

1. Oversee management policies and the general conduct of management regarding both the Company and its business operations as carried out by the Board of Directors.

2. Provide advice to the Board of Directors, including oversight of the implementation of the Company's Long-Term Plan, Work Plan, and Budget, as well as the provisions of the Articles of Association, resolutions of the General Meeting of Shareholders, and applicable laws and regulations, in the best interests of the Company and in accordance with its objectives and purposes.

3. Comply with the Articles of Association and applicable laws and regulations, as well as the principles of professionalism, efficiency, transparency, independence, accountability, responsibility, and fairness.

4. Acting in good faith, with due care and responsibility, in performing supervisory duties and providing advice to the Board of Directors in the best interests of the Company and in accordance with the Company's objectives and purposes.

In carrying out its duties, the Board of Commissioners has the authority to:

1. Examine books, letters, as well as other documents, examine cash position for verification purposes and other securities and examine the assets of the company.

2. Enter the yards, buildings, and offices used by the company.

3. Ask for an explanation from the Board of Directors and/or other officials regarding all matters relating to the management of the company.

4. Be informed of any policies and actions which have been, and which will be taken by the Board of Directors.

5. Ask the Board of Directors and/or other officials under the level of the Board of Directors, with the knowledge of the Board of Directors, to attend the meeting of the Board of Commissioners.

6. Appoint and dismiss a secretary from the Board of Commissioners.

7. Suspend the members of the Board of Directors in accordance with the provisions of these Articles of Association of the Company.

8. Establish an Audit Committee, Remuneration and Nomination Committee, Risk Monitoring Committee, and other committees, if considered necessary, with due observance of the capability of the company.

9. Hiring experts for specific tasks and for a specific period at the Company's expense, if deemed necessary and in accordance with applicable regulations.

10. Perform the management actions over the company in certain conditions for a certain period under the provisions of these Articles of Association.

11. Approve the appointment and dismissal of the Corporate Secretary and/or the Head of the Internal Audit Unit after first obtaining the approval of the majority of Series B Shareholders.

12. Attend board meetings and offer insights on the topics discussed.

13. Exercise other supervisory powers provided that they do not conflict with applicable laws and regulations, as well as regulations governing the Capital Market, the Articles of Association, and/or resolutions of the General Meeting of Shareholders.

The Board of Commissioners is required to:

1. Provide advice to the Board of Directors in the management of the Company.

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[Table of Content](#TOC)

2. Provide opinions and approve the Company's Long-Term Plan and annual Work and Budget Plan, as well as other plans, prepared by the Board of Directors in accordance with the provisions of the Articles of Association.

3. Monitoring the Company's operations and providing opinions and recommendations to the General Meeting of Shareholders regarding any matters deemed important for the management of the Company.

4. Notify the largest holder of Series B shares in the event of signs of a decline in the Company's performance.

5. Propose to the General Meeting of Shareholders the appointment of a Public Accountant to audit the Company's books.

6. Review and examine the periodic reports and Annual Report prepared by the Board of Directors, and sign the Annual Report.

7. Provide explanations, opinions, and recommendations to the General Meeting of Shareholders regarding the Annual Report, if requested.

8. Prepare the minutes of the Board of Commissioners' meeting and keep a copy.

9. Report to the Company regarding his or her and/or his or her family's shareholdings in the Company and other companies.

10. Submit a report to the Annual General Meeting on the supervisory duties performed during the most recent financial year.

11. Provide explanations regarding any matters inquired about or requested by the holders of Series A Dwiwarna Shares, in accordance with applicable laws and regulations, particularly those governing the Capital Market.

12. Submit quarterly reports on the Company's performance, including the achievement of Key Performance Indicator, to the holders of Series A Dwiwarna Shares and the largest holders of Series B Shares.

13. Drafting the Board of Commissioners' Charter and establishing the framework for relations between the Company's Board of Commissioners and the Boards of Commissioners of the Company's subsidiaries and other entities, in accordance with applicable laws and regulations, particularly those governing the Capital Market.

14. Perform other duties related to oversight and advisory functions, provided that such duties do not conflict with applicable laws and regulations, the Articles of Association, and/or resolutions of the General Meeting of Shareholders.

Under certain circumstances, the Board of Commissioners is required to convene an Annual General Meeting of Shareholders and other General Meetings of Shareholders in accordance with its authority as stipulated by applicable laws and regulations and the Articles of Association.

If the Company incurs a loss, the members of the Board of Commissioners shall be collectively liable for any errors or negligence in the performance of their duties, unless it can be proven that:

1. The loss was not due to any fault or negligence on his/her part.

2. Has acted in good faith, with a sense of responsibility, and with due care in the best interests of the Company and in accordance with its objectives and purposes.

3. Has no direct or indirect conflict of interest regarding management actions that result in losses.

4. Measures have been taken to prevent the occurrence or continuation of such losses.

**PRESIDENT COMMISSIONER DUTIES**

The President Commissioner acts as *primus inter pares*, which means coordinator of implementing the activities and duties of the Board of Commissioners. However, President Commissioner has an equal position with other members of the Board of Commissioners. The following are the duties and responsibilities of the President Commissioner:

1. Lead and ensure the Board of Commissioners' performance effectiveness.

2. Develop, implement, and review work guidelines/procedures related to the duties of the Board of Commissioners.

3. Create a calendar of the Board of Commissioners meeting schedule and coordinate it with the Board of Commissioners Committees.

4. Organize and submit meeting agendas and promptly inform all Commissioners.

5. Interact periodically with the President Director and act as a liaison between the Board of Commissioners and the Board of Directors.

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[Table of Content](#TOC)

6. Ensure that the information provided to all Commissioners is accurate, on time, and transparent.

7. Ensure effective communication with shareholders.

8. Organize regular performance evaluations of the Board of Commissioners, including all Committees and Independent Commissioners.

9. Facilitate the effective contribution of the Independent Commissioners and establish constructive relationships among the Commissioners.

### BOARD OF COMMISSIONERS' MEETING
**Board of Commissioners' Meeting Policy**

Based on the Company's Articles of Association, Telkom's Board Manual, and OJK Regulation No. 33/POJK.04/2014, the Board of Commissioners is required to hold meetings at least once a month or whenever deemed necessary, as well as to hold joint meetings with the Board of Directors at least once every three months or as needed. A meeting is considered to have reached a quorum if more than half of the members of the Board of Commissioners are present. Decisions in meetings are made by consensus. If consensus cannot be reached, decisions are made based on a majority vote of the members present or represented. In the event of a tie, the decision will follow the opinion of the chair of the meeting.

**Implementation of Meetings in 2025**

Throughout 2025, the Board of Commissioners held 26 internal meetings and 8 joint meetings with the Board of Directors. The following table shows the frequency of attendance of Board of Commissioners members at internal meetings and the attendance of Board of Commissioners and Board of Directors members at joint meetings during 2025:

**Board of Commissioners' Internal Meeting Agenda in 2025**

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| | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Date** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** |
| 1. | Monday, January 6, 2025 | a. | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 | Discussion Proposal of Release Commitment Budget CAPEX Phase I 2025 |
|  |  | b. | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members | Others: Period of Assignment of KEMPR Members |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | √ | √ | √ | √ | √ | √ | - | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 2. | Tuesday, January 7, 2025 | a. | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center | Update Batam Data Center |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | √ | √ | √ | √ | √ | √ | - | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 3. | Tuesday, January 14, 2025 | a. | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI | Discussion of 2025 Board of Directors' Collegial KPI |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | √ | √ | √ | √ | √ | √ | - | √ | - | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 4. | Tuesday, February 11, 2025 | a. | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP | Discussion of the 2025 - 2029 RJPP |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | √ | √ | √ | √ | √ | - | √ | N/A | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 5. | Wednesday, February 19, 2025 | a. | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 | Discussion of TelkomGroup Talent for 2025 |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | √ | √ | √ | √ | √ | - | √ | N/A | - | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |

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[Table of Content](#TOC)

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| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| 6. | Monday, March 17, 2025 | a. | Discussion of InfraCo-Carve Out | Discussion of InfraCo-Carve Out | Discussion of InfraCo-Carve Out | Discussion of InfraCo-Carve Out | Discussion of InfraCo-Carve Out |
|  |  | b. | Integrated Audit Progress Report for Financial Year 2024 | Integrated Audit Progress Report for Financial Year 2024 | Integrated Audit Progress Report for Financial Year 2024 | Integrated Audit Progress Report for Financial Year 2024 | Integrated Audit Progress Report for Financial Year 2024 |
|  |  | c. | 2025 Remuneration Proposal | 2025 Remuneration Proposal | 2025 Remuneration Proposal | 2025 Remuneration Proposal | 2025 Remuneration Proposal |
|  |  | d. | Adjustment of the Duties of the Board of Commissioners | Adjustment of the Duties of the Board of Commissioners | Adjustment of the Duties of the Board of Commissioners | Adjustment of the Duties of the Board of Commissioners | Adjustment of the Duties of the Board of Commissioners |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | √ | √ | √ | √ | √ | N/A |
| 7. | Tuesday, April 15, 2025 | a. | Discussion Proposal of Share Buyback | Discussion Proposal of Share Buyback | Discussion Proposal of Share Buyback | Discussion Proposal of Share Buyback | Discussion Proposal of Share Buyback |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | √ | √ | N/A |
| 8. | Wednesday, April 30, 2025 | GMS Preparation: | GMS Preparation: | GMS Preparation: | GMS Preparation: | GMS Preparation: | GMS Preparation: |
|  |  | a. | Audit Committee Presentation regarding KAP Proposal | Audit Committee Presentation regarding KAP Proposal | Audit Committee Presentation regarding KAP Proposal | Audit Committee Presentation regarding KAP Proposal | Audit Committee Presentation regarding KAP Proposal |
|  |  | b. | Alternative Proposal for the Chairman of GMS | Alternative Proposal for the Chairman of GMS | Alternative Proposal for the Chairman of GMS | Alternative Proposal for the Chairman of GMS | Alternative Proposal for the Chairman of GMS |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | √ | √ | N/A |
| 9. | Monday, May 26, 2025 | a. | Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of Commissioners | Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of Commissioners | Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of Commissioners | Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of Commissioners | Preparation of the Board of Commissioners' Note for the Period Before the AGMS to the New Board of Commissioners |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | √ | √ | N/A |
| 10. | Tuesday, June 10, 2025 | a. | Formation of the Board of Commissioners' Organ and Division of Duties | Formation of the Board of Commissioners' Organ and Division of Duties | Formation of the Board of Commissioners' Organ and Division of Duties | Formation of the Board of Commissioners' Organ and Division of Duties | Formation of the Board of Commissioners' Organ and Division of Duties |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | N/A | N/A | N/A |
| 11. | Monday, June 23, 2025 | a. | Discussion Proposal of the Board of Directors Regulation on Cooperation (PD *Kerja Sama*) | Discussion Proposal of the Board of Directors Regulation on Cooperation (PD *Kerja Sama*) | Discussion Proposal of the Board of Directors Regulation on Cooperation (PD *Kerja Sama*) | Discussion Proposal of the Board of Directors Regulation on Cooperation (PD *Kerja Sama*) | Discussion Proposal of the Board of Directors Regulation on Cooperation (PD *Kerja Sama*) |
|  |  | b. | KEMPR Report on Company Performance Ytd May 2025 | KEMPR Report on Company Performance Ytd May 2025 | KEMPR Report on Company Performance Ytd May 2025 | KEMPR Report on Company Performance Ytd May 2025 | KEMPR Report on Company Performance Ytd May 2025 |
|  |  | c. | Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding | Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding | Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding | Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding | Audit Committee Report on Co-Lead Investigation Task Force's Follow-up Finding |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | N/A | N/A | N/A |
| 12. | Tuesday, July 8, 2025 | a. | Discussion Proposal of 2025 Contingency Plan Document | Discussion Proposal of 2025 Contingency Plan Document | Discussion Proposal of 2025 Contingency Plan Document | Discussion Proposal of 2025 Contingency Plan Document | Discussion Proposal of 2025 Contingency Plan Document |
|  |  | b. | Discussion Proposal of Organizational Changes/Organizational Transformation | Discussion Proposal of Organizational Changes/Organizational Transformation | Discussion Proposal of Organizational Changes/Organizational Transformation | Discussion Proposal of Organizational Changes/Organizational Transformation | Discussion Proposal of Organizational Changes/Organizational Transformation |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | N/A | N/A | N/A |
| 13. | Monday, July 28, 2025 | a. | Discussion Proposal of Phase II CAPEX Release for 2025 | Discussion Proposal of Phase II CAPEX Release for 2025 | Discussion Proposal of Phase II CAPEX Release for 2025 | Discussion Proposal of Phase II CAPEX Release for 2025 | Discussion Proposal of Phase II CAPEX Release for 2025 |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | N/A | N/A | N/A |
| 14. | Wednesday, July 30, 2025 | a. | Report on Co-Lead Investigation Task Force's Follow-up Finding Progress (Task Force Report) | Report on Co-Lead Investigation Task Force's Follow-up Finding Progress (Task Force Report) | Report on Co-Lead Investigation Task Force's Follow-up Finding Progress (Task Force Report) | Report on Co-Lead Investigation Task Force's Follow-up Finding Progress (Task Force Report) | Report on Co-Lead Investigation Task Force's Follow-up Finding Progress (Task Force Report) |
|  |  | b. | Company Performance Evaluation Update Ytd June 2025 | Company Performance Evaluation Update Ytd June 2025 | Company Performance Evaluation Update Ytd June 2025 | Company Performance Evaluation Update Ytd June 2025 | Company Performance Evaluation Update Ytd June 2025 |
|  |  | c. | Amendment to the Articles of Association | Amendment to the Articles of Association | Amendment to the Articles of Association | Amendment to the Articles of Association | Amendment to the Articles of Association |
|  |  | d. | Alternative Proposal for the Chairman of EGMS | Alternative Proposal for the Chairman of EGMS | Alternative Proposal for the Chairman of EGMS | Alternative Proposal for the Chairman of EGMS | Alternative Proposal for the Chairman of EGMS |
|  |  | e. | Remuneration and Contract Extension of the Board of Commissioners | Remuneration and Contract Extension of the Board of Commissioners | Remuneration and Contract Extension of the Board of Commissioners | Remuneration and Contract Extension of the Board of Commissioners | Remuneration and Contract Extension of the Board of Commissioners |
|  | **Attendance List** | **BPSB** | **BPSB** | **SK** | **MRP** | **WI** | **RR** |
|  |  | N/A | N/A | √ | N/A | N/A | N/A |

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[Table of Content](#TOC)

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| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| 15. | Friday, August 29, 2025 | a. | Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business Operations | Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business Operations | Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business Operations | Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business Operations | Approval of the Proposal to Establish Organization One Level Below the Board of Directors: Group Business Operations |
|  |  | b. | Discussion Proposal of Candidates for Subsidiary Management | Discussion Proposal of Candidates for Subsidiary Management | Discussion Proposal of Candidates for Subsidiary Management | Discussion Proposal of Candidates for Subsidiary Management | Discussion Proposal of Candidates for Subsidiary Management |
|  |  | c. | Others: | Others: | Others: | Others: | Others: |
|  |  |  | Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025 | Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025 | Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025 | Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025 | Explanation Proposal for Self-Estimated Price of TelkomGroup Audit Costs for Financial Year 2025 |
|  |  |  | Nomination of Audit Committee Members from Non-Commissioner Elements | Nomination of Audit Committee Members from Non-Commissioner Elements | Nomination of Audit Committee Members from Non-Commissioner Elements | Nomination of Audit Committee Members from Non-Commissioner Elements | Nomination of Audit Committee Members from Non-Commissioner Elements |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 16. | Wednesday, September 17, 2025 | a. | Division of Duties of the Board of Commissioners | Division of Duties of the Board of Commissioners | Division of Duties of the Board of Commissioners | Division of Duties of the Board of Commissioners | Division of Duties of the Board of Commissioners |
|  |  | b. | Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender | Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender | Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender | Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender | Telkom's Participation in the Ministry of Communication and Digital's 1.4 Ghz Broadband Auction Tender |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 17. | Friday, September 19, 2025 | a. | Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband Auction Tender | Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband Auction Tender | Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband Auction Tender | Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband Auction Tender | Follow-up Discussion on Telkom's Participation in the Ministry of Communication and Digital's 1.4 GHz Broadband Auction Tender |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 18. | Sunday, September 21, 2025 | a. | Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access Services in 2025 | Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access Services in 2025 | Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access Services in 2025 | Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access Services in 2025 | Discussion of Additional Explanation on Request for Approval from the Board of Commissioners Regarding Initiation of Participation in Selection of User of 1.4 GHz Radio Frequency Band for Broadband Wireless Access Services in 2025 |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 19. | Friday, September 26, 2025 | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: |
|  |  | a. | Capital Investment for Stages 3 and 4 of Batam Data Center Project | Capital Investment for Stages 3 and 4 of Batam Data Center Project | Capital Investment for Stages 3 and 4 of Batam Data Center Project | Capital Investment for Stages 3 and 4 of Batam Data Center Project | Capital Investment for Stages 3 and 4 of Batam Data Center Project |
|  |  | b. | Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE | Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE | Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE | Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE | Strategic Fit Project Falcon Approval - Acquisition of All Telkomsigma Shares in TDE |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 20. | Monday, October 27, 2025 | Discussion and Decision Making on: | Discussion and Decision Making on: | Discussion and Decision Making on: | Discussion and Decision Making on: | Discussion and Decision Making on: | Discussion and Decision Making on: |
|  |  | a. | CSS Proposal for 2026 - 2028 | CSS Proposal for 2026 - 2028 | CSS Proposal for 2026 - 2028 | CSS Proposal for 2026 - 2028 | CSS Proposal for 2026 - 2028 |
|  |  | b. | InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset (Phase-1) by PT Telkom Indonesia (Persero) Tbk ("Telkom") to PT Telkom Infrastruktur Indonesia ("TIF") within InfraCo Project ("Separation") | InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset (Phase-1) by PT Telkom Indonesia (Persero) Tbk ("Telkom") to PT Telkom Infrastruktur Indonesia ("TIF") within InfraCo Project ("Separation") | InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset (Phase-1) by PT Telkom Indonesia (Persero) Tbk ("Telkom") to PT Telkom Infrastruktur Indonesia ("TIF") within InfraCo Project ("Separation") | InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset (Phase-1) by PT Telkom Indonesia (Persero) Tbk ("Telkom") to PT Telkom Infrastruktur Indonesia ("TIF") within InfraCo Project ("Separation") | InfraCo: Response and Final Approval of Partial Separation of Wholesale Fiber Connectivity Business and Asset (Phase-1) by PT Telkom Indonesia (Persero) Tbk ("Telkom") to PT Telkom Infrastruktur Indonesia ("TIF") within InfraCo Project ("Separation") |
|  |  | c. | Proposal of RKAP 2026 Secretariat of the Board of Commissioners | Proposal of RKAP 2026 Secretariat of the Board of Commissioners | Proposal of RKAP 2026 Secretariat of the Board of Commissioners | Proposal of RKAP 2026 Secretariat of the Board of Commissioners | Proposal of RKAP 2026 Secretariat of the Board of Commissioners |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 21. | Monday, October 27, 2025 | a. | Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026 | Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026 | Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026 | Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026 | Decision Making on Second Draft Proposal of RKAP 2026 and Release of CAPEX 2026 |
|  |  | b. | Discussion of 2022 - 2024 LTI Grant | Discussion of 2022 - 2024 LTI Grant | Discussion of 2022 - 2024 LTI Grant | Discussion of 2022 - 2024 LTI Grant | Discussion of 2022 - 2024 LTI Grant |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |
| 22. | Wednesday, November 19, 2025 | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: | Decision Making on: |
|  |  | a. | Decision Making on Proposal of Directors' Individual KPI for 2025 | Decision Making on Proposal of Directors' Individual KPI for 2025 | Decision Making on Proposal of Directors' Individual KPI for 2025 | Decision Making on Proposal of Directors' Individual KPI for 2025 | Decision Making on Proposal of Directors' Individual KPI for 2025 |
|  |  | b. | Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara | Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara | Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara | Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara | Report on 2026 Collegial KPI Submission Plan for the Board of Directors to Danantara |
|  | **Attendance List** | **BPSB** | **RM** | **WI** | **OD** | **DA** | **RR** |
|  |  | N/A | √ | N/A | √ | √ | N/A |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| 23. | Monday, December 1, 2025 | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: | Update from the Board of Directors regarding: |
|  |  | a. | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo | Telkomsel's continued investment in GoTo |
|  |  | b. | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR | Development of Strategic Holding's socialization with SEKAR |
|  |  | c. | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | N/A | N/A | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | √ | N/A |
| 24. | Sunday, December 7, 2025 | a. | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 | Update on Preparation for Extraordinary General Meeting of Shareholders in December 2025 |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | N/A | N/A | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | √ | √ |
| 25. | Tuesday, December 16, 2025 | a. | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 | Division of Duties of the Board of Commissioners after Extraordinary General Meeting of Shareholders on December 12, 2025 |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | N/A | N/A | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ | N/A | √ | √ |
| 26. | Tuesday, December 30, 2025 | a. | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable | Proposal for Write-off of Accounts Receivable |
|  |  | b. | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) | 2026 RKAP Proposal (Fourth Submission) |
|  |  | c. | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others | Others |
|  | **Attendance List** | **BPSB** | **BPSB** | **RM** | **SK** | **IS** | **MRP** | **AMS** | **IR** | **BDA** | **WI** | **ARP** | **OD** | **RS** | **DA** | **YS** | **IN** | **RR** |
|  |  | N/A | N/A | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ | N/A | √ | √ |

---

Remarks:

---

| | | | |
|:---|:---|:---|:---|
| **BPSB** | Bambang Permadi Soemantri Brodjonegoro | **WI** | Wawan Iriawan |
| **RM** | Rizal Malarangeng | **ARP** | Angga Raka Prabowo |
| **SK** | Silmy Karim | **OD** | Ossy Dermawan |
| **IS** | Ismail | **RS** | Rionald Silaban |
| **MRP** | Marcelino Rumambo Pandin | **DA** | Deswandhy Agusman |
| **AMS** | Arya Mahendra Sinulingga | **YS** | Yohanes Surya |
| **IR** | Isa Rachmatarwata | **IN** | Ira Noviarti |
| **BDA** | Bono Daru Adji | **RR** | Rofikoh Rokhim |

---

------

[Table of Content](#TOC)

**Recapitulation of the Board of Commissioners' Attendance at Internal Meeting up to May 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Total of Attendance**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Bambang Permadi Soemantri Brodjonegoro<sup>1)</sup> | President Commissioner/Independent Commissioner | 6 | 6 | 100 |
| 2. | Bono Daru Adji | Independent Commissioner | 9 | 7 | 78 |
| 3. | Wawan Iriawan | Independent Commissioner | 9 | 9 | 100 |
| 4. | Arya Mahendra Sinulingga | Commissioner | 9 | 3 | 33 |
| 5. | Isa Rachmatarwata<sup>2)</sup> | Commissioner | 3 | 3 | 100 |
| 6. | Ismail | Commissioner | 9 | 8 | 89 |
| 7. | Marcelino Rumambo Pandin | Commissioner | 9 | 7 | 78 |
| 8. | Rizal Malarangeng | Commissioner | 9 | 8 | 89 |
| 9. | Silmy Karim | Commissioner | 9 | 9 | 100 |

---

Remarks:

1) Resign on April 10, 2025. <br> 2) Since February 7, 2025, he has been carrying out state obligation, so there is no obligation to attend the meeting.

**Recapitulation of the Board of Commissioners' Attendance at Internal Meeting since June 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Total of Attendance**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Angga Raka Prabowo | President Commissioner | 17 | 14 | 82 |
| 2. | Ismail<sup>1)</sup> | Commissioner | 9 | 8 | 89 |
| 3. | Ossy Dermawan | Commissioner | 17 | 17 | 100 |
| 4. | Rionald Silaban | Commissioner | 17 | 16 | 94 |
| 5. | Rizal Malarangeng | Commissioner | 17 | 17 | 100 |
| 6. | Silmy Karim | Commissioner | 17 | 16 | 94 |
| 7. | Deswandhy Agusman | Independent Commissioner | 15 | 15 | 100 |
| 8. | Yohanes Surya<sup>2)</sup> | Independent Commissioner | 15 | 14 | 93 |
| 9. | Ira Noviarti<sup>3)</sup> | Independent Commissioner | 11 | 11 | 100 |
| 10. | Rofikoh Rokhim<sup>4)</sup> | Independent Commissioner | 2 | 2 | 100 |

---

Remarks:

1) Until September 16, 2025.

2) Until December 12, 2025.

3) Since September 16, 2025.

4) Since December 12, 2025.

**Recapitulation of the Board of Commissioners' and Board of Directors' at Joint Meeting Agenda in 2025**

---

| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 | **Meeting Agenda**<br><BORDER_TOP>.13 | **Meeting Agenda**<br><BORDER_TOP>.14 | **Meeting Agenda**<br><BORDER_TOP>.15 | **Meeting Agenda**<br><BORDER_TOP>.16 | **Meeting Agenda**<br><BORDER_TOP>.17 | **Meeting Agenda**<br><BORDER_TOP>.18 | **Meeting Agenda**<br><BORDER_TOP>.19 | **Meeting Agenda**<br><BORDER_TOP>.20 | **Meeting Agenda**<br><BORDER_TOP>.21 | **Meeting Agenda**<br><BORDER_TOP>.22 | **Meeting Agenda**<br><BORDER_TOP>.23 | **Meeting Agenda**<br><BORDER_TOP>.24 | **Meeting Agenda**<br><BORDER_TOP>.25 | **Meeting Agenda**<br><BORDER_TOP>.26 | **Meeting Agenda**<br><BORDER_TOP>.27 | **Meeting Agenda**<br><BORDER_TOP>.28 | **Meeting Agenda**<br><BORDER_TOP>.29 | **Meeting Agenda**<br><BORDER_TOP>.30 | **Meeting Agenda**<br><BORDER_TOP>.31 | **Meeting Agenda**<br><BORDER_TOP>.32 | **Meeting Agenda**<br><BORDER_TOP>.33 | **Meeting Agenda**<br><BORDER_TOP>.34 | **Meeting Agenda**<br><BORDER_TOP>.35 | **Meeting Agenda**<br><BORDER_TOP>.36 |
| 1. | Thursday, January 30, 2025 | a. | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 | Performance Ytd December 2024 |
|  |  | b. | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC |
|  | **Attendance List of** | **BPSB** | **BPSB** | **BPSB** | **RM** | **RM** | **SK** | **SK** | **IS** | **IS** | **IS** | **MRP** | **MRP** | **AMS** | **AMS** | **IR** | **IR** | **BDA** | **BDA** | **BDA** | **WI** | **WI** | **ARP** | **ARP** | **OD** | **OD** | **RS** | **RS** | **RS** | **DA** | **DA** | **YS** | **YS** | **IN** | **IN** | **RR** | **RR** |
|  | **BoC** | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **RA** | **AF** | **AF** | **BSW** | **BSW** | **BW** | **BW** | **FMVR** | **HB** | **HB** | **HS** | **HS** | **HW** | **HW** | **MFR** | **MFR** | **DS** | **MA** | **MA** | **WS** | **WS** | **AAS** | **AAS** | **VY** | **VY** | **NH** | **FRD** | **FRD** | **SS** | **SS** | **HC** | **HC** | **AK** | **AK** | **BSDP** |
|  | **BoD** | **-** | **-** | √ | √ | √ | √ | **-** | **-** | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 2. | Friday, February 28, 2025 | a. | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 |
|  |  | b. | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC | BoC Concern Routine: Progress of InfraCo and FMC |
|  | **Attendance List of** | **BPSB** | **BPSB** | **BPSB** | **RM** | **RM** | **SK** | **SK** | **IS** | **IS** | **IS** | **MRP** | **MRP** | **AMS** | **AMS** | **IR** | **IR** | **BDA** | **BDA** | **BDA** | **WI** | **WI** | **ARP** | **ARP** | **OD** | **OD** | **RS** | **RS** | **RS** | **DA** | **DA** | **YS** | **YS** | **IN** | **IN** | **RR** | **RR** |
|  | **BoC** | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **RA** | **AF** | **AF** | **BSW** | **BSW** | **BW** | **BW** | **FMVR** | **HB** | **HB** | **HS** | **HS** | **HW** | **HW** | **MFR** | **MFR** | **DS** | **MA** | **MA** | **WS** | **WS** | **AAS** | **AAS** | **VY** | **VY** | **NH** | **FRD** | **FRD** | **RA** | **RA** | **AF** | **AF** | **BSW** | **BSW** | **BW** |
|  | **BoD** | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | √ | √ |

---

------

[Table of Content](#TOC)

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.31 | **Meeting Agenda**<br><BORDER_TOP>.33 | **Meeting Agenda**<br><BORDER_TOP>.35 | **Meeting Agenda**<br><BORDER_TOP>.36 |
| 3. | Monday, March 24, 2025 | a. | Performance Ytd February 2025 | Performance Ytd February 2025 | Performance Ytd February 2025 | Performance Ytd February 2025 | Performance Ytd February 2025 |
|  |  | b. | Others: | Others: | Others: | Others: | Others: |
|  |  |  | i. | Progress of the Board of Directors' Follow-up on the Board of Commissioners' Advice | Progress of the Board of Directors' Follow-up on the Board of Commissioners' Advice | Progress of the Board of Directors' Follow-up on the Board of Commissioners' Advice | Progress of the Board of Directors' Follow-up on the Board of Commissioners' Advice |
|  |  |  | ii. | Proposal of Share Buyback | Proposal of Share Buyback | Proposal of Share Buyback | Proposal of Share Buyback |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | √ | √ | N/A | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **SS** | **HC** | **AK** | **BSDP** |
|  | **BoD** | √ | √ | N/A | N/A | N/A | N/A |
| 4. | Friday, May 2, 2025 | a. | Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025 | Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025 | Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025 | Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025 | Performance Ytd April 2025 and Step to be Taken by the Board of Directors to Restore Performance in May 2025 |
|  |  | b. | BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025 | BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025 | BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025 | BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025 | BoC Concern: Progress on Achieving Financial and Business Target: 5 Bold Moves by Q1 2025 |
|  |  | c. | 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024 | 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024 | 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024 | 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024 | 2025 GMS Update: Planned Use of Net Profit for Financial Year 2024 |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | N/A | √ | N/A | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **RA** | **AF** | **BSW** | **BW** |
|  | **BoD** | √ | √ | √ | √ | √ | √ |
| 5. | Monday, May 26, 2025 | a. | Company Performance Ytd April 2024 | Company Performance Ytd April 2024 | Company Performance Ytd April 2024 | Company Performance Ytd April 2024 | Company Performance Ytd April 2024 |
|  |  | b. | BoC Concern: | BoC Concern: | BoC Concern: | BoC Concern: | BoC Concern: |
|  |  |  | i. | Regular: FMC and InfraCo Update | Regular: FMC and InfraCo Update | Regular: FMC and InfraCo Update | Regular: FMC and InfraCo Update |
|  |  |  | ii. | Thematic: FGD Update on Stock, Data Center, and Starlink | Thematic: FGD Update on Stock, Data Center, and Starlink | Thematic: FGD Update on Stock, Data Center, and Starlink | Thematic: FGD Update on Stock, Data Center, and Starlink |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | N/A | √ | N/A | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **SS** | **HC** | **AK** | **BSDP** |
|  | **BoD** | √ | √ | N/A | N/A | N/A | N/A |
| 6. | Wednesday, June 25, 2025 | a. | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 | Company Performance Ytd May 2025 |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | N/A | √ | √ | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **SS** | **HC** | **AK** | **BSDP** |
|  | **BoD** | N/A | N/A | √ | √ | N/A | N/A |
| 7. | Wednesday, July 30, 2025 | a. | Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program | Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program | Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program | Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program | Presentation of Update from the Board of Directors regarding Subsidiary Streamlining Program |
|  |  | b. | Main Points of CSS Proposal 2026 - 2028 | Main Points of CSS Proposal 2026 - 2028 | Main Points of CSS Proposal 2026 - 2028 | Main Points of CSS Proposal 2026 - 2028 | Main Points of CSS Proposal 2026 - 2028 |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | N/A | √ | √ | N/A | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **SS** | **HC** | **AK** | **BSDP** |
|  | **BoD** | N/A | N/A | √ | √ | N/A | N/A |
| 8. | Wednesday, October 29, 2025 | a. | Discussion of the Company's Performance Update Ytd July 2024 | Discussion of the Company's Performance Update Ytd July 2024 | Discussion of the Company's Performance Update Ytd July 2024 | Discussion of the Company's Performance Update Ytd July 2024 | Discussion of the Company's Performance Update Ytd July 2024 |
|  | **Attendance List of** | **BPSB** | **RM** | **YS** | **IN** | **RR** | **RR** |
|  | **BoC** | N/A | √ | √ | √ | N/A | N/A |
|  | **Attendance List of** | **RA** | **AF** | **SS** | **HC** | **AK** | **BSDP** |
|  | **BoD** | N/A | N/A | √ | N/A | √ | N/A |

---

Remarks:

---

| | | | |
|:---|:---|:---|:---|
| **BPSB** | Bambang Permadi Soemantri Brodjonegoro | **RA** | Ririek Adriansyah |
| **RM** | Rizal Malarangeng | **AF** | Afriwandi |
| **SK** | Silmy Karim | **BSW** | Budi Setyawan Wijaya |
| **IS** | Ismail | **BW** | Bogi Witjaksono |
| **MRP** | Marcelino Rumambo Pandin | **FMVR** | FM Venusiana R |

---

------

[Table of Content](#TOC)

---

| | | | |
|:---|:---|:---|:---|
| **AMS** | Arya Mahendra Sinulingga | **HB** | Honesti Basyir |
| **IR** | Isa Rachmatarwata | **HS** | Heri Supriadi |
| **BDA** | Bono Daru Adji | **HW** | Herlan Wijanarko |
| **WI** | Wawan Iriawan | **MFR** | Muhamad Fajrin Rasyid |
| **ARP** | Angga Raka Prabowo | **DS** | Dian Siswarini |
| **OD** | Ossy Dermawan | **MA** | Muhammad Awaluddin |
| **RS** | Rionald Silaban | **WS** | Willy Saelan |
| **DA** | Deswandhy Agusman | **AAS** | Arthur Angelo Syailendra |
| **YS** | Yohanes Surya | **VY** | Veranita Yosephine |
| **IN** | Ira Noviarti | **NH** | Nanang Hendarno |
| **RR** | Rofikoh Rokhim | **FRD** | Faizal Rochmad Djoemadi |
|  |  | **SS** | Seno Soemadji |
|  |  | **HC** | Henry Christiadi |
|  |  | **AK** | Andy Kelana |
|  |  | **BSDP** | Budi Satria Dharma Purba |

---

**Recapitulation of the Board of Commissioners' Attendance at Joint Meeting up to May 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Bambang Permadi Soemantri Brodjonegoro<sup>1)</sup> | President Commissioner/Independent Commissioner | 3 | 100 |
| 2. | Wawan Iriawan | Independent Commissioner | 5 | 100 |
| 3. | Bono Daru Adji | Independent Commissioner | 5 | 100 |
| 4. | Marcelino Rumambo Pandin | Commissioner | 5 | 100 |
| 5. | Ismail | Commissioner | 5 | 100 |
| 6. | Rizal Malarangeng | Commissioner | 5 | 100 |
| 7. | Isa Rachmatarwata<sup>2)</sup> | Commissioner | 1 | 100 |
| 8. | Arya Mahendra Sinulingga | Commissioner | 5 | 100 |
| 9. | Silmy Karim | Commissioner | 5 | 100 |

---

Remarks:

1) Resign on April 10, 2025. <br> 2) Since February 7, 2025, he has been carrying out state obligation, so there is no obligation to attend the meeting.

**Recapitulation of the Board of Commissioners' Attendance at Join Meeting since June 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Angga Raka Prabowo | President Commissioner | 3 | 100 |
| 2. | Ismail<sup>1)</sup> | Commissioner | 2 | 100 |
| 3. | Ossy Dermawan | Commissioner | 3 | 100 |
| 4. | Rionald Silaban | Commissioner | 3 | 100 |
| 5. | Rizal Malarangeng | Commissioner | 3 | 100 |
| 6. | Silmy Karim | Commissioner | 3 | 100 |
| 7. | Deswandhy Agusman | Independent Commissioner | 3 | 100 |
| 8. | Yohanes Surya<sup>3)</sup> | Independent Commissioner | 3 | 100 |
| 9. | Ira Noviarti<sup>2)</sup> | Independent Commissioner | 1 | 100 |
| 10. | Rofikoh Rokhim<sup>4)</sup> | Independent Commissioner | - | - |

---

Remarks:

1) Until September 16, 2025.

2) Since September 16, 2025.

3) Until December 12, 2025.

4) Since December 12, 2025.

------

[Table of Content](#TOC)

**Recapitulation of the Board of Directors' Attendance at Joint Meeting up to May 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Total of Attendance**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Ririek Adriansyah | President Director | 5 | 4 | 80 |
| 2. | Afriwandi | Director of Human Capital Management | 5 | 5 | 100 |
| 3. | Bogi Witjaksono | Director of Wholesale & International Service | 5 | 4 | 80 |
| 4. | Budi Setyawan Wijaya | Director of Strategic Portfolio | 5 | 5 | 100 |
| 5. | FM Venusiana R | Director of Enterprise & Business Service | 5 | 5 | 100 |
| 6. | Heri Supriadi | Director of Finance & Risk Management | 5 | 5 | 100 |
| 7. | Herlan Wijanarko | Director of Network & IT Solution | 5 | 5 | 100 |
| 8. | Honesti Basyir | Director of Group Business Development | 5 | 5 | 100 |
| 9. | Muhamad Fajrin Rasyid | Director of Digital Business | 5 | 5 | 100 |

---

**Recapitulation of the Board of Directors' Attendance at Joint Meeting since June 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Dian Siswarini | President Director | 3 | 100 |
| 2. | Muhammad Awaluddin<sup>1)</sup> | Vice President Director | 2 | 100 |
| 3. | Arthur Angelo Syailendra | Director of Finance & Risk Management | 3 | 100 |
| 4. | Andy Kelana<sup>2)</sup> | Director of Legal & Compliance | 1 | 100 |
| 5. | Budi Satria Dharma Purba<sup>4)</sup> | Director of Wholesale & International Service | - | - |
| 6. | Faizal Rochmad Djoemadi | Director of IT Digital  | 3 | 100 |
| 7. | Henry Christiadi<sup>1)</sup> | Director of Human Capital Management | 2 | 100 |
| 8. | Honesti Basyir<sup>3)</sup> | Director of Wholesale & International Service | 3 | 100 |
| 9. | Nanang Hendarno | Director of Network | 3 | 100 |
| 10. | Seno Soemadji | Director of Strategic Business Development & Portfolio | 3 | 100 |
| 11. | Veranita Yosephine | Director of Enterprise & Business Service | 3 | 100 |
| 12. | Willy Saelan<sup>2)</sup> | Director of Human Capital Management | 1 | 100 |

---

Remarks:

1) Until September 16, 2025.

2) Since September 16, 2025.

3) Until December 12, 2025.

4) Since December 12, 2025.

------

[Table of Content](#TOC)

**Board of Commissioners' Attendance Level** 

Level of attendance of the Board of Commissioners in joint meeting of the Board of Commissioners and Directors, internal meeting of the Board of Commissioners, and meeting for concurrent position in the committee are as follows.

**Level of Attendance of the Board of Commissioners up to May 2025**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Joint Meeting** | **Internal Meeting**  | **KA** | **KEMPR** | **KNR** | **KTKT** | **Average of Attendance** |
| 1. | Bambang Permadi Soemantri Brodjonegoro | President Commissioner/Independent Commissioner | 100% | 100% | 100% | 100% | - | 100% | 100% |
| 2. | Bono Daru Adji | Independent Commissioner | 100% | 78% | 100% | 83% | - | 100% | 92% |
| 3. | Wawan Iriawan | Independent Commissioner | 100% | 100% | 100% | - | 100% | - | 100% |
| 4. | Arya Mahendra Sinulingga | Commissioner | 100% | 22% | - | 83% | 100% | - | 76% |
| 5. | Isa Rachmatarwata | Commissioner | 100% | 100% | - | 100% | - | - | 100% |
| 6. | Ismail | Commissioner | 100% | 89% | - | 100% | 60% | - | 87% |
| 7. | Marcelino Rumambo Pandin | Commissioner | 100% | 78% | - | - | 80% | 100% | 90% |
| 8. | Rizal Malarangeng | Commissioner | 100% | 89% | - | 100% | 100% | - | 97% |
| 9. | Silmy Karim | Commissioner | 100% | 100% | - | 100% | 80% | - | 95% |
| **Average Attendance of the Board of Commissioners** | **Average Attendance of the Board of Commissioners** | **Average Attendance of the Board of Commissioners** | **100%** | **84%** | **100%** | **95%** | **87%** | **100%** | **94%** |

---

**Level of Attendance of the Board of Commissioners since June 2025**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Joint Meeting** | **Internal Meeting** | **KA** | **KEMPR** | **KNR** | **KTKT** | **Average of Attendance** |
| 1. | Angga Raka Prabowo | President Commissioner | 100% | 80% | - | - | - | 100% | 93% |
| 2. | Rizal Malarangeng | Commissioner | 100% | 100% | - | 100% | 100% | - | 100% |
| 3. | Silmy Karim | Commissioner | 100% | 93% | - | 93% | - | - | 95% |
| 4. | Ossy Dermawan | Commissioner | 100% | 100% | - | 100% | 100% | - | 100% |
| 5. | Rionald Silaban | Commissioner | 100% | 93% | - | 100% | - | - | 98% |
| 6. | Deswandhy Agusman | Independent Commissioner | 100% | 100% | 92% | - | - | 100% | 98% |
| 7. | Ira Noviarti | Independent Commissioner | 100% | 100% | 100% | - | 100% | 100% | 100% |
| 8. | Yohanes Surya | Independent Commissioner | 100% | 93% | 67% | - | 100% | 100% | 92% |
| 9. | Rofikoh Rokhim | Independent Commissioner | - | 100% | - | 100% | - | - | 100% |
| **Average Attendance of the Board of Commissioners** | **Average Attendance of the Board of Commissioners** | **Average Attendance of the Board of Commissioners** | **100%** | **95%** | **86%** | **99%** | **100%** | **100%** | **97%** |

---

Remarks:

---

| | |
|:---|:---|
| Joint Meeting | Meeting of the Board of Commissioners with the Board of Directors |
| Internal Meeting | Internal Meeting of the Board of Commissioners |
| KA | Audit Committee |
| KEMPR | Committee for Planning anf Risk Evaluation and Monitoring |
| KNR | Committee for Nomination and Remuneration |
| KTKT | Integrated Governance Committee |

---

------

[Table of Content](#TOC)

**IMPROVING THE COMPETENCY OF THE BOARD OF COMMISSIONERS**

**Policy on Improving the Competency of the Board of Commissioners**

The Company provides opportunities and provides various training programs, educational activities, workshops, or other similar activities to each member of the Board of Commissioners aimed at developing their knowledge and expertise, as well as ensuring that the professional insight, competence, and leadership abilities of the Board of Commissioners continue to develop in line with the latest industry development. The implementation of this Board of Commissioners competency improvement program is also a form of compliance with Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises and Decree of the Deputy Minister of State-Owned Enterprises for Finance and Risk Management Number SK-3/DKU.MSU/05/2023 dated May 26, 2023 regarding Technical Instruction for the Composition and Qualification of Risk Management Organ within State-Owned Enterprises.

**Board of Commissioners' Competency Improvement Activities in 2025**

The education and training programs attended by members of the Board of Commissioners during 2025 are as follows:

**Education, Training, Seminar, Conference, and Congress of Telkom's Board of Commissioners in 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 1. | DBN Breakfast Talk | Dutch Business Network Indonesia | Jakarta | February 11, 2025 | Silmy Karim |
| 2. | Tri-Sector Leadership Bootcamp | Institut Harkat Negeri | Jakarta | February 15, 2025 | Silmy Karim |
| 3. | Leading Global Business | Harvard Business School | United States of America | February 20, 2025 | Ira Noviarti |
| 4. | Harvard Asia Business Conference 2025 | Harvard Business School | United States of America | February 23, 2025 | Ira Noviarti |
| 5. | Private Equity and Venture Capital Foundations | Harvard Business School | United States of America | March 2 - 3, 2025 | Marcelino Rumambo Pandin |
| 6. | Mobile World Congress (MWC) 2025 | GSMA | Barcelona | March 3 - 6, 2025 | Rizal Malarangeng |
| 7. | Strategic Research & Development Management | Harvard Business School | United States of America | March 4 - 5, 2025 | Marcelino Rumambo Pandin |
| 8 | Eagles on Vacation with Diesel One Solidarity | Yayasan Solidaritas Kawula Muda | Jakarta | June 24, 2025 | Silmy Karim |
| 9. | Speaker at *Rapat Kerja Daerah* (RAKERDA) HIPMI JAYA 2025 | Himpunan Pengusaha Muda Indonesia (HIPMI) | Jakarta | July 25, 2025 | Silmy Karim |
| 10. | Speaker at *Rapat Kerja Nasional* (RAKERNAS) III GIPI | Gabungan Industri Pariwisata Indonesia (GIPI) | Jakarta | July 30, 2025 | Silmy Karim |
| 11. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | July 30 - 31, 2025 | Angga Raka Prabowo |
| 11. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | July 30 - 31, 2025 | Yohanes Surya |
| 11. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | July 30 - 31, 2025 | Ossy Dermawan |
| 11. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | September 17, 2025 | Deswandhy Agusman |
| 11. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | November 12, 2025 | Ira Noviarti |
| 12. | Critical Thinking for Better Judgment and Decision-Making | Telkom Corporate University Center/LinkedIn | Online | August 8, 2025 | Rizal Malarangeng |
| 12. | Critical Thinking for Better Judgment and Decision-Making | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 12. | Critical Thinking for Better Judgment and Decision-Making | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 13. | Strategic Business Analysis Essentials | Telkom Corporate University Center/LinkedIn | Online | August 9, 2025 | Rizal Malarangeng |
| 14. | Top 10 Gotchas of Cyber Regulation | Telkom Corporate University Center/LinkedIn | Online | August 9, 2025 | Rizal Malarangeng |
| 15. | Algorithmic Auditing and Continuous Monitoring | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 15. | Algorithmic Auditing and Continuous Monitoring | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 15. | Algorithmic Auditing and Continuous Monitoring | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 16. | Balanced Scorecard and Key Performance Indicator | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 16. | Balanced Scorecard and Key Performance Indicator | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 17. | Building a Responsible AI Program: Context, Culture, Content, and Commitment | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 18. | Compliance and Regulations for Generative AI | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 18. | Compliance and Regulations for Generative AI | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 18. | Compliance and Regulations for Generative AI | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 19. | Corporate Financial Statement Analysis | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 19. | Corporate Financial Statement Analysis | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 19. | Corporate Financial Statement Analysis | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 20. | Digital Transformation | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 21. | Economics for Business Leaders | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 21. | Economics for Business Leaders | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 21. | Economics for Business Leaders | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 22. | Finance Foundations: Corporate Governance | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 22. | Finance Foundations: Corporate Governance | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 23. | Foundations of Responsible AI | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 23. | Foundations of Responsible AI | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 23. | Foundations of Responsible AI | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 24. | Insider Threat Risk Management | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 24. | Insider Threat Risk Management | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 24. | Insider Threat Risk Management | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 25. | Introduction to AI Governance | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 25. | Introduction to AI Governance | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 25. | Introduction to AI Governance | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 26. | Introduction to Auditing AI Systems | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 26. | Introduction to Auditing AI Systems | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 26. | Introduction to Auditing AI Systems | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 27. | Leveraging AI for Governance, Risk, and Compliance | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 27. | Leveraging AI for Governance, Risk, and Compliance | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 27. | Leveraging AI for Governance, Risk, and Compliance | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 28. | Measuring Business Performance | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 28. | Measuring Business Performance | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 29. | Operational Excellence Foundations | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 29. | Operational Excellence Foundations | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 29. | Operational Excellence Foundations | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 30. | Privacy, Governance, and Compliance: Data Classification and Inventory | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 30. | Privacy, Governance, and Compliance: Data Classification and Inventory | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 30. | Privacy, Governance, and Compliance: Data Classification and Inventory | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 31. | Responsible AI: Principles and Practical Application | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 31. | Responsible AI: Principles and Practical Application | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 31. | Responsible AI: Principles and Practical Application | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 32. | Strategic Business Analysis Essentials | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 32. | Strategic Business Analysis Essentials | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rionald Silaban |
| 33. | Top 10 Gotchas of Cyber Regulation | Telkom Corporate University Center/LinkedIn | Online | August 11, 2025 | Silmy Karim |
| 34. | Digital Transformation | Telkom Corporate University Center/LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 34. | Digital Transformation | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 35. | Diaspora Global Summit-2 | Indonesia Diaspora Network (IDN) United | Jakarta | August 13, 2025 | Silmy Karim |
| 36. | Building a Responsible AI Program: Context, Culture, Content, and Commitment | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 36. | Building a Responsible AI Program: Context, Culture, Content, and Commitment | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 37. | Top 10 Gotchas of Cyber Regulation | Telkom Corporate University Center/LinkedIn | Online | August 13, 2025 | Rionald Silaban |
| 38. | Bali Annual Telkom International Conference (BATIC) | Telkom Indonesia International | Bali | August 27 - 28, 2025 | Angga Raka Prabowo |
| 38. | Bali Annual Telkom International Conference (BATIC) | Telkom Indonesia International | Bali | August 27 - 28, 2025 | Yohanes Surya |
| 39. | Forum Internal Audit TelkomGroup | Telkom | Bandung | August 28, 2025 | Deswandhy Agusman |
| 40. | Leading Transformation with Innovation and Agility in a Holding Ecosystem | Telkom | Jakarta | October 17, 2025 | Ira Noviarti |
| 41. | Beyond Strategic Planning: From ClassRoom Implementation to Sustainment | Harvard Business School | United States of America | November 11 - 12, 2025 | Silmy Karim |
| 42. | Building Organizational Cultures: ClassRoom A Framework for Leaders  | Harvard Business School | United States of America | November 11 - 12, 2025 | Silmy Karim |
| 43. | Women Leading Change: Transformation and Innovation in Action | Ministry of Finance | Jakarta | November 20, 2025 | Ira Noviarti |
| 44. | Workshop Internal Audit | Telkom | Yogyakarta | November 26 - 27, 2025 | Deswandhy Agusman |
| 44. | Workshop Internal Audit | Telkom | Yogyakarta | November 26 - 27, 2025 | Ira Noviarti |
| 45. | Seminar "*Harmonisasi Tata Kelola Pertanahan dan Kepatuhan Hukum dalam Pengelolaan dan Penanganan Permasalahan Aset Tanah TelkomGroup*" | Telkom | Jakarta | November 28, 2025 | Ossy Dermawan |

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[Table of Content](#TOC)

**ORIENTATION PROGRAM FOR NEW MEMBERS OF THE BOARD OF COMMISSIONERS**

An orientation program for new members of the Board of Commissioners to understand the company's activities and conditions, in accordance with Minister of State-Owned Enterprises Regulation Number PER-02/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises. In 2025, the company implemented the following orientation program:

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| | | | |
|:---|:---|:---|:---|
| **No.** | **Date** | **Activities/Orientation Materials** | **Activities/Orientation Materials** |
| 1. | June 1, 2025 | Responsibilities, Rights, Obligations, and Duties of the Board of Commissioners, as well as Remuneration, Job Facilities, Organizational Introduction, and Digital Signature Application | Responsibilities, Rights, Obligations, and Duties of the Board of Commissioners, as well as Remuneration, Job Facilities, Organizational Introduction, and Digital Signature Application |
| 2. | June 2, 2025 | Company Strategic Planning, RKAP, and Key Performance Indicator (KPI) | Company Strategic Planning, RKAP, and Key Performance Indicator (KPI) |
| 3. | June 3, 2025 | Technology and Corporate Action Update | Technology and Corporate Action Update |
| 4. | June 4, 2025 | Office Tour: | Office Tour: |
|  |  | a. | GraPARI Telkomsel |
|  |  | b. | TIOC (TelkomGroup Integrated Operation Center) |
|  |  | c. | Vision Telkomsel (Vital Intelligent System & Integrated Operations Nexus) |
|  |  | d. | Employee Corne*r* |
| 5. | June 5, 2025 | Risk Management and Legal & Compliance | Risk Management and Legal & Compliance |
| 6. | September 23, 2025 | Audit Committee Onboarding regarding Fraud | Audit Committee Onboarding regarding Fraud |
| 7. | September 24, 2025 | a. | BoC & BoD Authority & Responsibility, Board Manual |
|  |  | b. | Remuneration and Job Facilities |
|  |  | c. | Introduction to Corporate Organization and Strategic Planning |
|  |  | d. | Risk Management |
|  |  | e. | Corporate Action |
|  |  | f. | Company Key Performance Indicator (KPI) |
| 8. | September 25, 2025 | Audit Committee Onboarding regarding Integrated Audit | Audit Committee Onboarding regarding Integrated Audit |
| 9. | October 2, 2025 | WSA (Wholesale Agreement), CNOP (Collaborative Network Optimization Project), and Overview of the Agreement with Telkomsel, Enterprise Business, Technology, and Digital | WSA (Wholesale Agreement), CNOP (Collaborative Network Optimization Project), and Overview of the Agreement with Telkomsel, Enterprise Business, Technology, and Digital |
| 10. | December 22, 2025 | a. | Introduction to Organization, Corporate Strategic Planning, and Strategic Holding |
|  |  | b. | Subsidiary Update: Business and Issues |
|  |  | c. | Subsidiary Streamlining |
|  |  | d. | Corporate Action and Enterprise Business |
| 11. | December 24, 2025 | a. | Risk Management |
|  |  | b. | Group Business Operation & Strategic Holding  |
|  |  | c. | Overview of the Agreement with Telkomsel |
|  |  | d. | Technology and Digital |

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**BOARD OF COMMISSIONERS' SELF-ASSESSMENT POLICY**

Telkom has a self-assessment policy to assess the performance of the Board of Commissioners, which is a form of accountability for the collegial performance assessment of the Board of Commissioners that is expected to motivate each member of the Board of Commissioners to improve their performance. This policy is stated in the Joint Regulation of the Board of Commissioners and Directors Number 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Work Procedure Guidelines for the Board of Commissioners and Directors (Board Manual) of the Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk.

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**BOARD OF COMMISSIONERS' PERFORMANCE ASSESSMENT**

The performance of Telkom's Board of Commissioners is assessed based on Key Performance Indicator (KPI) formulated from their main duties, including supervising the policies and management of the company by the Board of Directors, providing advice to the Board of Directors, and supervising the implementation of the Company's Long-Term Plan, Work Plan and Annual Budget, provisions of the Articles of Association, GMS Decisions, and laws and regulations in accordance with the company's objectives. KPI evaluations are conducted annually, with the 2025 evaluation results showing that the Board of Commissioners has performed its duties well.

**Board of Commissioners' Performance Assessment Based on KPI in 2025**

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| | | |
|:---|:---|:---|
| **Key Performance Indicator (KPI)** | **Achievement** | **Achievement** |
| **Key Performance Indicator (KPI)** | **Point (%)** | **Score (%)** |
| Planning | 20 | 115 |
| Supervision and Giving Advice | 36 | 110 |
| Reporting  | 16 | 100 |
| Dynamic | 28 | 112 |
| **Total**  | **100** | **110** |

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**COMMITTEE UNDER THE BOARD OF COMMISSIONERS' ASSESSMENT**

In carrying out its duties, the Board of Commissioners is assisted by Audit Committee, Committee Nomination and Remuneration, Committee for Planning and Risk Evaluation and Monitoring, and Integrated Governance Committee. The Board of Commissioners evaluates the performance of its subordinate committees annually and in 2025. The evaluation is conducted qualitatively to identify areas for performance improvement across the following indicators:

1. Consistency in ensuring follow-up.

2. Providing early warning regarding the deterioration of the company's financial condition (significant and critical issues), project progress, and the Company's KPI achievements.

3. Timeliness and accuracy in submitting reports to the Board of Commissioners.

4. The ability to identify fraud and oversee its resolution.

5. Comprehensiveness of the analysis and recommendations.

6. Continuous improvement of competencies.

7. The ability to maintain independence, set priority themes, and follow up on recommendations in action plans at subsidiaries.

Overall, these committees were able to carry out their duties and responsibilities effectively throughout 2025.

**Evaluation of Committees Under the Board of Commissioners in 2025**

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| | |
|:---|:---|
| **Committees** | **Qualitative Measure** |
| Audit Committee | Good |
| Committee for Nomination and Remuneration | Good |
| Committee for Planning and Risk Evaluation and Monitoring | Good |
| Integrated Governance Committee | Good |

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[Table of Content](#TOC)

**INDEPENDENT COMMISSIONER**

As of December 31, 2025, Telkom has eight members of the Board of Commissioners, three of whom are Independent Commissioners. This number meets the requirements of OJK Regulation No. 33/POJK.04/2014, which is 30%. The GMS regulates the criteria for determining and appointing Independent Commissioners, which refer to:

1. Telkom Articles of Association.

2. Financial Services Authority Regulation No. 33/POJK.04/2014 regarding the Board of Directors and Board of Commissioners of Issuers or Public Companies, namely as follows:

a. Not a person who works for or has the authority and responsibility to plan, lead, control, or supervise the company's related activities within the last 6 (six) months, except for reappointment as an Independent Commissioner in the following period.

b. Does not own Telkom shares, either directly or indirectly.

c. Has no affiliation with Telkom, members of the Board of Commissioners, members of the Board of Directors, or major shareholders of Telkom.

d. Has no business relationship, either directly or indirectly, related to Telkom's business activities.

In addition to the provisions of the Articles of Association and POJK Number 33/POJK.04/2014, Telkom also complies with the provisions regarding Independent Commissioners as stipulated in Resolution of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 regarding Organization and Human Resources of State-Owned Enterprises.

**Independent Commissioners' Duties**

As members of the Board of Commissioners who are independent, Independent Commissioners have the responsibility to support the implementation of good corporate governance principles within the company. Independent Commissioners have the following duties:

1. Ensure transparency and openness in the company's Financial Report.

2. Fair treatment of minority shareholder and other stakeholder.

3. Disclose transaction involving conflict of interest in a fair and equitable manner.

4. Ensure the company's compliance with applicable law and regulation.

5. Ensure the accountability of corporate organ.

In addition, Independent Commissioners also have the following responsibilities:

1. Ensure that the company has an effective business strategy, including monitoring schedule, budget, and the effectiveness of these strategy.

2. Ensure that the company appoints professional executive and manager.

3. Ensure that the company has information, court system, and audit system are running well.

4. Ensuring that the company complies with applicable law and regulation as well as the value established by the company in conducting its operation.

5. Ensure that risk and potential crises are always identified and managed properly.

6. Ensure that GCG principles and practice are adhered to and implemented properly.

**Independence Statement**

In accordance with Article 25 of OJK Regulation No. 33/POJK.04/2014, Independent Commissioners who have served for two periods (two terms in 5 years) may be reappointed, provided they declare their independence to the GMS and disclose it publicly in the Annual Report. Until the end of 2025 Financial Year, no Independent Commissioners at Telkom have served for two terms. However, Telkom still requires each Independent Commissioner to sign an Independence Statement annually. This is done as part of the implementation of GCG, to ensure that each member of the Board of Commissioners carries out their duties independently and without intervention from other parties.

**Composition of Telkom's Independent Commissioners in 2025**

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| | |
|:---|:---|
| **Name** | **Basis of Appointment** |
| Bambang Permadi Soemantri Brodjonegoro | AGMS dated May 27, 2021 to AGMS dated May 27, 2025 |
| Bono Daru Adji | AGMS dated May 27, 2021 to AGMS dated May 27, 2025 |
| Wawan Iriawan | AGMS dated June 18, 2020 to AGMS dated May 27, 2025 |
| Yohanes Surya | AGMS dated May 27, 2025 to EGMS dated December 12, 2025 |
| Deswandhy Agusman | AGM dated May 27, 2025 |
| Ira Noviarti | EGMS dated September 16, 2025 |
| Rofikoh Rokhim | EGMS dated December 12, 2025 |

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[Table of Content](#TOC)

### COMMITEE UNDER THE BOARD OF COMMISSIONERS
**LEGAL BASIS FOR COMMITTEE ESTABLISHMENT**

Committee under the Board of Commissioners is established based on the following regulations/legislation:

1. Article 121 of Law Number 40 Year 2007 regarding Limited Liability Companies.

2. Law of the Republic of Indonesia Number 1 of 2025 regarding Third Amendment to Law Number 19 of 2003 regarding State-Owned Enterprises.

3. Article 21 of the Regulation of the Minister of SOEs Number 2 of 2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises.

4. Article 28 paragraph (4) of the Financial Services Authority Regulation Number: 33/POJK.04/2014 regarding Directors and Board of Commissioners of Issuers or Public Companies.

5. Telkom's Articles of Association Article 15 number 2 letter a.8.

**AUDIT COMMITTEE**

In accordance with the provisions of the Company's Articles of Association, Telkom has established an Audit Committee to assist the Board of Commissioners in performing its supervisory functions. This Audit Committee works based on Resolution of the Board of Commissioners Number 13/KEP/DK/2024 regarding Work Implementation Guidelines (Charter) of Audit Committee of PT Telekomunikasi Indonesia Tbk. The establishment of Audit Committee is also a form of compliance with OJK Regulation Number 55/POJK.04/2015 dated December 23, 2015, the provisions of US SEC Exchange Act 10A-3, and Minister of State-Owned Enterprises Regulation Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises, and PER-3/MBU/03/2023 on Organ and Human Resource of State-Owned Enterprises, issued on March 20, 2023.

**Audit Committee's Scopes, Duties, and Responsibilities**

The scopes, duties, and responsibilities of the Audit Committee are as follows:

**1.** **Supervision of Financial Information**

a. Reviewing the process of preparing Financial Report to see whether it has been carried out in accordance with applicable regulation, policies, system, and procedure;

b. Conducting a review of financial information that will be published by the company, such as Financial Report, projection, and other financial information; and

c. Ensuring that Financial Report and other related information are presented based on data and financial information or management accounting correctly and accurately in accordance with generally accepted accounting principles.

**2.** **Supervision of Internal Audit**

a. Reviewing Annual Audit Work Program (PKAT) and Internal Audit Annual Non-Audit Work Program (PKNAT);

b. Evaluating the effectiveness of the company's Internal Audit;

c. Monitoring the implementation of follow-up action on Internal Auditor finding and/or External Auditor finding and management letter (recommendation) by the Board of Directors;

d. Evaluating status and follow-up on significant issues;

e. Providing recommendation to the Board of Commissioners for the appointment of the Head of the Internal Audit Unit (Senior Vice President Internal Audit); and

f. Periodically evaluate and recommend improvement to Internal Audit Charter.

**3.** **Oversight of Internal Control**

a. Monitoring the adequacy of management's effort to establish and operate effective internal control, particularly internal control over financial reporting; and

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b. Immediately conducts discussion regarding finding and matters that contain indication of weakness and/or obstacle in internal control, inefficiency in the company's activities, error in the application of accounting standard, and violation of applicable law and regulation.

**4.** **Supervision of External Audit**

a. Assisting the Board of Commissioners in the process of appointing independent auditor candidates who will carry out integrated audits of the company and its consolidated subsidiaries;

b. Providing recommendations to the company's Board of Commissioners regarding the appointment of AP and/or KAP who will provide audit services;

c. Giving and providing pre-approval for non-audit services to be assigned to independent auditors;

d. Oversight the integrated audit process in the company and the audit process in subsidiaries whose financial statements are consolidated into the Company's Consolidated Financial Statements;

e. Providing an independent opinion in the event of a difference of opinion between management and the independent auditors; and

f. Evaluating the implementation of the provision of audit services on annual historical financial information by AP and/or KAP.

**5.** **Supervision of Compliance with Regulations and Legislation as well as Complaints regarding the Process of Accounting and Financial Reporting**

a. Conducting a review of compliance with laws and regulations related to the Company's business activities including but not limited to laws and regulations in the Capital Market sector, taxation, and/or regulations related to good corporate governance, as well as regulations and other laws relating to financial reporting risk;

b. Providing facilities for receiving, reviewing, and follow-up on complaints covering the company and its consolidated subsidiaries; and

c. Ensuring that the company's management creates a work culture that encourages every employee to comply with the company's code of ethics.

**6.** **Carrying Out Supervisory Function in an Integrated Manner as Part of Integrated Governance**

**7.** **Carrying Out Other Task Assigned by the Board of Commissioners**

**8.** **Maintaining the Confidentiality of Company Document, Data, and Information**

**Audit Committee's Composition**

In accordance with OJK Regulation Number 55/POJK.04/2015 dated December 23, 2015 and US SEC Regulation, Audit Committee must have at least 3 members from Independent Commissioners and parties outside the company, with the chairman having to be an Independent Commissioner.

Based on these regulations, membership composition of Audit Committee of the Company (Persero) PT Telekomunikasi Indonesia Tbk until May 27, 2025 based on Resolution of the Board of Commissioners Number 04/KEP/DK/2024 dated February 6, 2024 is as follows:

**Audit Committee's Composition up to May 27, 2025**

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| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Chairman | **Bono Daru Adji**<br>Independent Commissioner | Resolution of the Board of Commissioners Number 05/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners Number 04/KEP/DK/2024 dated February 6, 2024. | June 8, 2021 - May 27, 2025 |
| Members | **Bambang Permadi Soemantri Brodjonegoro**<br>President Commissioner/Independent Commissioner | Resolution of the Board of Commissioners Number 05/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners Number 04/KEP/DK/2024 dated February 6, 2024. | June 8, 2021 - May 27, 2025 |
|  | **Wawan Iriawan**<br>Independent Commissioner | Resolution of the Board of Commissioners Number 09/KEP/DK/2020 dated June 29, 2020 and lastly re-established  | June 29, 2020 - May 27, 2025 |

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| | | |
|:---|:---|:---|
| **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| | through Resolution of the Board of Commissioners Number 04/KEP/DK/2024 dated February 6, 2024. | |
| **Emmanuel Bambang Suyitno**<br>Independent Member/ Financial Expert | Resolution of the Board of Commissioners No. 17/KEP/DK/2020 dated September 1, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025. | September 1, 2020 - September 25, 2025 |
| **Edy Sihotang**<br>Independent Member/ Financial & Forensic Audit Expert | Resolution of the Board of Commissioners No. 08/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025. | August 2, 2021 - December 1, 2025 |

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Meanwhile, membership composition of Audit Committee of the Company (Persero) PT Telekomunikasi Indonesia Tbk as of December 31, 2025 based on Resolution of the Board of Commissioners Number 24/KEP/DK/2025 dated December 23, 2025 is as follows:

**Audit Committee's Composition as of December 31, 2025**

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| | | | |
|:---|:---|:---|:---|
| <br>**Position**<br><BORDER_TOP> | <br>**Name and**<br>**Double Position Status**<br><BORDER_TOP> | <br>**Basis of Appointment**<br><BORDER_TOP> | <br>**Term of Service**<br><BORDER_TOP> |
| Chairman | **Deswandhy Agusman**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025. | June 13, 2025 - Present |
| Members | **Ira Noviarti**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Rofikoh Rokhim**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025. | December 23, 2025 - Present |
|  | **Achmad Taufik**<br>Independent Member/Fraud & Investigation Expert | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Irhoan Tanudiredja**<br>Independent Member/Financial Expert | Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025. | December 1, 2025 - Present |

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[Table of Content](#TOC)

**Profile of Audit Committee Members Who are Also Members of the Board of Commissioners**

**Deswandhy Agusman**

**Chairman**

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| | | |
|:---|:---|:---|
| **Age** | 66 years old | 66 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1988 | MBA, Finance, Business, and Economics, University of Denver, United States of America |
|  | • 1985 | Bachelor of Civil Engineering (Construction Management), Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2015 - Present | Independent Commissioner, PT Berau Coal Energy Tbk |
|  | • 2025 - 2030 | Member, National Committee on Corporate Governance Policy |
| **Work Experience** | • 2015 - 2024 | Commissioner, PT Maybank Sekuritas Indonesia |
|  | • 2015 - 2024 | Independent Commissioner, PT Maybank Indonesia Finance |
|  | • 2010 - 2012 | Independent Commissioner, PT Bank Tabungan Negara Tbk |
|  | • 2002 - 2006 | Member of the Board of Commissioners, PT Bank Permata Tbk |
|  | • 2001 - 2003 | Senior Advisor to the Minister of Cooperatives and Small and Medium Enterprises for Technology Utilization |
|  | • 2000 - 2005 | Member, National Committee on Corporate Governance Policy |
|  | • 1999 - 2004 | President Commissioner, PT Permodalan Nasional Madani Venture Capital |
|  | • 1999 - 2001 | Deputy Minister of Cooperatives and Small and Medium Enterprises for Financing |
|  | • 1999 - 2001 | Commissioner, PT Bank BRI |
|  | • 1998 - 1999 | Director General of Financing Facilitation and Savings and Loans |
|  | • 1992 - 1998 | Managing Director - Corporate Finance, PT Peregrine Sewu Securities  |
|  | • 1990 - 1992 | Syndication Manager, PT Nomura Indonesia |
|  | • 1988 - 1990 | Management Associate Global Corporate Banking Group, Citibank N.A |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

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**Ira Noviarti**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Banten, Indonesia | Banten, Indonesia |
| **Educational Background** | • 1995  | Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present | Strategic Advisor to Global Private Equity |
| **Work Experience** | • 2020 - 2024 | President Director, PT Unilever Indonesia |
|  | • 2017 - 2020 | Vice President Beauty & Personal Care, PT Unilever Indonesia |
|  | • 2015 - 2017 | Vice President, Unilever Food Solutions South-East Asia |
|  | • 2010 - 2015  | Director Ice Cream dan Media Consumer Market Insight, PT Unilever Indonesia |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

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[Table of Content](#TOC)

**Rofikoh Rokhim**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | D.E.A (M.Phil) International and Development Economic, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | Master Specialist in Public Finance, Institute International d'Administration Publique, France |
|  | • 1994 | B.A in Public Administration, Universitas Gadjah Mada, Indonesia |
|  | • 1990 | B.A in Management Economic, Universitas Islam Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present  | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  | • 2023 - Present  | Corporate Assessment Committee, Bursa Efek Indonesia |
|  | • 2019 - Present  | Head of Master Program in Management, Faculty of Economics and Business, Universitas Indonesia |
| **Work Experience** | • 2017 - 2025 | Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk |
|  | • 2017 - 2019 | Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM) |
|  | • 2015 - 2017  | President Commissioner, PT Hotel Indonesia Natour (Persero) |
|  | • 2016 - 2017  | Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged Regions |
|  | • 2015 - 2017  | Committee for Service and Committee for Participation & Organizational Performance & HR, BPJS Ketenagakerjaan |
|  | • 2014 - 2015 | Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and Mineral Resources |
|  | • 2014 - 2015 | Members of Audit Committee and Risk Committee, PT Pos Indonesia |
|  | • 2008 - 2013 | Head of the Indonesia Intelligence Unit |
|  | • 1995 - 2008  | Bisnis Indonesia Reporter |
| **Professional Certification** | • 2024 | Level 6 Risk Management in Banking Industry by Bankers Association for Risk Management |
|  | • 2024 | Charter of Accountant (CA), Asosiasi Akuntan Indonesia |
|  | • 2023 | Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal Audit Indonesia |
|  | • 2017 | Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI |

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[Table of Content](#TOC)

**Profile of Audit Committee Members Outside the Board of Commissioners**

**Achmad Taufik**

**Independent Member/Fraud & Investigation Expert**

---

| | | |
|:---|:---|:---|
| **Age** | 48 years old | 48 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2025 | Master of Management, Universitas Trilogi, Indonesia |
|  | • 1999 | Bachelor of Economics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 24/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | September 25, 2025 - Present | September 25, 2025 - Present |
| **Duty and Responsibility** | Supervising and monitoring integrated audit process, financial report consolidation process, and effectiveness of internal control over financial reporting | Supervising and monitoring integrated audit process, financial report consolidation process, and effectiveness of internal control over financial reporting |
| **Concurrent Position** | • 2024 - Present | Advisor, Sustain Consulting |
|  | • 2025 - Present | Advisor, Parker Russel Indonesia |
| **Work Experience** | • 2020 - 2024 | Secretary of the Board of Commissioners, PT PLN (Persero) |
|  | • 2005 - 2020 | Senior Specialist/Kasatgas, KPK RI |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |
|  | • 2024  | Certified Financial Investigation (CFI) |
|  | • 2021 | Certified Audit Committee Practices (CACP) |
|  | • 2018 | Graduate, FBI National Academy |

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**Irhoan Tanudiredja** 

**Independent Member/Financial Expert**

---

| | | |
|:---|:---|:---|
| **Age** | 63 years old | 63 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1986 | Bachelor of Economics, Universitas Katolik Parahyangan, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025 | Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025 |
| **Term of Service** | December 1, 2025 - Present | December 1, 2025 - Present |
| **Duty and Responsibility** | Supervising and monitoring integrated audit process, financial report consolidation process, and effectiveness of internal control over financial reporting | Supervising and monitoring integrated audit process, financial report consolidation process, and effectiveness of internal control over financial reporting |
| **Concurrent Position** | • Audit Committee Member, PT Vale Indonesia Tbk | • Audit Committee Member, PT Vale Indonesia Tbk |
|  | • Audit Committee Member, PT Astra International Tbk | • Audit Committee Member, PT Astra International Tbk |
|  | • Advisory Board Member, Yayasan Mimpi Anak Wangsa Indonesia | • Advisory Board Member, Yayasan Mimpi Anak Wangsa Indonesia |
| **Work Experience** | • 1985 - 2023 | Auditor, KAP Rintis, Jumadi, Rianto & Rekan |
| **Professional Certification** | • 2016 | Certified Public Accountant, IAPI |
|  | • 2012 | CPA Australia, member |
|  | • 1996 | ACCA, member |

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[Table of Content](#TOC)

**Audit Committee Members Whose Terms End in 2025**

**Yohanes Surya** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 62 years old  | 62 years old  |
| **Citizenship** | Indonesia  | Indonesia  |
| **Domicile** | Jakarta, Indonesia  | Jakarta, Indonesia  |
| **Educational Background** | • 1994  | Ph.D in Philosophy, The College William and Mary, United States of America  |
|  | • 1990  | Master of Science in Physics, The College William and Mary, United States of America |
|  | • 1986  | Bachelor of Physics, Universitas Indonesia, Indonesia  |
| **Basis of Appointment** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Basis of Dismissal** | Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025 | Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025 |
| **Concurrent Position** | • 2025 - Present  | Commissioner, PT Solusi Bangun Indonesia  |
| **Work Experience** | • 2024 - 2025 | Minister's Expert Staff, Ministry of Higher Education, Science, and Technology |
|  | • 2018 - 2024  | Special Advisor to Coordinating Minister for Maritime Affair and Investment for Technology and Communication |
| **Professional Certification** | • 2025  | Qualified Risk Governance Professional (QRGP)  |

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**Bono Daru Adji** 

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1995 | LLM, Monash University, Australia |
|  | • 1993 | Bachelor of Law, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021 | Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | • 2025 | Managing Director Legal, PT Danantara Invesment Management |
| **Work Experience** | • 2023 - 2025 | Ethics Committee Member, Indonesian Football Association |
|  | • 2022 - 2025 | The Board of Directors Member, Indonesian Audit Committee Association |
|  | • 2017 - 2025 | Managing Partner, Assegaf Hamzah & Partners |
|  | • 2019 - 2022 | Disciplinary Committee, PT Bursa Efek Indonesia |
|  | • 2018 - 2021 | Chairman of Standard Board, Capital Market Legal Consultants Association |
| **Professional Certification** | • 2024 | Certified Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2017 | Licensed to practice law as an advocate by Capital Market Legal Consultants Association (Himpunan Konsultan Hukum Pasar Modal - HKHPM) |
|  | • 2017 | Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI) |

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[Table of Content](#TOC)

**Bambang Permadi Soemantri Brodjonegoro**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | Ph.D., University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1993 | Master of Urban Planning, University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1990 | Bachelor of Economics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021 | Telkom Annual General Meeting of Shareholders (AGMS) on May 28, 2021 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) |
| **Concurrent Position** | • 2025 | Dean and CEO, Asian Development Bank Institute |
| **Work Experience** | • 2024 - 2025 | Special Advisor to the President for Economic and National Development |
|  | • 2021 - 2025 | President Commissioner, PT Prudential Syariah |
|  | • 2021 - 2025 | President Commissioner, PT Bukalapak Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT Astra International Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT TBS Energi Utama Tbk |
|  | • 2021 - 2025 | Commissioner, PT Combiphar |
|  | • 2021 - 2025 | Independent Commissioner, PT Indofood Tbk |
|  | • 2021 | President Commissioner, PT Nusantara Green Energy |
|  | • 2021 - 2023 | President Commissioner, PT Oligo Infrastruktur |
|  | • 2019 - 2021 | Minister of Research, Technology, and National Innovation of the Republic of Indonesia |
|  | • 2016 - 2019 | Minister of National Development Planning of the Republic of Indonesia |
|  | • 2014 - 2016 | Minister of Finance of the Republic of Indonesia |
|  | • 2013 - 2014 | Vice Minister of Finance of the Republic of Indonesia |
| **Professional Certification** | • 2021  | Qualified Risk Governance Professional (QRGP) |

---

**Wawan Iriawan** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years old | 61 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2018 | Doctor of Law, Universitas Padjadjaran, Indonesia |
|  | • 2005 | Master of Law, Universitas Padjadjaran, Indonesia |
|  | • 1989 | Bachelor of Law, Universitas Jenderal Soedirman, Indonesia |
| **Basis of Appointment** | Telkom Annual General Meeting of Shareholders (AGMS) on June 19, 2020 | Telkom Annual General Meeting of Shareholders (AGMS) on June 19, 2020 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | No concurrent position held | No concurrent position held |
| **Work Experience** | • 1999 - 2000 | Managing Partner, Iriawan & Co |
| **Professional Certification** | • 2023  | Qualified Risk Governance Professional (QRGP) |
|  | • 2021  | Certification in Audit Committee Practices (CACP) |

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[Table of Content](#TOC)

**Emmanuel Bambang Suyitno** 

**Independent Member/Financial Expert**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2007 | MBA, Institut Pengembangan Manajemen Indonesia (IPMI) International Business School, Indonesia |
|  | • 1995 | Bachelor of Accounting, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2020 dated September 1, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2020 dated September 1, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 |
| **Basis of Dismissal** | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 | Resolution of the Board of Commissioners No. 14/KEP/DK/2025 dated September 25, 2025 |
| **Work Experience** | • 2017 - 2020<br>| Corporate Secretary Division, PT PP Presisi Tbk |
|  | • 2016 - 2017<br>| SVP Head of Investor Relations, Corporate Finance, MIS & Audit, Lucky Group of Indonesia |
|  | • 2014 - 2016 | Audit Committee Member, PT Danareksa (Persero) |
|  | • 1994 - 2014 | Audit Committee, Risk Management and Audit, Corporate Secretary, Investor Relations, Corporate Finance, ChemOne Holdings Pte Ltd, PT Indika Energy Tbk, PT Surya Citra Media Tbk., PT Kopitime Dot Com Tbk Jan Darmadi Group, Ernst and Young |
| **Professional Certification** | • 2025 | Tax Brevet A & B, Asosiasi Teknisi Perpajakan Indonesia (ATPI) |
|  | • 2024 | Certified Professional Financial Analyst (CPFA®) by IEEEF Institute |
|  | • 2024  | Certified Performance Management Professional (CPMP®) by IEEEF Institute |
|  | • 2023 | Certified Risk Management Specialist (CRMS), Esas Management |
|  | • 2019  | Certification in Audit Committee Practices (CACP), Ikatan Komite Audit Indonesia |
|  | • 2015  | Indonesia Registered Accountant (RNA) by Ministry of Finance of the Republic of Indonesia |
|  | • 2014  | Chartered of Accountant by International Federation of Accountants (IFAC), Ikatan Akuntan Indonesia (IAI) |
|  | • 2011 | Certified of Investor Relations by Indonesia Investor Relations Institute |
|  | • 2001 | Investment Manager License by Capital Market Supervisory Board (OJK/Bapepam) |

---

**Edy Sihotang**

**Independent Member/Financial & Forensic Audit Expert**

---

| | | |
|:---|:---|:---|
| **Age** | 60 years old | 60 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | MBA, University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1991 | Diploma IV in Accounting, Sekolah Tinggi Akuntansi Negara, Indonesia |
|  | • 1985 | Diploma III in Accounting, Sekolah Tinggi Akuntansi Negara, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 08/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners Number 14/KEP/DK/2024 dated September 25, 2025 | Resolution of the Board of Commissioners Number 08/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners Number 14/KEP/DK/2024 dated September 25, 2025 |
| **Basis of Dismissal** | Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025 | Resolution of the Board of Commissioners No. 20/KEP/DK/2025 dated December 1, 2025 |
| **Work Experience** | • 2025 | Independent Member/Financial Expert, Audit Committee |
|  | • 2021 - 2025 | Independent Member/Financial & Forensic Audit Expert, Audit Committee |
|  | • 2019 - 2020 | Vice President Investigation & WBS, PT Pertamina (Persero) |
|  | • 2018 - 2019 | Head of Internal Audit, PT Pertamina Geothermal Energy |
|  | • 2013 - 2017 | Head of Internal Audit, PT Pertamina Internasional Eksplorasi dan Produksi |
|  | • 2009 - 2012 | GCG & Compliance, Corporate Secretary, PT Pertamina (Persero) |
|  | • 2006 - 2009 | Head of Internal Auditor/Inspector, Badan Rehabilitasi dan Rekonstruksi NAD-Nias |
|  | • 1999 - 2005 | Widyaiswara/Lecturer, Badan Pendidikan dan Pelatihan Keuangan, Department of Finance |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
|  | • 1997 - 1998 | Auditor, Public Accounting Firm (KAP) Hadori, Soejatna & Rekan |
|  | • 1985 - 1997 | Auditor, Badan Pengawasan Keuangan dan Pembangunan (BPKP) |
| **Professional Certification** | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2021 | Certification of Audit Committee Practices (CACP), Ikatan Komite Audit Indonesia |
|  | • 2019 | Certification Forensic Auditor (CFrA), Lembaga Sertifikasi Profesi Auditor Forensik, Indonesia |
|  | • 2014 | Chartered Accountant (CA), Ikatan Akuntan Indonesia |
|  | • 2014 | Certified Control Self-Assessment (CCSA), Institute of Internal Auditor, United States of America |
|  | • 2013 | Certified Risk Management Assurance (CRMA), Institute of Internal Auditor, United States of America |
|  | • 2012 | Qualified Internal Auditor (QIA), Institute of Internal Auditor, Indonesia |
|  | • 2011 | Certified Internal Auditor (CIA), Institute of Internal Auditor, United States of America |
|  | • 2009 | Certified Fraud Examiner (CFE), Association of CFE, United States of America |
|  | • 1996 | Certified Public Accountant (CPA), United States of America |

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**Audit Committee Independence**

All members of Telkom's Audit Committee are required to have integrity and be independent in carrying out their duties and responsibilities. As a manifestation of their commitment to independence, each member of Audit Committee must sign an Integrity Pact and Independence. This ensures that every decision made by Audit Committee is free from the influence or pressure of other parties, thereby maintaining objectivity and transparency in every step they take.

**Performance and Implementation of Audit Committee Activities**

The following summarizes the performance and implementation of Audit Committee activities during the 2025 Financial Year in the Committee Activity Report, among others:

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| | | |
|:---|:---|:---|
| .<br>|  |  |
| **1.** | **Supervision of Internal Control over Financial Reporting (ICoFR)** | **Supervision of Internal Control over Financial Reporting (ICoFR)** |
|  | Considering that Internal Control over Financial Reporting (ICoFR) is very important to ensure the integrity and reliability of the Company's financial statements, the Audit Committee conducts the following supervision: | Considering that Internal Control over Financial Reporting (ICoFR) is very important to ensure the integrity and reliability of the Company's financial statements, the Audit Committee conducts the following supervision: |
|  | a. | Conduct discussions with all parties related to the control design process, especially those directly related to the financial reporting process, to ensure the adequacy of policies and procedures to identify, measure, and control risks that may affect the reliability of financial statements. |
|  | b. | Discussed with Internal Auditor regarding the implementation of Control Self-Assessment (CSA) through strengthening first and second line capabilities. |
|  | c. | Discussing with Internal Auditor and External Auditor regarding the process of implementing Control Deficiency (CD) remediation. |
|  | d. | Discuss the continuous improvement of ICoFR with the first, second, and third line. |
|  | e. | Discuss with Internal Auditor to evaluate the effectiveness of ICoFR as well as the level of compliance with regulations, including Capital Market regulations, such as Financial Services Authority (OJK) Regulations and Sarbanes-Oxley Act (SOX), considering that the Company is also listed on the New York Stock Exchange. |
| **2.** | **Supervision of the Company's Quarterly Consolidated Financial Statements** | **Supervision of the Company's Quarterly Consolidated Financial Statements** |
|  | a. | Conducting review and discussion with Internal Auditor and management including Director of Finance and Risk Management on the Company's Quarterly Consolidated Financial Statements before Financial Statements are reported to Financial Services Authority (OJK) and Stock Exchange to ensure that Financial Statements issued by management have been presented fairly in accordance with generally accepted accounting principles, have sufficient disclosure aspect and do not contain material misstatement, which are needed by readers in making decision. |
|  | b. | Providing input or recommendation to management and the Board of Commissioners regarding improvement or enhancement in financial reporting process. |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
|  | c. | Ensuring that stakeholders' interest is protected through reliable and transparent Financial Report. | Ensuring that stakeholders' interest is protected through reliable and transparent Financial Report. |
| **3.** | **Oversight of Internal Control** | **Oversight of Internal Control** | **Oversight of Internal Control** |
|  | a. | Conducting review and discussion with Internal Audit regarding the result of the Control Self-Assessment (CSA) conducted by each risk owner. | Conducting review and discussion with Internal Audit regarding the result of the Control Self-Assessment (CSA) conducted by each risk owner. |
|  | b. | Conducting review and discussion with Internal Audit regarding the result of internal consulting conducted by Internal Audit. | Conducting review and discussion with Internal Audit regarding the result of internal consulting conducted by Internal Audit. |
|  | c. | Conducting review and discussion with Internal Audit regarding significant/critical issues and other findings, as well as follow-up action that have been and/or will be carried out, such as through follow-up audit, special audit and investigative audit. | Conducting review and discussion with Internal Audit regarding significant/critical issues and other findings, as well as follow-up action that have been and/or will be carried out, such as through follow-up audit, special audit and investigative audit. |
|  | d. | Conducting review and discussion with Internal Audit regarding the company's risk management, Audit Committee oversee and monitor the risk of fraud and financial reporting risk that may have a material impact on the presentation of the Financial Statements. | Conducting review and discussion with Internal Audit regarding the company's risk management, Audit Committee oversee and monitor the risk of fraud and financial reporting risk that may have a material impact on the presentation of the Financial Statements. |
| **4.** | **Supervision of Integrated Audit Process for Financial Year 2025 and Financial Year 2026** | **Supervision of Integrated Audit Process for Financial Year 2025 and Financial Year 2026** | **Supervision of Integrated Audit Process for Financial Year 2025 and Financial Year 2026** |
|  | Matters discussed by the Audit Committee together with KAP PSS/EY, Internal Auditor, and management, among others: | Matters discussed by the Audit Committee together with KAP PSS/EY, Internal Auditor, and management, among others: | Matters discussed by the Audit Committee together with KAP PSS/EY, Internal Auditor, and management, among others: |
|  | a. | Closing audit process of Financial Statements as of December 31, 2025, for the consolidated subsidiaries and parent entity (PT Telkom Indonesia (Persero) Tbk), which includes significant accounting and auditing issues, IT General Control & Application Control, quality and acceptability to Financial Accounting Standard, appropriateness of accounting estimate and judgment and adequacy of disclosure in the Consolidated Financial Statements. | Closing audit process of Financial Statements as of December 31, 2025, for the consolidated subsidiaries and parent entity (PT Telkom Indonesia (Persero) Tbk), which includes significant accounting and auditing issues, IT General Control & Application Control, quality and acceptability to Financial Accounting Standard, appropriateness of accounting estimate and judgment and adequacy of disclosure in the Consolidated Financial Statements. |
|  | b. | Internal Control over Financial Reporting (ICoFR) is implemented by management to ensure that the Financial Statements are fairly presented and free from material misstatement. | Internal Control over Financial Reporting (ICoFR) is implemented by management to ensure that the Financial Statements are fairly presented and free from material misstatement. |
|  | c. | Audited Consolidated Financial Statements and Notes to Consolidated Financial Statements in Annual Report (Form 20F). | Audited Consolidated Financial Statements and Notes to Consolidated Financial Statements in Annual Report (Form 20F). |
|  | d. | Audit Committee also review and discuss with KAP PSS/EY regarding management's compliance with Capital Market regulation and other regulation related to the company's business, in accordance with PSA 62 standard which aims to: | Audit Committee also review and discuss with KAP PSS/EY regarding management's compliance with Capital Market regulation and other regulation related to the company's business, in accordance with PSA 62 standard which aims to: |
|  |  | i. | Ensure that the company has complied with all applicable regulations, thereby reducing legal, reputational and operational risk. |
|  |  | ii. | Provide assurance to stakeholders that the company is well managed and in accordance with the principles of regulatory compliance. |
|  |  | iii. | Increase transparency and accountability in the implementation of corporate governance. |
|  | e. | In relation to the Integrated Audit process for Financial Year 2025, the Audit Committee also discussed audit planning and audit scoping as well as Early Warning Report (EWR). | In relation to the Integrated Audit process for Financial Year 2025, the Audit Committee also discussed audit planning and audit scoping as well as Early Warning Report (EWR). |
| **5.** | **Evaluation of the performance of Independent Auditor who audited the Company's Consolidated Financial Statements for Financial Year 2024 and providing recommendation to the Board of Commissioners regarding appointment of an Independent Auditor who will audit the Company's Consolidated Financial Statements for Financial Year 2025** | **Evaluation of the performance of Independent Auditor who audited the Company's Consolidated Financial Statements for Financial Year 2024 and providing recommendation to the Board of Commissioners regarding appointment of an Independent Auditor who will audit the Company's Consolidated Financial Statements for Financial Year 2025** | **Evaluation of the performance of Independent Auditor who audited the Company's Consolidated Financial Statements for Financial Year 2024 and providing recommendation to the Board of Commissioners regarding appointment of an Independent Auditor who will audit the Company's Consolidated Financial Statements for Financial Year 2025** |
|  | a. | Prepare an evaluation report regarding the implementation of the audit of the Company's Consolidated Financial Statements for 2024 Financial Year, which will then be submitted to the Board of Commissioners and Financial Services Authority (OJK). | Prepare an evaluation report regarding the implementation of the audit of the Company's Consolidated Financial Statements for 2024 Financial Year, which will then be submitted to the Board of Commissioners and Financial Services Authority (OJK). |
|  | b. | Based on audit evaluation report of the Consolidated Financial Statements for 2024 Financial Year, provide recommendation to the Board of Commissioners regarding Independent Auditor to audit the Consolidated Financial Statements for 2025 Financial Year. The Board of Commissioners then proposes the candidate for Independent Auditor to the Company's Annual General Meeting of Shareholders (AGMS). | Based on audit evaluation report of the Consolidated Financial Statements for 2024 Financial Year, provide recommendation to the Board of Commissioners regarding Independent Auditor to audit the Consolidated Financial Statements for 2025 Financial Year. The Board of Commissioners then proposes the candidate for Independent Auditor to the Company's Annual General Meeting of Shareholders (AGMS). |
|  | c. | Provide pre-approval for non-audit service to be provided by Independent Auditor, to ensure independence, where necessary. | Provide pre-approval for non-audit service to be provided by Independent Auditor, to ensure independence, where necessary. |
| **6.** | **Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year** | **Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year** | **Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year** |
|  | Conducting a review and discussion related to the proposed Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year. In this process, Audit Committee provides constructive input and recommendation on the proposed work programs, to ensure that  | Conducting a review and discussion related to the proposed Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year. In this process, Audit Committee provides constructive input and recommendation on the proposed work programs, to ensure that  | Conducting a review and discussion related to the proposed Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department for 2025 Financial Year. In this process, Audit Committee provides constructive input and recommendation on the proposed work programs, to ensure that  |

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|:---|:---|:---|
|  | these programs are relevant and in accordance with the company's internal supervision and control needs. After conducting the review and discussion, Audit Committee ensures that the work programs have undergone a thorough evaluation before being approved and determined by management to be implemented in the coming year. | these programs are relevant and in accordance with the company's internal supervision and control needs. After conducting the review and discussion, Audit Committee ensures that the work programs have undergone a thorough evaluation before being approved and determined by management to be implemented in the coming year. |
| **7.** | **Quarterly review and supervision of the implementation of Internal Audit Department Work Program** | **Quarterly review and supervision of the implementation of Internal Audit Department Work Program** |
|  | Things carried out by Audit Committee include: | Things carried out by Audit Committee include: |
|  | a. | Conduct a review of Internal Audit Department Management Report which includes the implementation of the work program of the entire Internal Audit Department, along with obstacles encountered in the field. |
|  | b. | Assess the progress of completion of internal audit, special audit, and investigative audit, and monitor the resolution status of pending issues. |
|  | c. | Evaluate the progress of completing internal consultation provided by Internal Audit (an independent and separate sub-department from the audit department) to business/risk owner. |
|  | d. | Monitor the progress of the implementation of recommendation that have been submitted, both those originating from audit result (internal and external) and from internal consultation. |
|  | e. | Monitor the development of maturity level and sustainability of Internal Audit. |
| **8.** | **Annual workshop with Internal Audit Department** | **Annual workshop with Internal Audit Department** |
|  | Conducting a workshop with Internal Audit Department to further explore the dynamic within Internal Audit function and identify the best applicable practice. This workshop also aims to understand the changing needs of the company for Internal Audit function, in line with changes in the company's business and corporate actions, or other changes in business strategy.<br>The workshop featured a strategic session discussing various key issues related to the adequacy of Internal Audit's duties and functions to ensure that this function can operate effectively in supporting strong internal control. Furthermore, the session also discussed how to strengthen Internal Audit function to be able to face current and potential future challenges, such as technological development, new risk, or regulatory change. The workshop focused on developing strategies that can enhance the role of Internal Audit in supporting the company's sustainability and growth, as well as maintaining the reliability of Financial Report and compliance with applicable regulation, given the increasingly high expectation from stakeholders regarding transparency, accountability, and corporate governance. | Conducting a workshop with Internal Audit Department to further explore the dynamic within Internal Audit function and identify the best applicable practice. This workshop also aims to understand the changing needs of the company for Internal Audit function, in line with changes in the company's business and corporate actions, or other changes in business strategy.<br>The workshop featured a strategic session discussing various key issues related to the adequacy of Internal Audit's duties and functions to ensure that this function can operate effectively in supporting strong internal control. Furthermore, the session also discussed how to strengthen Internal Audit function to be able to face current and potential future challenges, such as technological development, new risk, or regulatory change. The workshop focused on developing strategies that can enhance the role of Internal Audit in supporting the company's sustainability and growth, as well as maintaining the reliability of Financial Report and compliance with applicable regulation, given the increasingly high expectation from stakeholders regarding transparency, accountability, and corporate governance. |
| **9.** | **Supervision of Social and Environmental Responsibility (TJSL) Program audit process carried out by Social Responsibility (SR) unit** | **Supervision of Social and Environmental Responsibility (TJSL) Program audit process carried out by Social Responsibility (SR) unit** |
|  | Conducting discussion with SR unit regarding the implementation of TJSL - PUMK (Social and Environmental Responsibility - Micro and Small Business Program) for 2025. This discussion aims to ensure that the program is well planned and implemented in accordance with the established objectives and policies.<br>In addition, Audit Committee also discussed with Public Accounting Firm PSS/EY the entire audit process for the 2024 TJSL - PUMK Program Financial Report. This discussion included the agreed-upon procedures (AUP) that focus on compliance with applicable regulations in the management of the program. The goal is to ensure that the program is managed transparently and in accordance with existing regulations.<br>In addition, Audit Committee also discussed with KAP PSS/EY regarding the audit planning for Financial Report of TJSL - PUMK Program for the 2025 Financial Year. This discussion is important so that the audit to be carried out can run smoothly and on target and ensure that the Financial Report of the program can provide an accurate picture and is in accordance with applicable standards. | Conducting discussion with SR unit regarding the implementation of TJSL - PUMK (Social and Environmental Responsibility - Micro and Small Business Program) for 2025. This discussion aims to ensure that the program is well planned and implemented in accordance with the established objectives and policies.<br>In addition, Audit Committee also discussed with Public Accounting Firm PSS/EY the entire audit process for the 2024 TJSL - PUMK Program Financial Report. This discussion included the agreed-upon procedures (AUP) that focus on compliance with applicable regulations in the management of the program. The goal is to ensure that the program is managed transparently and in accordance with existing regulations.<br>In addition, Audit Committee also discussed with KAP PSS/EY regarding the audit planning for Financial Report of TJSL - PUMK Program for the 2025 Financial Year. This discussion is important so that the audit to be carried out can run smoothly and on target and ensure that the Financial Report of the program can provide an accurate picture and is in accordance with applicable standards. |
| **10.** | **Study and formulation of TelkomGroup Management Letter 2025** | **Study and formulation of TelkomGroup Management Letter 2025** |
|  | Conducting a discussion with Internal Audit regarding the result of internal and external audit conducted in 2025. This discussion will address various opportunities for improvement or significant findings discovered during the audit process. These findings may include weaknesses in the internal control system, non-conformances between procedures and applicable policies, or other areas requiring further attention to improve the company's performance and compliance. | Conducting a discussion with Internal Audit regarding the result of internal and external audit conducted in 2025. This discussion will address various opportunities for improvement or significant findings discovered during the audit process. These findings may include weaknesses in the internal control system, non-conformances between procedures and applicable policies, or other areas requiring further attention to improve the company's performance and compliance. |

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|  | After discussing the findings, Audit Committee also examines the recommendations provided by internal and external auditors. These recommendations aim to address deficiencies or weaknesses identified during the audit, with a focus on improving efficiency, effectiveness, and improved controls.<br>Audit Committee ensures that these recommendations are submitted to management for immediate action, allowing the company to improve and strengthen its internal control system. Furthermore, Audit Committee will monitor the implementation of these recommendations to ensure that necessary improvements are implemented appropriately and effectively. |
| **11.** | **Review and supervision of special assignment given by the Board of Commissioners to Audit Committee** |
|  | Conducting review and discussion as a follow-up to special assignment regarding several dispositions issued by the Board of Commissioners. These dispositions relate to decisions or instructions that require follow-up by management or related parties within the company. Audit Committee conducts evaluation to ensure that these dispositions are in accordance with applicable policies and procedures, have a positive impact on the overall management of the company, and are implemented correctly, on time, and in accordance with the desired objectives. This oversight aims to ensure transparency, accountability, and compliance with applicable regulations in every step taken by management in following up on the dispositions issued. |
| **12.** | **Joint Committee Assignment with other Committees within the Board of Commissioners** |
|  | Carrying out joint committee assignments with other Committees, such as KEMPR and/or Nomination and Remuneration Committee. One of the main topics discussed in this discussion is the review of accounting and audit aspects of the planned corporate actions to be undertaken by the company. In this assignment, Audit Committee will ensure that every step in the corporate action is thoroughly examined, especially from the accounting and audit side, including identifying the potential impact on the Company's Financial Statements and risk management. In addition, Audit Committee also evaluates the adequacy of disclosures and compliance with applicable regulations, so that corporate action can be carried out transparently, efficiently, and in accordance with established standards. Another joint assignment involves the Committee for Nomination and Remuneration in reviewing the evaluation of the Board of Directors' Key Performance Indicator—both individually and collectively—and verifying the integrity of talent candidates to be appointed to strategic positions within the Company or its subsidiaries. |
| **13.** | **Audit Committee Annual Work Program for 2025** |
|  | Prepare and submit 2025 Audit Committee Annual Work Program to the Board of Commissioners. The purpose of submitting this Annual Work Program is to ensure that the prepared work program comprehensively covers all duties and responsibilities stipulated in Audit Committee Charter. Audit Committee also ensures that the annual work program includes specific tasks assigned by the Board of Commissioners. These special tasks may be assignments related to specific issues or projects deemed important by the Board of Commissioners and requiring special attention from Audit Committee, such as specific audits, specific risk evaluations, or oversight of new company policies.<br>Audit Committee strives to ensure that its annual work program is relevant and covers all aspects that require attention during the year. This work program serves as a guideline for Audit Committee in carrying out its duties and responsibilities in a more focused manner and in accordance with the company's needs and the principles of good corporate governance. |
| **14.** | **Review of complaint information received through Whistleblowing System (WBS) program for the 2025 Financial Year** |
|  | Evaluate and monitor all Whistleblowing System (WBS) reports received through Telkom Integrity Line, review and follow up on each WBS report according to its escalation level. In addition, Audit Committee coordinates with relevant stakeholders to ensure that each WBS report is handled in accordance with good governance principles. |
| **15.** | **Supervision of employee integrity management with Human Capital Management (HCM) Directorate** |
|  | Discussing various employee integrity management report with Human Capital Management (HCM) Directorate to ensure effective implementation of policies and processes. Some of the aspects discussed include: |
|  | My Integrity application, is intended to monitor and improve the culture of integrity, as well as being a means of reporting violation. |

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b. ISO 37001:2016 SMAP, is a form of implementing anti-bribery management standard to manage bribery risk.

c. Business Ethic and Integrity Pact, as a guideline for implementing ethical values and integrity commitment among employees.

d. LHKPN, is part of the effort to prevent corruption by reporting the asset of company official.

**16.** **Supervision of follow-up on recommendation from External Auditor, Internal Auditor, and Audit Committee**

**Audit Committee's Meeting**

**Audit Committee's Meeting Policy**

Based on Telkom Audit Committee Charter, Audit Committee is required to hold meetings at least once every two months. This provision is more intensive than OJK Regulation No. 55/POJK.04/2015 regarding Establishment and Implementation Guidance of Audit Committee, particularly Article 13, which only requires meetings to be held at least once every three months.

**The Implementation of Audit Committee's Meeting**

Throughout 2025, Telkom Audit Committee held 35 committee meetings, with attendance rates presented in the following table:

**Audit Committee's Meeting Agenda in 2025**

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|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.12 | **Meeting Agenda**<br><BORDER_TOP>.15 | **Meeting Agenda**<br><BORDER_TOP>.20 | **Meeting Agenda**<br><BORDER_TOP>.25 | **Meeting Agenda**<br><BORDER_TOP>.30 | **Meeting Agenda**<br><BORDER_TOP>.35 | **Meeting Agenda**<br><BORDER_TOP>.40 | **Meeting Agenda**<br><BORDER_TOP>.51 |
| 1. | Thursday, January 9, 2025 | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 2. | Tuesday, January 21, 2025 | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 3. | Thursday, January 31, 2025 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 | Discussion of Management Report & Significant Critical Issues Q4 2024 |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 4. | Wednesday, February 5, 2025 | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Akses for 2024 Financial Year |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 5. | Thursday, February 6, 2025 | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS | Clearance & Audit Closing Meeting of PT PINS |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 6. | Friday, February 14, 2025 | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet | Clearance & Audit Closing Meeting of PT Metranet |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 7. | Tuesday, February 18, 2025 | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF | Clearance & Audit Closing Meeting of PT TIF |

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|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.14 | **Meeting Agenda**<br><BORDER_TOP>.18 | **Meeting Agenda**<br><BORDER_TOP>.20 | **Meeting Agenda**<br><BORDER_TOP>.24 | **Meeting Agenda**<br><BORDER_TOP>.29 | **Meeting Agenda**<br><BORDER_TOP>.34 | **Meeting Agenda**<br><BORDER_TOP>.39 | **Meeting Agenda**<br><BORDER_TOP>.45 | **Meeting Agenda**<br><BORDER_TOP>.51 |
|  | | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  | **Attendance List**<br> | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 8. | Wednesday, February 19, 2025 | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit |
|  | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 9. | Thursday, February 20, 2025 | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Infrastruktur Telekomunikasi Indonesia (Telkom Infra) for 2024 Financial Year |
|  | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 10. | Friday, February 21, 2025 | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkomsat for 2024 Financial Year |
|  | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
| 11. | Monday, February 24, 2025 | Monday, February 24, 2025 | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Data Ekosistem (TDE) for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 12. | Tuesday, February 25, 2025 | Tuesday, February 25, 2025 | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Indonesia International (Telin) for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 13. | Friday, February 28, 2025 | Friday, February 28, 2025 | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 14. | Monday, March 3, 2025 | Monday, March 3, 2025 | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Graha Sarana Duta (GSD) for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 15. | Tuesday, March 4, 2025 | Tuesday, March 4, 2025 | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Sigma Cipta Caraka and its Subsidiaries for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 16. | Wednesday, March 5, 2025 | Wednesday, March 5, 2025 | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Multimedia Nusantara and its Subsidiaries for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 17. | Thursday, March 6, 2025 | Thursday, March 6, 2025 | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telekomunikasi Seluler (Telkomsel) for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 18. | Thursday, March 13, 2025 | Thursday, March 13, 2025 | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit | Discussion of 2024 Biweekly Progress Integrated Audit |

---

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Date**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.13 | **Meeting Agenda**<br><BORDER_TOP>.17 | **Meeting Agenda**<br><BORDER_TOP>.23 | **Meeting Agenda**<br><BORDER_TOP>.28 | **Meeting Agenda**<br><BORDER_TOP>.33 | **Meeting Agenda**<br><BORDER_TOP>.38 | **Meeting Agenda**<br><BORDER_TOP>.44 | **Meeting Agenda**<br><BORDER_TOP>.50 | **Meeting Agenda**<br><BORDER_TOP>.52 |
|  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 19. | Thursday, March 27, 2025 | Thursday, March 27, 2025 | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK | Clearance & Audit Closing Meeting of PUMK |
|  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 20. | Monday, April 7, 2025 | Monday, April 7, 2025 | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress | Discussion of Telkom Consolidated Audit Progress |
|  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 21. | Thursday, April 17, 2025 | Thursday, April 17, 2025 | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year | Clearance & Audit Closing Meeting of PT Telkom Indonesia for 2024 Financial Year |
|  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 22. | Tuesday, April 29, 2025 | Tuesday, April 29, 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 | Discussion of Financial Report for the First Quarter of 2025 |
|  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 23. | 23. | Monday, May 19, 2025 | Monday, May 19, 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 | Discussion of LM & Sign/Critical Issue Q1 2025 |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  |  | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A |
| 24. | 24. | Wednesday, July 2, 2025 | Wednesday, July 2, 2025 | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee | TJSL Program Update to Audit Committee |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  |  | N/A | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | √ | N/A | N/A |
| 25. | 25. | Monday, July 7, 2025 | Monday, July 7, 2025 | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte | Discussion on Telkom's WBS with Deloitte |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** |
|  |  |  |  | N/A | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | - | N/A | N/A |
| 26. | 26. | Wednesday, July 9, 2025 | Wednesday, July 9, 2025 | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update | Discussion of Significant Issue Update |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** | **IT** |
|  |  |  |  | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | √ | N/A | N/A | N/A |
| 27. | 27. | Wednesday, July 16, 2025 | Wednesday, July 16, 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 | Discussion of Management Report & Significant/Critical Issue for Q2 2025 |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **AT** | **IT** | **IT** |
|  |  |  |  | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | √ | N/A | N/A | N/A |
| 28. | 28. | Tuesday, July 29, 2025 | Tuesday, July 29, 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 | Discussion of Financial Report for the Second Quarter of 2025 |
|  |  | **Attendance List** | **Attendance List** | **BDA** | **BDA** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **YS** | **YS** | **IT** | **IT** |
|  |  |  |  | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | √ | √ | N/A | N/A |
| 29. | 29. | Thursday, October 23, 2025 | Thursday, October 23, 2025 | Thursday, October 23, 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 | Discussion of Planning & Scoping Integrated Audit 2025 |
|  |  | **Attendance List** | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **DA** | **IN** | **RR** | **AT** | **IT** | **IT** |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.13 | **Meeting Agenda**<br><BORDER_TOP>.18 | **Meeting Agenda**<br><BORDER_TOP>.21 | **Meeting Agenda**<br><BORDER_TOP>.23 | **Meeting Agenda**<br><BORDER_TOP>.28 | **Meeting Agenda**<br><BORDER_TOP>.33 | **Meeting Agenda**<br><BORDER_TOP>.34 | **Meeting Agenda**<br><BORDER_TOP>.36 | **Meeting Agenda**<br><BORDER_TOP>.38 | **Meeting Agenda**<br><BORDER_TOP>.43 | **Meeting Agenda**<br><BORDER_TOP>.48 | **Meeting Agenda**<br><BORDER_TOP>.49 |
|  |  |  | N/A | N/A | N/A | √ | √ | √ | √ | √ | N/A | N/A | N/A | √ | √ | N/A |
| 30. | Thursday, October 23, 2025 | Thursday, October 23, 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 | Discussion of Management Report & Significant/Critical Issue for Q3 2025 |
|  | **Attendance List** | **Attendance List** | **BPSB** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **RR** | **RR** | **YS** | **AT** | **IT** |
|  |  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | N/A | N/A | N/A | √ | √ | N/A |
| 31. | Thursday, October 30, 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 | Discussion of Financial Report for the Third Quarter of 2025 |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **RR** | **RR** | **YS** | **AT** | **IT** | **IT** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | N/A | N/A | N/A | √ | √ | N/A | N/A |
| 32. | Wednesday, November 19, 2025 | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress | Discussion of Integrated Audit Progress |
|  | **Attendance List** | **BDA** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **RR** | **RR** | **YS** | **AT** | **IT** | **IT** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | N/A | N/A | N/A | √ | √ | N/A | N/A |
| 33. | Monday, December 8, 2025 | Monday, December 8, 2025 | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency | Discussion on Follow-up Remediation for Control Deficiency |
|  | **Attendance List** | **Attendance List** | **BPSB** | **WI** | **EBS** | **ES** | **ES** | **DA** | **IN** | **RR** | **RR** | **RR** | **YS** | **AT** | **IT** | **IT** |
|  |  |  | N/A | N/A | N/A | N/A | N/A | - | √ | N/A | N/A | N/A | - | √ | √ | √ |
| 34. | Monday, December 8, 2025 | Monday, December 8, 2025 | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan | Discussion of Account Receivable Write-Off Plan |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **ES** | **DA** | **DA** | **IN** | **RR** | **RR** | **YS** | **YS** | **AT** | **IT** | **IT** |
|  |  |  | N/A | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | - | - | √ | √ | √ |
| 35. | Tuesday, December 9, 2025 | Tuesday, December 9, 2025 | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit | Discussion on the Progress of 2025 Integrated Audit |
|  | **Attendance List** | **Attendance List** | **BDA** | **BPSB** | **WI** | **ES** | **DA** | **DA** | **IN** | **RR** | **RR** | **YS** | **YS** | **AT** | **IT** | **IT** |
|  |  |  | N/A | N/A | N/A | N/A | √ | √ | √ | N/A | N/A | - | - | √ | √ | √ |

---

Remarks**:**

---

| | | | |
|:---|:---|:---|:---|
| **BDA** | Bono Daru Adji | **DA** | Deswandhy Agusman |
| **BPSB** | Bambang Permadi Soemantri Brodjonegoro | **IN** | Ira Noviarti |
| **WI** | Wawan Iriawan | **RR** | Rofikoh Rokhim |
| **EBS** | Emmanuel Bambang Suyitno | **YS** | Yohanes Surya |
| **ES** | Edy Sihotang | **AT** | Achmad Taufik |
|  |  | **IT** | Irhoan Tanudiredja |

---

**Recapitulation of Audit Committee's Attendance at Meeting up to May 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Bono Daru Adji | Chairman | 23 | 23 | 100 |
| 2. | Bambang Permadi Soemantri Brodjonegoro<sup>1)</sup> | Member | 20 | 20 | 100 |
| 3. | Wawan Iriawan | Member | 23 | 23 | 100 |
| 4. | Emmanuel Bambang Suyitno | Member | 23 | 23 | 100 |
| 5. | Edy Sihotang | Member | 23 | 23 | 100 |

---

------

[Table of Content](#TOC)

**Recapitulation of Audit Committee's Attendance at Meeting since June 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Total of Attendance**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Chairman | 12 | 11 | 92 |
| 2.<br> Yohanes Surya<sup>6)</sup> | Member | 12 | 8 | 67 |
| 3.<br> Ira Noviarti<sup>2)</sup> | Member | 7 | 7 | 100 |
| 4.<br> Rofikoh Rokhim<sup>7)</sup> | Member | - | - | - |
| 5.<br> Emmanuel Bambang Suyitno<sup>3)</sup> | Member | 5 | 5 | 100 |
| 6.<br> Edy Sihotang<sup>4)</sup> | Member | 9 | 9 | 100 |
| 7.<br> Achmad Taufik<sup>2)</sup> | Member | 7 | 7 | 100 |
| 8.<br> Irhoan Tanudiredja<sup>5)</sup> | Member | 3 | 3 | 100 |

---

Remarks:

1) Resign as of April 10, 2025.

2) Since September 25, 2025.

3) Until September 25, 2025.

4) Until December 1, 2025.

5) Since December 1, 2025.

6) Until December 12, 2025.

7) Since December 23, 2025.

**Audit Committee's Education and Training**

**Audit Committee's Education and Training Policy**

To improve the competence and capabilities of its members, the Telkom Audit Committee consistently participates in education and training programs as mandated by Financial Services Authority Regulation Number 55/POJK.04/2015 regarding Establishment and Guidelines for the Implementation of Audit Committee, Article 7 letter d. This provision emphasizes the importance of each member of Audit Committee having adequate knowledge, both in terms of performing supervisory duties and in understanding the business risks relevant to the company's activities.

**Audit Committee's Education and Training in 2025**

To improve and develop their competencies, Telkom Audit Committee members regularly participate in various training, seminar, and workshop. The following table present information on the training that members of Audit Committee have participated in during 2025:

**Audit Committee's Education and Training in 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 1. | *Standar Audit* (SA) 315 (revision): *Pengidentifikasian dan Penilaian Risiko Kesalahan Penyajian Material* | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | May 28, 2025 | Irhoan Tanudiredja |
| 2. | Update PSAK *Terkini dalam Penyusunan Laporan Keuangan* | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | June 11, 2025 | Irhoan Tanudiredja |
| 3. | *Penerapan* ISAK 335: *Penyajian Laporan Keuangan Entitas Berorientasi Nonlaba* | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | July 14, 2025 | Irhoan Tanudiredja |
| 4. | Driving Enterprise Value through Strategic Risk Oversight: The Critical Role of Oversight Boards and Internal Audit in Strengthening Risk Governance and Portfolio Management | Ikatan Komite Audit Indonesia (IKA) | Jakarta | July 15, 2025 | Emmanuel Bambang Suyitno |
| 5. | *Brevet Pajak* A & B | Asosiasi Teknisi Perpajakan Indonesia (ATPI) | Jakarta | August 12 - 21, 2025 | Emmanuel Bambang Suyitno |

---

------

[Table of Content](#TOC)

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 6. | E-Learning *Organ Pengelola Risiko untuk* BoC *& Komite* | Telkom Corpu | Jakarta | August 13, 2025 | Emmanuel Bambang Suyitno |
| 7. | E-learning *Organ Pengelola Risiko* for BoC *& Komite* (Pathway 2) - 22 Learning Hours | Telkom Corporate University Center | Jakarta | August 22, 2025 | Edy Sihotang |
| 8. | IIA Indonesia National Conference 2025 - Audit for Tomorrow: Strategic, Future-Ready, Sustainable | IIA Indonesia | Medan | August 27 - 28, 2025 | Edy Sihotang |
| 9. | *Manajemen Risiko Pajak Atas Penerapan* Core Tax *sesuai* PER-11/PJ/2025 | Ikatan Akuntan Indonesia (IAI) | Jakarta | September 22 - 23, 2025 | Emmanuel Bambang Suyitno |
| 10. | Update Transfer Pricing Documentation | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | October 7, 2025 | Irhoan Tanudiredja |
| 11. | *Aspek Audit dan Implementasi* AI *dalam Proses* M&A | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | October 13, 2025 | Irhoan Tanudiredja |
| 12. | Qualified Risk Governance Professional (QRGP) | Lembaga Sertifikasi Profesi MKS | Jakarta | November 21, 2025 | Achmad Taufik |
| 13. | *Penerapan* SAK *Entitas Privat dalam Penyusunan* | Ikatan Akuntan Publik Indonesia (IAPI) | Jakarta | December 8, 2025 | Irhoan Tanudiredja |

---

Remark:

Education and Training of Audit Committee members who are members of the Board of Commissioners can be seen in Education and Training of the Board of Commissioners.

------

[Table of Content](#TOC)

**COMMITTEE FOR NOMINATION AND REMUNERATION**

Nomination and Remuneration Committee (KNR) is one of the Committees established by the Board of Commissioners to assist the Board of Commissioners in its supervisory function, especially on nomination and remuneration policies and processes within the company. In carrying out its duties, KNR acts professionally and independently to ensure that the policies and processes carried out by the company in the field of nomination and remuneration, both at the level of the company and its subsidiaries, are in line with the company's goals and objectives and run in accordance with the principles of GCG and the provision of applicable law and regulation.

The establishment and implementation of the duties of KNR are guided by OJK Regulation No. 34/POJK.04/2014 on Nomination and Remuneration Committee of Issuers or Public Companies, Regulation of the Minister of SOEs No. PER-2/MBU/03/2023 on Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises and Regulation of the Minister of SOEs Number PER-3/MBU/03/2023 on Organs and Human Resources of State-Owned Enterprises.

To further regulate the establishment and implementation of KNR's duties, the Board of Commissioners issued Resolution of the Board of Commissioners No. 14/KEP/DK/2024, dated July 23, 2024, contains Charter of the Nomination and Remuneration Committee.

**KNR's Scopes, Duties, and Responsibilities**

Telkom KNR has the following scopes, duties, and responsibilities:

---

| | | | |
|:---|:---|:---|:---|
| c<br>|  |  |  |
| **1.** | **For Nomination**  | **For Nomination**  | **For Nomination**  |
|  | a. | Conduct periodic reviews of the Company's Talent Management System and monitor and evaluate its implementation. | Conduct periodic reviews of the Company's Talent Management System and monitor and evaluate its implementation. |
|  | b. | Evaluate the talent classification system and procedures carried out by the Board of Directors. | Evaluate the talent classification system and procedures carried out by the Board of Directors. |
|  | c. | Evaluate the position of the subsidiary's assets and income against Telkom parent's assets and income as a basis for proposing candidates for the management of the subsidiary to the GMS/Minister. The evaluation will be carried out no later than one month after the implementation of Telkom's AGMS.  | Evaluate the position of the subsidiary's assets and income against Telkom parent's assets and income as a basis for proposing candidates for the management of the subsidiary to the GMS/Minister. The evaluation will be carried out no later than one month after the implementation of Telkom's AGMS.  |
|  | d. | Validate and calibrate the talent proposed by the Board of Directors to the Board of Commissioners (selected talent) to produce a list of talent to be nominated (nominated talent) by the Board of Commissioners to the GMS/Minister. | Validate and calibrate the talent proposed by the Board of Directors to the Board of Commissioners (selected talent) to produce a list of talent to be nominated (nominated talent) by the Board of Commissioners to the GMS/Minister. |
|  | e. | Evaluate the candidate for the company's deputy who will be proposed as a member of the Board of Directors or the Board of Commissioners of the company's subsidiaries, before submitting it to the GMS/Minister. | Evaluate the candidate for the company's deputy who will be proposed as a member of the Board of Directors or the Board of Commissioners of the company's subsidiaries, before submitting it to the GMS/Minister. |
|  | f. | Conduct an evaluation of the proposed organizational structure of the company one level below the Board of Directors proposed by the Board of Directors, referring to the principles of good corporate governance. | Conduct an evaluation of the proposed organizational structure of the company one level below the Board of Directors proposed by the Board of Directors, referring to the principles of good corporate governance. |
|  | g. | Assist the Board of Commissioners who consult with the Board of Directors in selecting candidates for strategic positions within the company in accordance with the provisions of the company's Articles of Association, including the management of subsidiaries and Senior Vice President (SVP) Corporate Secretary. | Assist the Board of Commissioners who consult with the Board of Directors in selecting candidates for strategic positions within the company in accordance with the provisions of the company's Articles of Association, including the management of subsidiaries and Senior Vice President (SVP) Corporate Secretary. |
|  | h. | Providing recommendations to the Board of Commissioners to be submitted to Series A Dwiwarna shareholders of regarding: | Providing recommendations to the Board of Commissioners to be submitted to Series A Dwiwarna shareholders of regarding: |
|  |  | i. | Proposed composition of the company's Board of Directors. |
|  |  | ii. | Candidates for members of the Board of Directors and Commissioners of subsidiaries in accordance with threshold. |
|  |  | iii. | Candidates for President Director and President Commissioner of all subsidiaries of the company. |
|  | i. | To formulate policies and criteria needed in the nomination process for candidates for members of the Board of Directors, including the management of the company's subsidiaries. | To formulate policies and criteria needed in the nomination process for candidates for members of the Board of Directors, including the management of the company's subsidiaries. |
| **2.** | **For Remuneration** | **For Remuneration** | **For Remuneration** |

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[Table of Content](#TOC)

a. Provide recommendation to the Board of Commissioners to be submitted to Series A Dwiwarna shareholders regarding the policy, amount and/or structure of the remuneration of the Board of Directors and the Board of Commissioners and then decided in GMS by considering:

i. Remuneration applicable in the telecommunications industry.

ii. Duties, responsibilities, and authorities of members of the Board of Directors and/or Board of Commissioners are linked to the achievement of the company's objective and performance.

iii. Performance target for each member of the Board of Directors and Board of Commissioners.

b. Propose remuneration for the Board of Directors and Board of Commissioners in the form of salary or honorarium, allowances and facilities of a fixed nature as well as variable incentives to the Board of Commissioners at least once a year.

c. Evaluate the proposed indicator and performance evaluation (Key Performance Indicator) of the Board of Commissioners.

d. Prepare proposal for individual performance evaluation system (Individual Key Performance Indicator) for members of the Board of Directors.

e. Compile and monitor the implementation of Performance Achievement Indicators (KPI) both Collegial KPI and Individual KPI of the Board of Directors.

f. Deliver progress on the realization of Collegial Performance Achievement Indicator (KPI) and Individual KPI of the Board of Directors to shareholder/minister in accordance with statutory regulation.

g. Conduct evaluation of remuneration policies for employees that require approval/response from the Board of Commissioners.

h. Prepare a proposal for a competency development program for members of the Board of Directors and/or members of the Board of Commissioners.

Specifically for implementation of the submission of proposal for company representatives who are placed as managers of subsidiaries in 2025, it is carried out by referring to Letter of the Minister of State-Owned Enterprises No. S.675/MBU/10/2018 dated October 18, 2018 regarding Approval of Proposal, Limitation, and/or Criteria for the Authority of the Board of Commissioners of PT Telekomunikasi Indonesia (Persero) Tbk. In the Letter, the division of approval authority regarding the submission of proposal for company representatives who are placed as manager of the company's subsidiaries is carried out as follows:

---

| | | |
|:---|:---|:---|
| **1.** | **Authority of Series A Dwiwarna Shareholders**, are for: | **Authority of Series A Dwiwarna Shareholders**, are for: |
|  | a. | President Director and President Commissioner of the company's subsidiaries. |
|  | b. | Company management (Directors and Commissioners), with total assets ≥ 50% of the parent company's total assets and/or subsidiary revenue ≥ 50% of the parent company's revenue. |
| **2.** | **Authority of the Board of Commissioners of PT Telkom Indonesia (Persero) Tbk**, is for: | **Authority of the Board of Commissioners of PT Telkom Indonesia (Persero) Tbk**, is for: |
|  | Includes submitting proposal for filling the position of Director (other than the President Director) and members of the Board of Commissioners (other than the President Commissioner) in subsidiaries of the company with total assets < 50% of the total assets of the parent company and/or subsidiaries with total revenue of < 50% of the total revenue of the parent company. | Includes submitting proposal for filling the position of Director (other than the President Director) and members of the Board of Commissioners (other than the President Commissioner) in subsidiaries of the company with total assets < 50% of the total assets of the parent company and/or subsidiaries with total revenue of < 50% of the total revenue of the parent company. |

---

As an implementation of the provision in the Letter of the Minister of State-Owned Enterprises Number S.675/MBU/10/2018, dated October 18, 2018, KNR in 2025 will conduct 9 Fit and Compliance Tests for 9 management positions (target positions) with 9 candidates in 6 subsidiaries.

**KNR's Composition**

OJK Regulation Number 34/POJK.04/2015 regarding Nomination and Remuneration Committee of Issuers or Public Companies stipulates that the Nomination and Remuneration Committee (KNR) must have at least three members. One member, who also serves as the Chair of the KNR, must be an Independent Commissioner, while the other two members may come from the Board of Commissioners, external parties, or management under the Board of Directors. In addition, formation and composition of the KNR membership is also carried out by considering Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for

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[Table of Content](#TOC)

Governance and Significant Corporate Activities of State-Owned Enterprises and PER-3/MBU/03/2023 dated March 20, 2023 regarding Organ and Human Resource of State-Owned Enterprises. In 2025, as a follow-up to the result of the Company's Annual GMS and Extraordinary GMS held in 2025 which changed the membership composition of the Company's Board of Commissioners, several changes were made to the membership composition of KNR. Based on Resolution of the Board of Commissioners Number 05/KEP/DK/2024 dated February 6, 2024, the membership composition of KNR is as follows:

---

| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Chairman | **Wawan Iriawan**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2021 dated June 8, 2021 and updated several times with the latest amendment based on Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | June 8, 2021 - May 27, 2025 |
| Members | **Arya Mahendra Sinulingga**<br>Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2021 dated June 8, 2021 and updated by Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | June 8, 2021 - May 27, 2025 |
|  | **Ismail** <br>Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2019 dated May 29, 2019 and updated several times with the latest amendment based on Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | May 29, 2019 - September 16, 2025 |
|  | **Marcelino Rumambo Pandin**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2019 dated May 29, 2019 and updated several times with the latest amendment based on Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | May 29, 2019 - May 27, 2025 |
|  | **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and updated several times with the latest amendment based on Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | June 29, 2020 - Present |
|  | **Silmy Karim**<br>Commissioner | Resolution of the Board of Commissioners No. 07/KEP/DK/2023 dated June 27, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 05/KEP/DK/2024 dated February 6, 2024. | June 27, 2023 - June 13, 2025 |

---

In connection with result of the Company's Annual GMS on May 27, 2025, which changed the membership composition of the Company's Board of Commissioners, based on Regulation of the Board of Commissioners Number 05/KEP/DK/2025 dated June 13, 2025, the membership composition of KNR Telkom is as follows:

---

| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Terms of Service**<br><BORDER_TOP> |
| Chairman | **Yohanes Surya**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025. | June 13, 2025 - December 12, 2025 |
| Members | **Ismail**<br>Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2019 dated May 29, 2019, and lastly re-established through Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025. | May 29, 2019 - September 16, 2025 |
|  | **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025. | June 29, 2020 - Present |
|  | **Ossy Dermawan**<br>Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025. | June 13, 2025 - Present |

---

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[Table of Content](#TOC)

Meanwhile, in connection with result of the Company's Annual GMS on September 16, 2025, which changed the membership composition of the Company's Board of Commissioners, based on Resolution of the Board of Commissioners Number: 15/KEP/DK/2025 dated September 25, 2025, the membership composition of KNR Telkom is as follows:

---

| | | | |
|:---|:---|:---|:---|
| **Position** | **Name and Double Position Status** | **Basis of Appointment** | **Terms of Service** |
| Chairman | **Yohanes Surya**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025. | June 13, 2025 - December 12, 2025 |
| Members | **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025. | June 29, 2020 - Present |
|  | **Ossy Dermawan**<br>Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025. | June 13, 2025 - Present |
|  | **Ira Noviarti**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025. | September 25, 2025 - Present |

---

And furthermore, in connection with result of the Company's Annual GMS on December 12, 2025, which again changed the membership composition of the Company's Board of Commissioners, based on Regulation of the Board of Commissioners Number 21/KEP/DK/2025 dated December 23, 2025, the membership composition of KNR Telkom is as follows:

---

| | | | |
|:---|:---|:---|:---|
| **Position** | **Name and Double Position Status** | **Basis of Appointment** | **Terms of Service** |
| Chairman | **Ira Noviarti**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
| Members | **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025. | June 29, 2020 - Present |
|  | **Ossy Dermawan**<br>Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025. | June 13, 2025 - Present |
|  | **Rofikoh Rokhim**<br>Independent Commissioner | Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025. | December 23, 2025 - Present |

---

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[Table of Content](#TOC)

**Profile of KNR Members Who are Also Members of the Board of Commissioners** 

**Ira Noviarti**

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Banten, Indonesia | Banten, Indonesia |
| **Educational Background** | • 1995  | Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 15/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present | Strategic Advisor to Global Private Equity |
| **Work Experience** | • 2020 - 2024 | President Director, PT Unilever Indonesia |
|  | • 2017 - 2020 | Vice President Beauty & Personal Care, PT Unilever Indonesia |
|  | • 2015 - 2017 | Vice President, Unilever Food Solutions South-East Asia |
|  | • 2010 - 2015  | Director Ice Cream dan Media Consumer Market Insight, PT Unilever Indonesia |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rizal Malarangeng**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years old | 61 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2000 | Doctoral Comparative Politics, Ohio State University, United States of America |
|  | • 1994 | Magister Comparative Politics, Ohio State University, United States of America |
|  | • 1990 | Bachelor of Communication Science, Universitas Gadjah Mada, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 10/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2020 - Present | Commissioner, PT Energi Mega Persada |
| **Work Experience** | • 2001 - 2020 | Executive Director, Freedom Institute |
|  | • 2016 | Founder, Freedom Corp |
|  | • 2009 | Founder, Fox Indonesia |
|  | • 2008 - 2012 | Director of IT System Operation, Indonesian Financial Transaction Reports and Analysis Center (PPATK) |
| **Professional Certification** | • 2023 | Qualified Risk Governance Professional (QRGP) |

---

**Ossy Dermawan**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 49 years old | 49 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2014 | Master of Science, RSIS, Nanyang Technological University (NTU), Singapore |
|  | • 2000 | Bachelor of Science, Norwich University, United States of America |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 05/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2024 - Present | Deputy Minister of Agrarian Affairs & Spatial Planning/Deputy Head of the National Land Agency, Ministry of Agrarian Affairs and Spatial Planning-National Land Agency |
|  | • 2020 - Present | Executive Director, SBY\*Ani Museum |
|  | • 2019 - Present | Manager, LavAni Volleyball Club |

---

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[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Work Experience** | • 2018 - Present | Personal Staff of the 6<sup>th</sup> President of the Republic of Indonesia |
|  | • 2014 - 2018 | Personal Secretary to the 6<sup>th</sup> President of the Republic of Indonesia |
|  | • 2009 - 2014 | Staff Officer, Army Materiel Command (Spamad), Indonesian Army |
|  | • 2007 - 2009 | Company Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2006 - 2007 | Head of Operations Section, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2005 - 2006 | Platoon Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2004 - 2005 | Platoon Commander, Cavalry Battalion 3/Serbu, Kodam V/Brawijaya |
|  | • 2002 - 2004 | Staff Officer, Indonesian Army Personnel Staff (Spersad), Indonesian Army |
|  | • 2001 - 2002 | Staff Officer, Army Education and Training Command (Kodiklat), Indonesian Army |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rofikoh Rokhim**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | D.E.A (M.Phil) International and Development Economic, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | Master Specialist in Public Finance, Institute International d'Administration Publique, France |
|  | • 1994 | B.A in Public Administration, Universitas Gadjah Mada, Indonesia |
|  | • 1990 | B.A in Management Economic, Universitas Islam Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 21/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present  | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  | • 2023 - Present  | Corporate Assessment Committee, Bursa Efek Indonesia |
|  | • 2019 - Present  | Head of Master Program in Management, Faculty of Economics and Business, Universitas Indonesia |
| **Work Experience** | • 2017 - 2025 | Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk |
|  | • 2017 - 2019 | Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM) |
|  | • 2015 - 2017  | President Commissioner, PT Hotel Indonesia Natour (Persero) |
|  | • 2016 - 2017  | Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged Regions |
|  | • 2015 - 2017  | Committee for Service and Committee for Participation & Organizational Performance & HR, BPJS Ketenagakerjaan |
|  | • 2014 - 2015 | Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and Mineral Resources |
|  | • 2014 - 2015 | Members of Audit Committee and Risk Committee, PT Pos Indonesia |
|  | • 2008 - 2013 | Head of the Indonesia Intelligence Unit |
|  | • 1995 - 2008  | Bisnis Indonesia Reporter |
| **Professional Certification** | • 2024 | Level 6 Risk Management in Banking Industry by Bankers Association for Risk Management |
|  | • 2024 | Charter of Accountant (CA), Asosiasi Akuntan Indonesia |
|  | • 2023 | Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal Audit Indonesia |
|  | • 2017 | Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI |

---

**KNR's Independence**

In carrying out their duties, each member of KNR has fulfilled the independence aspect in accordance with the terms and conditions applicable in OJK Regulation No. 34/POJK.04/2015 regarding Nomination and Remuneration Committee of Issuers or Public Companies, Regulation of Minister of SOE Number PER-3/MBU/03/2023 regarding Organs and Human Resources of State-Owned Enterprises, and Regulation of the Board of Commissioners No.

------

[Table of Content](#TOC)

14/KEP/DK/2024 dated July 23, 2024 regarding Work Implementation Guidelines (Charter) of Nomination and Remuneration Committee of the Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk.

**KNR'S Performance and Implementation Activities**

Throughout 2025, Committee Nomination and Remuneration has assisted the Board of Commissioners in making decisions, including:

1. Recommendation to the Board of Commissioners regarding candidates for President Director and President Commissioner of Telkom subsidiaries (Tier 1) who are within the scope of the authority of approval of Series A Dwiwarna shareholders, which will then be submitted to Series A Dwiwarna shareholders.

2. Recommendation for approval to the Board of Commissioners regarding the proposed appointment of Directors and Commissioners of Telkom subsidiaries within the scope of the Board of Commissioners' authority.

3. Recommendation to the Board of Commissioners regarding the amount of remuneration for the company's management in 2025 to be submitted to Series A Dwiwarna shareholders, who will then be submitted to Series A Dwiwarna shareholders.

4. Recommendation for approval to the Board of Commissioners for the establishment of an organization one level below the Director of IT Digital.

5. Recommendation for approval to the Board of Commissioners regarding the establishment of a Group Business Operation organization which is one level below the President Director.

6. Recommendation to the Board of Commissioners regarding proposed changes to the provisions in the Company's Articles of Association which will then be submitted to Series A Dwiwarna shareholders.

**KNR's Meeting**

In 2025, KNR will carry out the following activities:

1. Committee Meetings, which include:

a. KNR held 3 internal meetings, which included discussions on:

i. Proposal for remuneration for company management.

ii. Proposal for the Board of Directors' individual KPI in 2025.

iii. Proposal for changes to the Company's Articles of Association and candidates for subsidiary management.

b. Committee meeting with external parties 6 times, with the agenda details as follows:

i. Discussion of proposal for the formation of the organization, two times, each for the formation of an organization under the Director of IT Digital and the formation of a Group Business Operation organization under the President Director.

ii. Discussion of TelkomGroup's top talent.

iii. Discussion of subsidiary remuneration.

iv. Discussion of proposal for the Board of Directors' individual KPI in 2025 and proposal for the Collegial Board of Directors' KPI in 2026.

v. Discussion of proposal for the Collegial Board of Directors' KPI in 2026 and proposal for the Board of Directors' individual KPI in 2026.

c. Meeting was held in the framework of Fit and Proper Test, which was held through 4 meetings covering 9 fit and proper tests to fill 9 positions in 6 subsidiaries, namely PT Telkom Infrastruktur Indonesia, PT Dayamitra Telekomunikasi, PT Sigma Cipta Caraka, PT Telkom Akses, PT Telkom Data Ekosistem, and PT Telekomunikasi Indonesia International. A more detailed explanation of KNR meeting can be seen in KNR Meeting section.

2. Working visit to monitor the result of company's business transformation (B2B) was conducted in the telecommunication area (Witel) Bali Telkom Regional III, on June 21, 2025.

3. KNR workshop which invited other committees under the Board of Commissioners, namely Workshop on the evaluation of the company's transformation, was held on February 13, 2025 and Workshop on discussing the proposal for the Board of Directors' KPI individual for 2025 on April 24 - 25, 2025.

------

[Table of Content](#TOC)

**KNR's Meeting Policy**

Based on OJK Regulation Number 34/POJK.04/2014 regarding Nomination and Remuneration Committee, KNR meeting must be held at least once every four months. However, in Charter of Nomination and Remuneration Committee issued through Resolution of the Board of Commissioners Number 14/KEP/DK/2024 dated July 23, 2024, outlines that KNR meeting must be held at least once every two months.

**KNR'S Meeting in 2025**

Throughout 2025, Telkom KNR held 13 committee meetings.

**KNR's Meeting Agenda in 2025**

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Date** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** |
| 1. | Thursday, February 6, 2025 | UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia | UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia | UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia | UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia | UKK Candidate for Commercial Director of PT Telkom Infrastruktur Indonesia |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | √ | √ | √ | N/A | N/A |
| 2. | Monday, February 17, 2025 | TelkomGroup Top Talent | TelkomGroup Top Talent | TelkomGroup Top Talent | TelkomGroup Top Talent | TelkomGroup Top Talent |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | √ | √ | √ | N/A | N/A |
| 3. | Wednesday, March 12, 2025 | Proposal for Remuneration of Company Management in 2025 | Proposal for Remuneration of Company Management in 2025 | Proposal for Remuneration of Company Management in 2025 | Proposal for Remuneration of Company Management in 2025 | Proposal for Remuneration of Company Management in 2025 |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | √ | √ | √ | N/A | N/A |
| 4. | Thursday, May 8, 2025 | UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk | UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk | UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk | UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk | UKK Candidate for Management of PT Dayamitra Telekomunikasi Tbk |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | √ | √ | √ | N/A | N/A |
| 5. | Wednesday, May 21, 2025 | Proposal for Directors' Individual KPI 2025 | Proposal for Directors' Individual KPI 2025 | Proposal for Directors' Individual KPI 2025 | Proposal for Directors' Individual KPI 2025 | Proposal for Directors' Individual KPI 2025 |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | √ | √ | √ | N/A | N/A |
| 6. | Tuesday, June 17, 2025 | Remuneration of Subsidiary Management | Remuneration of Subsidiary Management | Remuneration of Subsidiary Management | Remuneration of Subsidiary Management | Remuneration of Subsidiary Management |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | N/A | √ | N/A | √ | N/A |
| 7. | Tuesday, July 8, 2025 | Development of Organizational Transformation and Proposal for Establishment of Organization Under the Director of IT Digital | Development of Organizational Transformation and Proposal for Establishment of Organization Under the Director of IT Digital | Development of Organizational Transformation and Proposal for Establishment of Organization Under the Director of IT Digital | Development of Organizational Transformation and Proposal for Establishment of Organization Under the Director of IT Digital | Development of Organizational Transformation and Proposal for Establishment of Organization Under the Director of IT Digital |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | N/A | √ | N/A | √ | N/A |
| 8. | Tuesday, August 5, 2025 | Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management | Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management | Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management | Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management | Proposal for Amendment to Articles of Association and Proposal for Candidate of Subsidiary Management |
|  | **Attendance List** | **WI** | **RM** | **AMS** | **OD** | **RR** |
|  |  | N/A | √ | N/A | √ | N/A |
| 9. | Tuesday, August 12, 2025 | UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia Internasional, PT Telkomsigma, and PT Telkom Akses | UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia Internasional, PT Telkomsigma, and PT Telkom Akses | UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia Internasional, PT Telkomsigma, and PT Telkom Akses | UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia Internasional, PT Telkomsigma, and PT Telkom Akses | UKK Candidates for President Director of PT Telkom Infrastruktur Indonesia, PT Telekomunikasi Indonesia Internasional, PT Telkomsigma, and PT Telkom Akses |

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[Table of Content](#TOC)

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| | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 |
|  | | **WI** | **RM** | **IS** | **AMS** | **MRP** | **SK** | **YS** | **OD** | **IN** | **RR** |
|  | **Attendance List**<br>| N/A | √ | √ | N/A | N/A | N/A | √ | √ | N/A | N/A |
| 10. | Friday, August 15, 2025 | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem | UKK Candidate for President Director of PT Telkom Data Ekosistem |
|  | **Attendance List** | **WI** | **RM** | **IS** | **AMS** | **MRP** | **SK** | **YS** | **OD** | **IN** | **RR** |
|  |  | N/A | √ | √ | N/A | N/A | N/A | √ | √ | N/A | N/A |
| 11. | Friday, August 29, 2025 | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization | Proposal for Establishment of Group Business Operation Organization |
|  | **Attendance List** | **WI** | **RM** | **IS** | **AMS** | **MRP** | **SK** | **YS** | **OD** | **IN** | **RR** |
|  |  | N/A | √ | √ | N/A | N/A | N/A | √ | √ | N/A | N/A |
| 12. | Wednesday, November 19, 2025 | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara | Proposal for Board of Directors' Individual KPI 2025 and Planning Submission of Proposal for Collegial Directors' KPI 2026 to Danantara |
|  | **Attendance List** | **WI** | **RM** | **IS** | **AMS** | **MRP** | **SK** | **YS** | **OD** | **IN** | **RR** |
|  |  | N/A | √ | N/A | N/A | N/A | N/A | √ | √ | √ | N/A |
| 13. | Tuesday, December 16, 2025 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 | Update on Proposal for Collegial Board of Directors' KPI 2026 and Proposal for Board of Directors' Individual KPI 2026 |
|  | **Attendance List** | **WI** | **RM** | **IS** | **AMS** | **MRP** | **SK** | **YS** | **OD** | **IN** | **RR** |
|  |  | N/A | √ | N/A | N/A | N/A | N/A | √ | √ | √ | N/A |

---

Remarks:

---

| | | | |
|:---|:---|:---|:---|
| **WI** | Wawan Iriawan | **SK** | Silmy Karim  |
| **RM** | Rizal Malarangeng | **YS** | Yohanes Surya  |
| **IS** | Ismail | **OD** | Ossy Dermawan  |
| **AMS** | Arya Mahendra Sinulingga | **IN** | Ira Noviarti  |
| **MRP** | Marcelino Rumambo Pandin | **RR** | Rofikoh Rokhim |

---

**Recapitulation of KNR's Attendance at Meeting in 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| <br>**No.**<br><BORDER_TOP> | <br>**Name**<br><BORDER_TOP> | <br>**Position**<br><BORDER_TOP> | <br>**Total of Meeting**<br><BORDER_TOP> | <br>**Total of Attendance**<br><BORDER_TOP> | <br>**Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Wawan Iriawan<sup>1)</sup> | Chairman | 5 | 5 | 100 |
| 2. | Arya Mahendra Sinulingga<sup>1)</sup> | Member | 5 | 5 | 100 |
| 3. | Ismail<sup>2)</sup> | Member | 11 | 9 | 82 |
| 4. | Marcelino Rumambo Pandin<sup>1)</sup> | Member | 5 | 4 | 80 |
| 5. | Rizal Malarangeng | Member | 13 | 13 | 100 |
| 6. | Silmy Karim<sup>1)</sup> | Member | 5 | 4 | 80 |
| 7. | Yohanes Surya<sup>3)</sup> | Chairman | 8 | 8 | 100 |
| 8. | Ossy Dermawan<sup>4)</sup> | Member | 8 | 8 | 100 |
| 9. | Ira Noviarti<sup>5)</sup> | Chairman/Member | 2 | 2 | 100 |
| 10. | Rofikoh Rokhim<sup>6)</sup> | Member | - | - | - |

---

Remarks:

1) Until May 27, 2025.

2) Until September 16, 2025.

3) Since June 13, 2025 to December 12, 2025.

4) Since June 13, 2025.

5) Became a member since September 25, 2025 and was appointed as Chairman since December 23, 2025.

6) Since December 23, 2025.

**KNR's Education and Training**

**KNR's Education and Training Policy**

To improve and develop their competencies, KNR Telkom members routinely and continuously participate in various training, seminar, and workshop.

------

[Table of Content](#TOC)

**KNR's Education and Training in 2025**

The following table presents information on training that KNR members have attended during 2025:

**KNR's Education and Training in 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 1. | DBN Breakfast Talk | Dutch Business Network Indonesia | Jakarta | February 11, 2025 | Silmy Karim |
| 2. | Tri-Sector Leadership Bootcamp | Institut Harkat Negeri | Jakarta | February 15, 2025 | Silmy Karim |
| 3. | Leading Global Business | Harvard Business School | United States of America | February 20, 2025 | Ira Noviarti |
| 4. | Harvard Asia Business Conference 2025 | Harvard Business School | United States of America | February 23, 2025 | Ira Noviarti |
| 5. | Private Equity and Venture Capital Foundations | Harvard Business School | United States of America | March 2 - 3, 2025 | Marcelino Rumambo Pandin |
| 6. | Mobile World Congress (MWC) 2025 | GSMA | Barcelona | March 3 - 6, 2025 | Rizal Malarangeng |
| 7. | Strategic Research & Development Management | Harvard Business School | United States of America | March 4 - 5, 2025 | Marcelino Rumambo Pandin |
| 8. | Eagles on Vacation with Diesel One Solidarity | Yayasan Solidaritas Kawula Muda | Jakarta | June 24, 2025 | Silmy Karim |
| 9. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Online | July 30 - 31, 2025 | Yohanes Surya |
| 9. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Online | July 30 - 31, 2025 | Ossy Dermawan |
| 9. | Qualified Risk Governance Professional (QRGP) | LPS - Mitra Kalyana Sejahtera | Jakarta | November 12, 2025 | Ira Noviarti |
| 10. | Critical Thinking for Better Judgment and Decision-Making | Telkom - LinkedIn | Online | August 8, 2025 | Rizal Malarangeng |
| 11. | Strategic Business Analysis Essentials | Telkom - LinkedIn | Online | August 9, 2025 | Rizal Malarangeng |
| 12. | Top 10 Gotchas of Cyber Regulation | Telkom - LinkedIn | Online | August 9, 2025 | Rizal Malarangeng |
| 13. | Algorithmic Auditing and Continuous Monitoring | Telkom - LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 14. | Compliance and Regulations for Generative AI | Telkom - LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 15. | Corporate Financial Statement Analysis | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 16. | Economics for Business Leaders | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 17. | Foundations of Responsible AI | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 18. | Insider Threat Risk Management | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 19. | Introduction to AI Governance | Telkom - LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 20. | Introduction to Auditing AI Systems | Telkom - LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 21. | Leveraging AI for Governance, Risk, and Compliance | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 22. | Operational Excellence Foundations | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 23. | Privacy, Governance, and Compliance: Data Classification and Inventory | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 24. | Responsible AI: Principles and Practical Application | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 25. | Digital Transformation | Telkom - LinkedIn | Online | August 12, 2025 | Rizal Malarangeng |
| 26. | Building a Responsible AI Program: Context, Culture, Content, and Commitment | Telkom - LinkedIn | Online | August 13, 2025 | Rizal Malarangeng |
| 27. | Bali Annual Telkom International Conference (BATIC) | Telkom Indonesia International | Bali | August 27 - 28, 2025 | Yohanes Surya |
| 28. | Leading Transformation with Innovation and Agility in a Holding Ecosystem | Telkom | Jakarta | October 17, 2025 | Ira Noviarti |
| 29. | Women Leading Change: Transformation and Innovation in Action | Kementerian Keuangan | Jakarta | November 20, 2025 | Ira Noviarti |
| 30. | Workshop Internal Audit | Telkom | Yogyakarta | November 26 - 27, 2025 | Ira Noviarti |
| 31. | Seminar "*Harmonisasi Tata Kelola Pertanahan dan Kepatuhan Hukum dalam Pengelolaan dan Penanganan Permasalahan Aset Tanah TelkomGroup*" | Telkom | Jakarta | November 28, 2025 | Ossy Dermawan |

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[Table of Content](#TOC)

**COMMITTEE FOR PLANNING AND RISK EVALUATION AND MONITORING**

Committee for Planning and Risk Evaluation and Monitoring (KEMPR) is a committee under the Board of Commissioners tasked with evaluating and monitoring the company's planning and risk management in achieving the quantitative and qualitative target of Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS) and Company's Work Budget Plan (RKAP). In addition, KEMPR is also tasked with monitoring the performance and financial health of Telkom and its subsidiaries, as well as assisting the Board of Commissioners in reviewing the company's strategic plan proposal. This step is in line with the company's efforts to continuously improve the quality of planning and ensure the effectiveness of risk management implementation across all its operational activities.

**KEMPR's Scopes, Duties, and Responsibilities** 

KEMPR has a Work Implementation Guideline (Charter) as outlined in Resolution of the Board of Commissioners Number 12/KEP/DK/2024 dated July 9, 2024, regarding Work Implementation Guideline (Charter) of Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia Tbk. The guidelines are regulated, among other things:

1. The establishment and the appointment of its members.

2. The structure and requirement of membership.

3. Duty, responsibility, and authority of KEMPR.

4. The scope of work.

5. Meeting, reporting, term of office, and funding.

Meanwhile, the scopes, duties, and responsibilities of KEMPR are:

1. Conducting a comprehensive evaluation of the proposed Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS), and Company's Budget Work Plan (RKAP) submitted by the Board of Directors.

2. Conducting an evaluation of the implementation of RJPP, CSS, and RKAP to ensure that they are in accordance with the target of RJPP, CSS, and RKAP approved by the Board of Commissioners.

3. Monitoring the implementation of enterprise risk management and project risk management, especially for project whose implementation is through the approval of the Board of Commissioners.

**KEMPR's Composition**

Based on Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024, regarding Membership of Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia Tbk, the composition of KEMPR members is as follows:

**KEMPR's Composition until May 27, 2025**

---

| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Chairman | **Arya Mahendra Sinulingga**<br>Commissioner | Resolution of the Board of Commissioners Number 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 8, 2021 - May 27, 2025 |
| Members | **Bambang Permadi Soemantri Brodjonegoro**<br>President Commissioner/Independent Commissioner | Resolution of the Board of Commissioners Number 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 8, 2021 - April 10, 2025 |
|  | **Bono Daru Adji**<br>Independent Commissioner | Resolution of the Board of Commissioners Number 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 8, 2021 - May 27, 2025 |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| **Isa Rachmatarwata**<br>Commissioner | Resolution of the Board of Commissioners Number 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 8, 2021 - February 7, 2025 |
| **Ismail**<br>Commissioner | Resolution of the Board of Commissioners Number 05/KEP/DK/2021 dated May 29, 2019 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | May 29, 2019 - September 16, 2025 |
| **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners Number 11/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 29, 2020 - Present |
| **Silmy Karim**<br>Commissioner | Resolution of the Board of Commissioners Number 06/KEP/DK/2023 dated June 27, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | June 27, 2023 - Present |
| **Siswa Rizali**<br>Independent Member | Resolution of the Board of Commissioners Number 09/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | August 2, 2021 - Present |
| **Janson**<br>Independent Member | Resolution of the Board of Commissioners Number 01/KEP/DK/2023 dated March 20, 2023 and lastly re-established through the Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024. | March 20, 2023 - Present |

---

In connection with the result of the Company's Annual GMS on May 27, 2025, which changed the membership composition of the Board of Commissioners, there was a change in the composition of KEMPR members as outlined in Resolution of the Board of Commissioners Number 06/KEP/DK/2025 dated June 13, 2025 and subsequently updated through Resolution of the Board of Commissioners Number 22/KEP/DK/2025 dated December 23, 2025 regarding Composition Membership of Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia Tbk, the composition of KEMPR members is as follows:

**KEMPR's Composition from May 27, 2025 to December 31, 2025**

---

| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Terms of Service**<br><BORDER_TOP> |
| Chairman | **Rizal Malarangeng**<br>Commissioner | Resolution of the Board of Commissioners No. 11/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | June 29, 2020 - Present |
| Members | **Ismail**<sup>1)</sup><br>Commissioner | Resolution of the Board of Commissioners No. 05/KEP/DK/2021 dated May 29, 2019 and lastly re-established through Resolution of the Board of Commissioners No. 06/KEP/DK/2025 dated June 13, 2025. | May 29, 2019 - September 16, 2025 |
|  | **Silmy Karim**<br>Commissioner | Resolution of the Board of Commissioners No. 06/KEP/DK/2023 dated June 27, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | June 27, 2023 - Present |
|  | **Rionald Silaban**<br>Commissioner | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | June 13, 2025 - Present |
|  | **Ossy Dermawan**<br>Commissioner | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution  | June 13, 2025 - Present |

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[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Terms of Service**<br><BORDER_TOP> |
| | of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | |
| **Rofikoh Rokhim**<sup>2)</sup><br>Independent Commissioner | Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | December 23, 2025 - Present |
| **Siswa Rizali**<br>Independent Member | Resolution of the Board of Commissioners No. 09/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | August 2, 2021 - Present |
| **Janson**<br>Independent Member | Resolution of the Board of Commissioners No. 01/KEP/DK/2023 dated March 20, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025. | March 20, 2023 - Present |

---

Remarks:

1) Until September 16, 2025. <br> 2) Since December 23, 2025.

**Profile of KEMPR Members Who are Also Members of the Board of Commissioners**

**Rizal Malarangeng**

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years old | 61 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2000 | Doctoral Comparative Politics, Ohio State University, United States of America |
|  | • 1994 | Magister Comparative Politics, Ohio State University, United States of America |
|  | • 1990 | Bachelor of Communication Science, Universitas Gadjah Mada, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 11/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 11/KEP/DK/2020 dated June 29, 2020 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2020 - Present | Commissioner, PT Energi Mega Persada |
| **Work Experience** | • 2001 - 2020 | Executive Director, Freedom Institute |
|  | • 2016 | Founder, Freedom Corp |
|  | • 2009 | Founder, Fox Indonesia |
|  | • 2008 - 2012 | Director of IT System Operation, Indonesian Financial Transaction Reports and Analysis Center (PPATK) |
| **Professional Certification** | • 2023 | Qualified Risk Governance Professional (QRGP) |

---

**Silmy Karim**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 51 years old | 51 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2014 | Defense Management, Naval Postgraduate School (NPS), United States of America |
|  | • 2012 | Advance Security, George C. Marshall European Center for Security Studies, German |
|  | • 2012 | NATO School, German |
|  | • 2012 | National and International Defense, United States of America |
|  | • 2010 | Georgetown University, GLS, Washington D.C, United States of America |
|  | • 2007 | Master of Economics, Universitas Indonesia, Indonesia |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
|  | • 1997 | Bachelor of Economics, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 06/KEP/DK/2023 dated June 27, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 06/KEP/DK/2023 dated June 27, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2024 - Present  | Deputy Minister of Immigration and Corrections, Ministry of Immigration and Corrections |
| **Work Experience** | • 2023 - 2024 | Director General of Immigration of the Republic of Indonesia, Ministry of Law and Human Rights |
|  | • 2018 - 2023 | President Director, PT Krakatau Steel (Persero) Tbk |
|  | • 2016 - 2019 | Commissioner, PT GE Power Solution Indonesia |
|  | • 2016 - 2018 | President Director, PT Barata Indonesia (Persero) |
|  | • 2015 - 2016 | President Commissioner, MAN Diesel & Turbo Indonesia |
|  | • 2014 - 2016 | President Director, PT Pindad (Persero) |
|  | • 2011 - 2014 | Commissioner, PT PAL Indonesia (Persero) |
|  | • 2010 - 2011 | Special Advisor, Indonesia Investment Coordinating Board of the Republic of Indonesia |
| **Professional Certification** | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2014 | Naval Postgraduate School (NPS) in Defense Management, Monterey, California, United States of America |
|  | • 2012 | Harvard University in the Field of National and International Defense, Cambridge, Massachusetts, United States of America |
|  | • 2012 | NATO School, Oberammergau, German |
|  | • 2012 | George C. Marshall European Center for Security Studies, Program in Advance Security, Garmisch-Partenkirchen, German |

---

**Rionald Silaban**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 60 years old | 60 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1993 | Master of Laws (LL.M.), Georgetown University, United States of America |
|  | • 1989 | Bachelor of Laws, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | Does not hold any position | Does not hold any position |
| **Work Experience** | • 2018 - 2021 | Head of Education and Training Agency, Ministry of Finance |
|  | • 2016 - 2018 | Expert Staff for Macroeconomics & International Finance, Ministry of Finance |
| **Professional Certification** | • 2024 | Qualification for 6 Areas of Banking Risk Management, LSPP |
|  | • 2019 | Level 1 Commissioner, Banking Risk Management Division, LSPP |

---

**Ossy Dermawan**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 49 years old | 49 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2014 | Master of Science, RSIS, Nanyang Technological University (NTU), Singapore |
|  | • 2000 | Bachelor of Science, Norwich University, United States of America |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 04/KEP/DK/2025 dated June 13, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2024 - Present | Deputy Minister of Agrarian Affairs & Spatial Planning/Deputy Head of the National Land Agency, Ministry of Agrarian Affairs and Spatial Planning-National Land Agency |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
|  | • 2020 - Present | Executive Director, SBY\*Ani Museum |
|  | • 2019 - Present | Manager, LavAni Volleyball Club |
| **Work Experience** | • 2018 - Present | Personal Staff of the 6<sup>th</sup> President of the Republic of Indonesia |
|  | • 2014 - 2018 | Personal Secretary to the 6<sup>th</sup> President of the Republic of Indonesia |
|  | • 2009 - 2014 | Staff Officer, Army Materiel Command (Spamad), Indonesian Army |
|  | • 2007 - 2009 | Company Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2006 - 2007 | Head of Operations Section, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2005 - 2006 | Platoon Commander, Cavalry Battalion 7/Sersus, Kodam Jaya |
|  | • 2004 - 2005 | Platoon Commander, Cavalry Battalion 3/Serbu, Kodam V/Brawijaya |
|  | • 2002 - 2004 | Staff Officer, Indonesian Army Personnel Staff (Spersad), Indonesian Army |
|  | • 2001 - 2002 | Staff Officer, Army Education and Training Command (Kodiklat), Indonesian Army |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rofikoh Rokhim**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | D.E.A (M.Phil) International and Development Economic, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | Master Specialist in Public Finance, Institute International d'Administration Publique, France |
|  | • 1994 | B.A in Public Administration, Universitas Gadjah Mada, Indonesia |
|  | • 1990 | B.A in Management Economic, Universitas Islam Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present  | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  | • 2023 - Present  | Corporate Assessment Committee, Bursa Efek Indonesia |
|  | • 2019 - Present  | Head of Master Program in Management, Faculty of Economics and Business, Universitas Indonesia |
| **Work Experience** | • 2017 - 2025 | Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk |
|  | • 2017 - 2019 | Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM) |
|  | • 2015 - 2017  | President Commissioner, PT Hotel Indonesia Natour (Persero) |
|  | • 2016 - 2017  | Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged Regions |
|  | • 2015 - 2017  | Committee for Service and Committee for Participation & Organizational Performance & HR, BPJS Ketenagakerjaan |
|  | • 2014 - 2015 | Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and Mineral Resources |
|  | • 2014 - 2015 | Members of Audit Committee and Risk Committee, PT Pos Indonesia |
|  | • 2008 - 2013 | Head of the Indonesia Intelligence Unit |
|  | • 1995 - 2008  | Bisnis Indonesia Reporter |
| **Professional Certification** | • 2024 | Level 6 Risk Management in Banking Industry by Bankers Association for Risk Management |
|  | • 2024 | Charter of Accountant (CA), Asosiasi Akuntan Indonesia |
|  | • 2023 | Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal Audit Indonesia |
|  | • 2017 | Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI |

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[Table of Content](#TOC)

**Profile of KEMPR Members Outside the Board of Commissioners**

**Siswa Rizali**

**Independent Member**

---

| | | |
|:---|:---|:---|
| **Age** | 53 years old | 53 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | South Tangerang, Indonesia | South Tangerang, Indonesia |
| **Educational Background** | • 2022 | Master of Social Sciences (Economics), National University of Singapore, Singapore. |
|  | • 1996 | Bachelor Degree in Economics, Universitas Indonesia, Indonesia. |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 09/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 09/KEP/DK/2021 dated August 2, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | August 2, 2021 - Present | August 2, 2021 - Present |
| **Duty and Responsibility** | Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS), and Company's Budget Work Plan (RKAP) submitted by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the implementation of Telkom's enterprise risk management and project risk management | Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS), and Company's Budget Work Plan (RKAP) submitted by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the implementation of Telkom's enterprise risk management and project risk management |
| **Work Experience** | • 2019 - 2021 | Investment and Placement Committee, Hajj Financial Management Agency |
|  | • 2015 - 2018 | Director of Investment, PT Asanusa Asset Management |
| **Professional Certification** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2008 | Certificate of Deputy Investment Manager, OJK |
|  | • 2002 | Certified Risk Professional (CRP) by Capital Market Professional Certification Board |

---

**Janson**

**Independent Member**

---

| | | |
|:---|:---|:---|
| **Age** | 51 years old | 51 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | South Tangerang, Indonesia | South Tangerang, Indonesia |
| **Educational Background** | • 1998 | Bachelor of Science, Finance, University of Maryland, United States of America |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 01/KEP/DK/2023 dated March 20, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 01/KEP/DK/2023 dated March 20, 2023 and lastly re-established through Resolution of the Board of Commissioners No. 22/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | March 20, 2023 - Present | March 20, 2023 - Present |
| **Duty and Responsibility** | Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS), and Company's Budget Work Plan (RKAP) submitted by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the implementation of Telkom's enterprise risk management and project risk management | Together with other KEMPR members, responsible for evaluating proposal for Company's Long-Term Plan (RJPP), Corporate Strategic Scenario (CSS), and Company's Budget Work Plan (RKAP) submitted by the Board of Directors, evaluating the implementation of RJPP, CSS, and RKAP, and supervising the implementation of Telkom's enterprise risk management and project risk management |
| **Work Experience** | • 2021 - 2022  | Senior Corporate Finance, PT ASLI RI |
|  | • 2020 - 2021  | SVP Equity Research, PT Kanaka Hita Solvera |
|  | • 2017 - 2019 | SVP Equity Division and Research, PT Royal Investium Sekuritas |
|  | • 2013 - 2016 | Head of Institutional Equity, PT MNC Sekuritas |
| **Professional Certification** | • 2024 | Chartered Accountant (CA), Ikatan Akutansi Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023  | Certified Risk Professional (CRP) by Association of Indonesian Capital Market Professional |

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[Table of Content](#TOC)

<u>• 2021</u> <u>Securities Broker Representative Certificate, OJK</u> <br> <u>• 2019</u> <u>Investment Manager Representative Certificate, OJK</u>

**KEMPR Members Whose Terms End in 2025**

**Arya Mahendra Sinulingga**

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Tangerang, Indonesia | Tangerang, Indonesia |
| **Educational Background** | • 1995 | Civil Engineering Department, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | • 2023 | Member of the Executive Committee, Indonesian Football Association (PSSI) |
|  | • 2021 | Secretary General, Institut Teknologi Bandung Alumni Association |
|  | • 2021 | Central Management Advisory Board, Indonesian Engineers Association |
|  | • 2020 | Member of the Board of Trustees, Universitas Sumatera Utara |
| **Work Experience** | • 2019 - 2025 | Special Staff III, Minister of State-Owned Enterprises (SOE) |
|  | • 2019 - 2021 | Commissioner, PT INALUM |
|  | • 2018 - 2019 | Corporate Secretary Director, PT MNC Tbk |
|  | • 2017 - 2018 | President Commissioner, PT MNC Infotainment |
|  | • 2015 - 2018 | President Director, PT IDX Channel |
|  | • 2015 - 2018 | Deputy Director, iNews TV |
|  | • 2014 - 2019 | President Commissioner, PT Hikmat Makna Aksara (Sindo Weekly) |
|  | • 2014 - 2019 | Director of News, PT MNC, Tbk |
|  | • 2014 - 2018 | Director, PT MCI |
|  | • 2014 - 2015 | Director, PT MNC Investama Tbk |
|  | • 2014 - 2015 | Editor in chief, RCTI |
|  | • 2011 - 2014 | Editor in chief, Global TV |
|  | • 2010 - 2018 | Director of News & Corporate Secretary, Global TV |
|  | • 2010 - 2014 | Corporate Secretary, PT MNC Tbk |
|  | • 2008 - 2014 | President Director, PT Hikmat Makna Aksara (Sindo Weekly) |
|  | • 2008 - 2014 | Corporate Secretary, PT Global Mediacom Tbk |
|  | • 2007 - 2015 | Corporate Secretary PT MNC Sky Vision |
|  | • 2004 - 2007 | Member, Indonesian Broadcasting Commission of North Sumatra Region |
|  | • 2001 - 2004 | Expert Staff, Chairman of Regional People's Representative Council and Spatial Planning Consultant for North Sumatra Province |
|  | • 1995 - 2001 | Drainage & Marine Consultant, Bandung |
| **Professional Certification** | • 2023 | Qualified Risk Governance Professional (QRGP) |

---

**Bambang Permadi Soemantri Brodjonegoro**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | Ph.D., University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1993 | Master of Urban Planning, University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1990 | Bachelor of Economics, Universitas Indonesia, Indonesia |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) |
| **Concurrent Position** | • 2025 | Dean and CEO, Asian Development Bank Institute |
| **Work Experience** | • 2024 - 2025 | Special Advisor to the President for Economic and National Development |
|  | • 2021 - 2025 | President Commissioner, PT Prudential Syariah |
|  | • 2021 - 2025 | President Commissioner, PT Bukalapak Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT Astra International Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT TBS Energi Utama Tbk |
|  | • 2021 - 2025 | Commissioner, PT Combiphar |
|  | • 2021 - 2025 | Independent Commissioner, PT Indofood Tbk |
|  | • 2021 | President Commissioner, PT Nusantara Green Energy |
|  | • 2021 - 2023 | President Commissioner, PT Oligo Infrastruktur |
|  | • 2019 - 2021 | Minister of Research, Technology, and National Innovation of the Republic of Indonesia |
|  | • 2016 - 2019 | Minister of National Development Planning of the Republic of Indonesia |
|  | • 2014 - 2016 | Minister of Finance of the Republic of Indonesia |
|  | • 2013 - 2014 | Vice Minister of Finance of the Republic of Indonesia |
| **Professional Certification** | • 2021  | Qualified Risk Governance Professional (QRGP) |

---

**Bono Daru Adji** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1995 | LLM, Monash University, Australia |
|  | • 1993 | Bachelor of Law, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | • 2025 | Managing Director Legal, PT Danantara Invesment Management |
| **Work Experience** | • 2023 - 2025 | Ethics Committee Member, Indonesian Football Association |
|  | • 2022 - 2025 | The Board of Directors Member, Indonesian Audit Committee Association |
|  | • 2017 - 2025 | Managing Partner, Assegaf Hamzah & Partners |
|  | • 2019 - 2022 | Disciplinary Committee, PT Bursa Efek Indonesia |
|  | • 2018 - 2021 | Chairman of Standard Board, Capital Market Legal Consultants Association |
| **Professional Certification** | • 2024 | Certified Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2017 | Licensed to practice law as an advocate by Capital Market Legal Consultants Association (Himpunan Konsultan Hukum Pasar Modal - HKHPM) |
|  | • 2017 | Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI) |

---

------

[Table of Content](#TOC)

**Ismail**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2010 | Doctor of Electrical Engineering and Informatics, Institut Teknologi Bandung, Indonesia |
|  | • 1999 | Master of Electrical Engineering, Universitas Indonesia, Indonesia |
|  | • 1993 | Bachelor of Engineering Physics, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 05/KEP/DK/2019 dated May 29, 2019 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 | Resolution of the Board of Commissioners No. 05/KEP/DK/2019 dated May 29, 2019 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 |
| **Basis of Dismissal** | Telkom Extraordinary General Meeting of Shareholders (EGMS) on September 16, 2025 | Telkom Extraordinary General Meeting of Shareholders (EGMS) on September 16, 2025 |
| **Concurrent Position** | • 2025 | Secretary General of Ministry of Communication and Digital, Republic of Indonesia |
| **Work Experience** | • 2023 - 2024 | Chairman of the Supervisory Board of MASTEL |
|  | • 2021 - 2023 | Acting Director General of Postal and Informatics Service |
|  | • 2018 - 2019 | Chairman, Indonesian Telecommunications Regulatory Agency (BRTI) |
|  | • 2014 - 2016 | Director of Special Telecommunication PPKU/Broadband Development, Ministry of Communication and Informatics of the Republic of Indonesia |
|  | • 2012 - 2014 | Director of Telecommunication, Directorate General of Postal and Informatics Service, Ministry of Communication and Informatics of the Republic of Indonesia |
|  | • 2008 - 2012 | Director of IT System Operation, Indonesian Financial Transaction Reports and Analysis Center (PPATK) |
| **Professional Certification** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2021 | Certification in Audit Committee Practices (CACP) |
|  | • 2012 | Computer Emergency Response Team (CERT), Carnegie Mellon-USA |
|  | • 2010 | Certified Information System Security Professional (CISSP), INIXINDO |
|  | • 2010 | Certified Data Center Professional (CDCP), INIXINDO |
|  | • 2010 | Certified Information Technology Manager (CITM), INIXINDO |

---

**Isa Rachmatarwata** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1994 | Master of Mathematic, Actuarial Science, University of Waterloo, Canada |
|  | • 1990 | Exact Science and Mathematic Department, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 | Resolution of the Board of Commissioners No. 07/KEP/DK/2021 dated June 8, 2021 and lastly re-established through Resolution of the Board of Commissioners No. 11/KEP/DK/2024 dated July 9, 2024 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | No concurrent position held | No concurrent position held |
| **Work Experience** | • 2021 - 2025 | Director General of Budget, Ministry of Finance of the Republic of Indonesia |
|  | • 2017 - 2021 | Director General of State Asset, Ministry of Finance of the Republic of Indonesia |
|  | • 2013 - 2017 | Expert Staff to the Minister of Finance for Financial Services and Capital Market Policy and Regulation, Ministry of Finance of the Republic of Indonesia |
|  | • 2013 | Senior Official at the Financial Policy Agency, Ministry of Finance of the Republic of Indonesia |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
|  | • 2006 - 2012 | Head of Insurance Bureau, Capital Market and Financial Institutions Supervisory Agency (BPPMLK), Ministry of Finance of the Republic of Indonesia |
| **Professional Certification** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2020 | Fellow of the Society of Actuaries of Indonesia (FSAI) |
|  | • 1993 | Associate of the Society of Actuaries (ASA) |

---

**KEMPR's Independence**

KEMPR members are required to fulfill the independence aspect in carrying out their duties in accordance with the terms and conditions stated in Resolution of the Board of Commissioners No. 12/KEP/DK/2024 dated July 9, 2024 regarding Work Implementation Guidelines (Charter) for Committee for Planning and Risk Evaluation and Monitoring of the Company (Persero) PT Telekomunikasi Indonesia Tbk.

**KEMPR's Meeting**

**KEMPR's Meeting Policy**

In accordance with KEMPR Charter No. 12/KEP/DK2024 dated July 9, 2024, KEMPR meeting consists of:

1. KEMPR meetings consist of internal KEMPR meeting and KEMPR meeting with external parties. Both meetings are attended by more than half (one-half) of KEMPR members.

2. Ad-Hoc meeting is a meeting with external parties held as needed and implemented by non-Board of Commissioners members of KEMPR.

**KEMPR's Meeting in 2025**

During 2025, KEMPR Telkom held 26 meetings with the following members attendance level:

**KEMPR's Meeting Agenda in 2025**

---

| | | | | | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 | **Meeting Agenda**<br><BORDER_TOP>.13 | **Meeting Agenda**<br><BORDER_TOP>.14 | **Meeting Agenda**<br><BORDER_TOP>.15 | **Meeting Agenda**<br><BORDER_TOP>.16 | **Meeting Agenda**<br><BORDER_TOP>.17 | **Meeting Agenda**<br><BORDER_TOP>.18 | **Meeting Agenda**<br><BORDER_TOP>.19 | **Meeting Agenda**<br><BORDER_TOP>.20 | **Meeting Agenda**<br><BORDER_TOP>.21 | **Meeting Agenda**<br><BORDER_TOP>.22 | **Meeting Agenda**<br><BORDER_TOP>.23 |
| 1. | Monday, January 6, 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 | Release of Commitment Budget of CAPEX Telkom Parent Phase-1 2025 |
|  | **Attendance List** | **AMS** | **AMS** | **BPSB** | **BPSB** | **BDA** | **IR** | **IR** | **IS** | **IS** | **RM** | **RM** | **SK** | **SK** | **OD** | **OD** | **RS** | **RS** | **RR** | **RR** | **SR** | **SR** | **JN** | **JN** |
|  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ |
| 2. | Tuesday, January 7, 2025 | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update | Batam Data Center Update |
|  | **Attendance List** | **AMS** | **AMS** | **BPSB** | **BPSB** | **BDA** | **BDA** | **IR** | **IR** | **IS** | **IS** | **RM** | **RM** | **SK** | **SK** | **OD** | **OD** | **RS** | **RS** | **RR** | **RR** | **SR** | **SR** | **JN** |
|  |  | - | - | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ |
| 3. | Thursday, January 23, 2025 | Thursday, January 23, 2025 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 | Risk Management Monitoring for the Fourth Quarter of 2024 |
|  | **Attendance List** | **Attendance List** | **AMS** | **AMS** | **BPSB** | **BPSB** | **BDA** | **IR** | **IR** | **IS** | **IS** | **RM** | **RM** | **SK** | **SK** | **OD** | **OD** | **RS** | **RS** | **RR** | **RR** | **SR** | **SR** | **JN** |
|  |  |  | √ | √ | √ | √ | - | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ |
| 4. | Tuesday, February 11, 2025 | Tuesday, February 11, 2025 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 | Discussion of RJPP in 2025-2029 |
|  | **Attendance List** | **Attendance List** | **AMS** | **AMS** | **BPSB** | **BPSB** | **BDA** | **IR** | **IR** | **IS** | **IS** | **RM** | **RM** | **SK** | **SK** | **OD** | **OD** | **RS** | **RS** | **RR** | **RR** | **SR** | **SR** | **JN** |
|  |  |  | √ | √ | √ | √ | √ | N/A | N/A | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.13 | **Meeting Agenda**<br><BORDER_TOP>.15 | **Meeting Agenda**<br><BORDER_TOP>.17 | **Meeting Agenda**<br><BORDER_TOP>.19 | **Meeting Agenda**<br><BORDER_TOP>.21 | **Meeting Agenda**<br><BORDER_TOP>.23 |
| 5. | Thursday, February 27, 2025 | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update | Project Falcon Update |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 6. | Tuesday, March 11, 2025 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 | InfraCo Carve Out - 1 |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 7. | Monday, March 17, 2025 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 | InfraCo Carve Out - 2 |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 8. | Wednesday, March 19, 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 | TelkomGroup Risk Profile in 2025 |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | - | √ | √ | N/A | √ | - | √ | N/A | N/A | N/A | √ | √ |
| 9. | Thursday, April 10, 2025 | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) | Telkom Share Buyback in 2025 (Part 1) |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 10. | Tuesday, April 15, 2025 | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) | Telkom Share Buyback in 2025 (Part 2) |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | N/A | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 11. | Tuesday, April 29, 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 | Risk Management Monitoring for the First Quarter of 2025 |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | N/A | - | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 12. | Monday, May 5, 2025 | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result | Macroeconomic Factor Stress Testing Scenario Result |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | √ | N/A | √ | N/A | √ | √ | √ | N/A | N/A | N/A | √ | √ |
| 13. | Friday, June 23, 2025 | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management | Approval of the Board of Directors' Regulation for Cooperation Management |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | N/A | √ | √ |
| 14. | Tuesday, July 8, 2025 | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document | Contingency Plan Document |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | N/A | √ | √ |
| 15. | Thursday, July 10, 2025 | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update | Telkomsel Condition Update |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | N/A | √ | √ |
| 16. | Wednesday, July 16, 2025 | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap | Inorganic Roadmap |
|  | **Attendance List** | **AMS** | **BPSB** | **BDA** | **IR** | **IS** | **RM** | **SK** | **OD** | **RS** | **RR** | **SR** | **JN** |

---

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[Table of Content](#TOC)

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.15 | **Meeting Agenda**<br><BORDER_TOP>.19 | **Meeting Agenda**<br><BORDER_TOP>.23 |
|  |  | N/A | √ | √ | √ | N/A | √ |
| 17. | Monday, July 28, 2025 | Risk Profile Monitoring for the Second Quarter of 2025 | Risk Profile Monitoring for the Second Quarter of 2025 | Risk Profile Monitoring for the Second Quarter of 2025 | Risk Profile Monitoring for the Second Quarter of 2025 | Risk Profile Monitoring for the Second Quarter of 2025 | Risk Profile Monitoring for the Second Quarter of 2025 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | √ | √ | √ | N/A | √ |
| 18. | Monday, July 28, 2025 | Release of CAPEX Phase II in 2025 | Release of CAPEX Phase II in 2025 | Release of CAPEX Phase II in 2025 | Release of CAPEX Phase II in 2025 | Release of CAPEX Phase II in 2025 | Release of CAPEX Phase II in 2025 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | √ | √ | √ | N/A | √ |
| 19. | Wednesday, September 10, 2025 | Sirius & Starlink Project | Sirius & Starlink Project | Sirius & Starlink Project | Sirius & Starlink Project | Sirius & Starlink Project | Sirius & Starlink Project |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | √ | √ | √ | N/A | √ |
| 20. | Monday, September 22, 2025 | BWA Technology | BWA Technology | BWA Technology | BWA Technology | BWA Technology | BWA Technology |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 21. | Friday, September 26, 2025 | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE | Additional Information on Batam Data Center Project & Strategic Fit Project Falcon - Telkom's Acquisition of All Telkomsigma Shares in TDE |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 22. | Wednesday, October 8, 2025 | CSS Agreement in 2026 - 2028 | CSS Agreement in 2026 - 2028 | CSS Agreement in 2026 - 2028 | CSS Agreement in 2026 - 2028 | CSS Agreement in 2026 - 2028 | CSS Agreement in 2026 - 2028 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 23. | Thursday - Monday, October 9 - 20, 2025 | RKAP 2026 | RKAP 2026 | RKAP 2026 | RKAP 2026 | RKAP 2026 | RKAP 2026 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 24. | Thursday, November 13, 2025 | Risk Profile Monitoring for the Third Quarter of 2025 | Risk Profile Monitoring for the Third Quarter of 2025 | Risk Profile Monitoring for the Third Quarter of 2025 | Risk Profile Monitoring for the Third Quarter of 2025 | Risk Profile Monitoring for the Third Quarter of 2025 | Risk Profile Monitoring for the Third Quarter of 2025 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 25. | Tuesday, December 2, 2025 | Project Falcon 2.0 | Project Falcon 2.0 | Project Falcon 2.0 | Project Falcon 2.0 | Project Falcon 2.0 | Project Falcon 2.0 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |
| 26. | Tuesday, December 30, 2025 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 | Write-off of Receivables in 2025 and 4<sup>th</sup> Submission of RKAP 2026 |
|  | **Attendance List** | **IR** | **IS** | **RM** | **OD** | **RR** | **JN** |
|  |  | N/A | N/A | √ | √ | N/A | √ |

---

Remarks:

---

| | | | |
|:---|:---|:---|:---|
| **AMS** | Arya Mahendra Sinulingga | **SK** | Silmy Karim |
| **BPSB** | Bambang Permadi Soemantri Brodjonegoro | **OD** | Ossy Dermawan |
| **BDA** | Bono Daru Adji | **RS** | Rionald Silaban |
| **IR** | Isa Rachmatarwata | **RR** | Rofikoh Rokhim |
| **IS** | Ismail | **SR** | Siswa Rizali |
| **RM** | Rizal Malarangeng | **JN** | Janson |

---

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[Table of Content](#TOC)

**Recapitulation of KEMPR's Attendance at Meeting up to May 27, 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Arya Mahendra Sinulingga | Chairman | 12 | 10 | 83 |
| 2. | Bambang Permadi Seoemantri Brodjonegoro<sup>1)</sup> | Member | 9 | 9 | 100 |
| 3. | Bono Daru Adji | Member | 12 | 10 | 83 |
| 4. | Isa Rachmatarwata<sup>2)</sup> | Member | 3 | 3 | 100 |
| 5. | Ismail | Member | 19 | 19 | 100 |
| 6. | Rizal Malarangeng | Member | 12 | 12 | 100 |
| 7. | Silmy Karim | Member | 12 | 12 | 100 |
| 8. | Siswa Rizali | Member | 12 | 12 | 100 |
| 9. | Janson | Member | 12 | 12 | 100 |

---

Remarks:

1) Until April 10, 2025. <br> 2) Until February 7, 2025.

**Recapitulation of KEMPR's Attendance at Meeting from May 27, 2025 to December 31, 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Rizal Malarangeng | Chairman | 14 | 14 | 100 |
| 2. | Silmy Karim | Member | 14 | 13 | 93 |
| 3. | Ismail<sup>1)</sup> | Member | 7 | 7 | 100 |
| 4. | Rionald Silaban | Member | 14 | 13 | 93 |
| 5. | Ossy Dermawan | Member | 14 | 14 | 100 |
| 6. | Rofikoh Rokhim<sup>2)</sup> | Member | 1 | 1 | 100 |
| 7. | Siswa Rizali | Member | 14 | 14 | 100 |
| 8. | Janson | Member | 14 | 14 | 100 |

---

Remarks:

1) Until September 16, 2025. <br> 2) Since December 12, 2025.

**KEMPR's Performance and Implementation Activities**

In accordance with the authority, duties, and responsibilities of KEMPR as stipulated in KEMPR Charter, the following KEMPR activities have been carried out:

---

| | | |
|:---|:---|:---|
| **1.** | **Evaluation Proposal of Corporate Strategic Scenario (CSS) for 2026-2028** | **Evaluation Proposal of Corporate Strategic Scenario (CSS) for 2026-2028** |
|  | In its evaluation, KEMPR provided suggestion and input, including the following: | In its evaluation, KEMPR provided suggestion and input, including the following: |
|  | a. | Regarding Telkom's transition to a strategic holding, a roadmap for the transition from operational holding to strategic holding should be prepared, containing a clear division of roles and decision-making as a guideline for the strategic level, as well as creating operational flexibility and speed of decision-making. A performance recovery strategy is also needed at Telkomsel to optimize fixed mobile convergence (FMC) growth, restore market share control, increase CAPEX and OPEX efficiency, and optimize Telkomsel's return on investment. |
|  | b. | Ensuring the Company has sufficient resources to enhance its internal capabilities. |
|  | c. | In terms of growing business from pillars other than B2C, in order to optimize the contribution of inorganic initiatives in driving performance growth and ensuring the implementation of healthy and integrity-based business practices and behavior. |
|  | d. | In terms of subsidiary streamlining, it is necessary to identify and communicate to stakeholders the need for regulatory support. |
|  | e. | It is necessary to ensure that management has verified that the entire process of planning, implementation, and evaluation of the planning documents complies with all applicable regulations and rules. |
| **2.** | **Evaluation of Company's Work Plan and Budget and Capital Expenditure** | **Evaluation of Company's Work Plan and Budget and Capital Expenditure** |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
|  | a. | Ensuring that the budget proposal considers the adoption of the latest technologies and ensuring the effectiveness of CAPEX for Telkom Parent and its subsidiaries. |
|  | b. | Ensuring that the 2026 budget projections can be effectively implemented while continuing to apply comprehensive enterprise risk management. |
|  | c. | Subsidiaries need to be encouraged to be more proactive in seeking customers outside TelkomGroup. |
|  | d. | Subsidiaries must focus on their core business to generate revenue and net income as stated in 2026 RKAP. |
|  | e. | TelkomGroup needs to diversify into other business sources so that it does not rely on one core business. |
|  | f. | Accelerating the digitalization and automation of business processes within TelkomGroup. |
|  | g. | Strengthening internal capabilities and HR knowledge. |
|  | h. | Strengthening legal and compliance aspects. |
|  | i. | Completion of subsidiary streamlining in a timely manner in accordance with the milestones for improving the company's financial health and the entity's operations for each business pillar. |
| **3.** | **Enterprise Risk Management (ERM)** | **Enterprise Risk Management (ERM)** |
|  | Based on monitoring of the company's risk profile, there are several things that require attention, namely: | Based on monitoring of the company's risk profile, there are several things that require attention, namely: |
|  | a. | Project implementation requires careful attention to mitigate the risk of delays. |
|  | b. | Mitigation must be carried out in a targeted manner to reduce the risks that arise. |
|  | c. | Regarding B2C business risks, it is important to focus on managing High-Value Customers, particularly those who are price-sensitive. |
|  | d. | Improving CAPEX management at TelkomGroup to generate optimal revenue and cost efficiency. |
|  | e. | Company should focus on subsidiary streamlining and minimize the impact of potential risks. |
|  | f. | It is necessary to optimize the use of data through AI so that it can be utilized in decision-making regarding rate reductions, particularly for the B2C segment. |
| **4.** | **Certain Actions of the Board of Directors that Require the Approval of the Board of Commissioners** | **Certain Actions of the Board of Directors that Require the Approval of the Board of Commissioners** |
|  | KEMPR has assisted the Board of Commissioners in reviewing the strategic plan proposals submitted by the Board of Directors for 2025, including: | KEMPR has assisted the Board of Commissioners in reviewing the strategic plan proposals submitted by the Board of Directors for 2025, including: |
|  | a. | Release of Telkom Parent's CAPEX Commitment Budget Phase 1 in 2025. |
|  | b. | Changes to Batam Data Center Equity Participation Plan until the first semester of 2027. |
|  | c. | Company's Long-Term Plan (RJPP) in 2025 - 2029. |
|  | d. | Telkom Share Buyback in 2025. |
|  | e. | Contingency Plan Document in 2025. |
|  | f. | Release of Telkom Parent's CAPEX Budget Commitment Phase 2 in 2025. |
|  | g. | Initiation of participation in the selection of 1.4GHz radio frequency band users for BWA 2025 service. |
|  | h. | Strategic Fit Project Falcon - the takeover of all Telkomsigma shares in TDE by Telkom. |
|  | i. | Re-approval of capital participation in stages 3 and 4 of Batam Data Center Project. |
|  | j. | Separation of some wholesale business and asset of Fiber Connectivity phase 1 by Telkom to TIF within InfraCo Project. |
|  | k. | Company's Work Plan and Budget (RKAP) in 2026. |
|  | l. | Report on the company's plan to accept a special assignment from the central government to implement the provision of Temporary National Data Center (PDNS) service during transition period. |
|  | KEMPR together with other committees collaborated to review several proposals from the Board of Directors, including: | KEMPR together with other committees collaborated to review several proposals from the Board of Directors, including: |
|  | a. | Proposal of KPI Collegial Board of Directors in 2025. |
|  | b. | Performance of Key Performance Indicator (KPI) in 2024 and Strategy Recovery. |
|  | c. | Group Business Operation (GBO) Organization. |
|  | d. | Proposal of Key Performance Indicator (KPI) for Individual Directors in 2025. |
|  | e. | Proposal for write-off the Uncollectible Regular Accounts Receivables in 2025. |
|  | f. | Proposal of KPI Collegial Board of Directors to Danantara. |
| **5.** | **Subsidiary Monitoring** | **Subsidiary Monitoring** |
|  | KEMPR has assisted the Board of Commissioners in monitoring the performance and financial health of subsidiaries. Some areas of concern include: | KEMPR has assisted the Board of Commissioners in monitoring the performance and financial health of subsidiaries. Some areas of concern include: |
|  | a. | Refocusing the subsidiary's operations on its core business. |
|  | b. | Preventing product overlap among TelkomGroup entities. |
|  | c. | Improving cost efficiency at each subsidiary. |

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[Table of Content](#TOC)

d. Seamless payment processing between subsidiaries and Telkom parent.

e. Reducing business reliance on third parties.

**KEMPR's Education and Training**

**KEMPR's Education and Training Policy**

In accordance with Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/02/2023 regarding Guidelines for Governance & Significant Corporate Activities of State-Owned Enterprises and Resolution of the Deputy Minister of State-Owned Enterprises for Finance and Risk Management Number SK-3/DKU.MSU/05/2023 dated May 26, 2023 regarding Technical Instructions for the Composition and Qualification of Risk Management Organ within State-Owned Enterprises which regulates the composition members of Integrated Governance Committee, it is stated that members of Risk Monitoring Committee in this case KEMPR, are required to undergo a minimum of 20 hours of training per year with topics related to risk management, fraud, business, corporate business activities, law, compliance, finance, accounting, and audit.

**KEMPR's Education and Training in 2025**

Throughout 2025, Telkom involved KEMPR members in various education and training programs to improve their competencies. Some of these included:

**KEMPR's Education and Training in 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Program Name** | **Organizer** | **Location** | **Date** | **Participant** |
| 1. | Algorithmic Auditing and Continuous Monitoring  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 1. | Algorithmic Auditing and Continuous Monitoring  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 2. | Balanced Score Card and Key Performance Indicator  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 2. | Balanced Score Card and Key Performance Indicator  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 3. | Compliance and Regulations for Generative AI  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 3. | Compliance and Regulations for Generative AI  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 4. | Corporate Financial Statement Analysis | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 4. | Corporate Financial Statement Analysis | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 5. | Digital Transformation  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 5. | Digital Transformation  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 6. | Finance Foundations: Corporate Governance  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 6. | Finance Foundations: Corporate Governance  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 7. | Foundations of Responsible AI | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 7. | Foundations of Responsible AI | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 8. | Introduction to AI Governance  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 8. | Introduction to AI Governance  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 9. | Introduction to Auditing AI System  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 9. | Introduction to Auditing AI System  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 10. | Operational Excellence Foundations  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 10. | Operational Excellence Foundations  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 11. | Privacy, Governance, Compliance: Data Classification and Inventory  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 11. | Privacy, Governance, Compliance: Data Classification and Inventory  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 12. | Top 10 Gotchas of Cyber Regulation  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 12. | Top 10 Gotchas of Cyber Regulation  | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 13. | Workshop Internal Control over Financial Reporting (ICoFR) | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Siswa Rizali |
| 13. | Workshop Internal Control over Financial Reporting (ICoFR) | Telkom Corporate University Center/LinkedIn | Jakarta | August 2025 | Janson |
| 14. | Risk Beyond 2025 On Enterprise Risk Management Bali | Telkom Corporate University Center/LinkedIn | Bali | August 2025 | Siswa Rizali |
| 14. | Risk Beyond 2025 On Enterprise Risk Management Bali | Telkom Corporate University Center/LinkedIn | Bali | August 2025 | Janson |

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[Table of Content](#TOC)

15. *Manajemen Risiko* CRA, CRP, *dan Pasar Modal* ESG Solusi Jakarta August 2025 Siswa Rizali

Remark:

Education and Training of KEMPR members who are members of the Board of Commissioners can be seen in Education and Training of the Board of Commissioners.

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[Table of Content](#TOC)

**INTEGRATED GOVERNANCE COMMITTEE**

Telkom has been designated as a SOE with systemic classification A, in accordance with the Letter of the Board of Commissioners Number 028/SRT/DK/2024 dated April 1, 2024 regarding Approval of the Determination of Telkom's Risk Classification Based on Risk Intensity Level in accordance with Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023. Therefore, Telkom is required to form an Integrated Governance Committee (KTKT) as mandated in Regulation of the Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises and Resolution of the Deputy Minister of State-Owned Enterprises for Finance and Risk Management Number SK-3/DKU.MBU/05/2023 dated May 26, 2023 regarding Technical Instructions for the Composition and Qualifications of Risk Management Organ within State-Owned Enterprises which regulates the composition of the members of Integrated Governance Committee ("*Juknis*").

Integrated Governance Committee (KTKT) is a Committee tasked with assisting the Board of Commissioners in evaluating and approving Integrated Governance policies proposed by the Board of Directors, monitoring and assessing the suitability of Integrated Governance policies of the Company and its subsidiaries, as well as monitoring and evaluating other Integrated Governance functions in accordance with the provisions of laws and regulations, articles of association, and/or decision of GMS/minister of SOE.

**Integrated Governance Committee's Scopes, Duties, and Responsibilities** 

Integrated Governance Committee (KTKT) has prepared Integrated Governance Work Implementation Guidelines, which are outlined in Resolution of the Board of Commissioners Number 08/KEP/DK/2024 dated April 16, 2024 regarding Work Implementation Guidelines (Charter) of Integrated Governance Committee of PT Telekomunikasi Indonesia Tbk. The charter contains the following:

1. Membership structure and requirement.

2. Duty, obligation, and authority.

3. Scope of work implementation.

4. Meeting arrangement, reporting, term of office, and funding.

Duties of Integrated Governance Committee include:

1. Evaluate and approve Integrated Governance policy proposed by the Board of Directors.

2. Monitor and evaluate the compliance of Integrated Governance policies of the company and its subsidiaries.

3. Conduct an evaluation of the implementation of Integrated Governance, at least through an assessment of the adequacy of internal control and the implementation of integrated compliance function.

4. Monitor and evaluate other Integrated Governance functions in accordance with the provisions of laws and regulations, articles of association, and/or decision of GMS/minister.

Meanwhile, Integrated Governance Committee's obligations include:

1. Provide recommendations to the Board of Commissioners for the improvement of Integrated Governance policy.

2. Prepare a report on the realization of the annual work program submitted in the Company's Annual Report.

3. Uphold the committee's confidentiality in accordance with applicable regulations.

**Integrated Governance Committee's Composition**

Based on Regulation of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025 regarding Composition Membership of Integrated Governance Committee of the Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk, composition of KTKT members is as follows:

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[Table of Content](#TOC)

**Integrated Governance Committee's Composition up to May 27, 2025**

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| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Chairman  | **Bambang Permadi Soemantri Brodjonegoro**<br>President Commissioner/Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025. | April 2, 2024 - May 27, 2025 |
| Members  | **Bono Daru Adji**<br>Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025. | April 2, 2024 - May 27, 2025 |
|  | **Marcelino Rumambo Pandin**<br>Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025. | April 2, 2024 - May 27, 2025 |
|  | **Sarwoto Atmosutarno**<br>Commissioner of PT Telekomunikasi Selular | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025. | April 2, 2024 - September 25, 2025 |
|  | **Andi Agus Akbar**<br>Commissioner of PT Graha Sarana Duta | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **Oktadiasih Muninggar**<br>Commissioner of PT Infrastruktur Telekomunikasi Indonesia  | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | January 2, 2025 - Present |
|  | **Vedi Noviana Suherman** <br>Commissioner of PT Metra-Net  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **Sofian Saleh** <br>Independent Commissioner of PT Multimedia Nusantara  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **I Gusti Bagus Astawa** <br>Commissioner of PT PINS Indonesia  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **Farida Sunarjati** <br>Independent Commissioner of PT Sigma Cipta Caraka  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **Michael Adiguna** <br>Commissioner of PT Telkom Data Ekosistem  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **Muhammad Rofik** <br>Commissioner of PT Telekomunikasi Indonesia International  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
|  | **M. Ridwan Rizqi R. Nasution** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established  | April 2, 2024- Present |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Independent Commissioner of PT Telekomunikasi Indonesia International | through Resolution of the Board of Commissioners Number 01/KEP/DK/2025 dated January 2, 2025. |  |
| **Fahd Pahdepie**<br>Independent Commissioner of PT Telkom Akses  | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | January 2, 2024 - Present  |
| **Rama Pratama** <br>Commissioner of PT Telkom Satelit Indonesia  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |

---

In connection with the result of Company's Annual GMS on May 27, 2025, which changed the membership composition of the Board of Commissioners, there was a change in the composition of KTKT members as outlined in Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and subsequently updated through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 regarding Membership Composition of Integrated Governance Committee of the Company (Persero) PT Telekomunikasi Indonesia Tbk. Composition of KTKT members for the period of May 27, 2025 to December 31, 2025 is as follows:

**Integrated Governance Committee's Composition from May 27, 2025 to December 31, 2025**

---

| | | | |
|:---|:---|:---|:---|
| **Position**<br><BORDER_TOP> | **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| Chairman  | **Angga Raka Prabowo**<br>President Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
| Members  | **Deswandhy Agusman**<br>Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Ira Noviarti**<br>Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Yohanes Surya**<sup>1)</sup><br>Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025. | September 25, 2025 - December 12, 2025 |
|  | **Rofikoh Rokhim**<sup>2)</sup><br>Independent Commissioner of PT Telkom Indonesia (Persero) Tbk | Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | December 23, 2025 - Present |
|  | **Rico Rustombi**<br>Commissioner of PT Telekomunikasi Selular | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Fadli Tri Hartanto**<br>President Commissioner of PT Dayamitra Telekomunikasi | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | September 25, 2025 - Present |
|  | **Andi Agus Akbar**<br>Commissioner of PT Graha Sarana Duta | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established  | April 2, 2024 - Present |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Name and Double Position Status**<br><BORDER_TOP> | **Basis of Appointment**<br><BORDER_TOP> | **Term of Service**<br><BORDER_TOP> |
| | through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | |
| **Oktadiasih Muninggar**<br>Commissioner of PT Infrastruktur Telekomunikasi Indonesia  | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | January 2, 2025 - Present |
| **Vedi Noviana Suherman** <br>Commissioner of PT Metra-Net  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **Sofian Saleh** <br>Independent Commissioner of PT Multimedia Nusantara  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **I Gusti Bagus Astawa** <br>Commissioner of PT PINS Indonesia  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **Farida Sunarjati** <br>Independent Commissioner of PT Sigma Cipta Caraka  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **Michael Adiguna** <br>Commissioner of PT Telkom Data Ekosistem  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **Muhammad Rofik** <br>Commissioner of PT Telekomunikasi Indonesia International  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |
| **Fahd Pahdepie**<br>Independent Commissioner of PT Telkom Akses  | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | January 2, 2025 - Present |
| **Rama Pratama** <br>Commissioner of PT Telkom Satelit Indonesia  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025. | April 2, 2024 - Present |

---

Remarks:

1) Serving until December 12, 2025. <br> 2) Serving since December 23, 2025.

------

[Table of Content](#TOC)

**Profile of Integrated Governance Committee Members Who are Also Members of the Board of Commissioners**

**Angga Raka Prabowo**

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 36 years old | 36 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2011 | Bachelor of International Relations, Universitas Jayabaya, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2024 - Present | Deputy Minister of Communication and Digital, Ministry of Communication and Digital |
|  | • 2024 - Present | President Commissioner, PT Media Pandu Bangsa  |
|  | • 2022 - Present | President Commissioner, PT Aneka Rupa Pangan |
|  | • 2022 - Present | Chairman, Yayasan Prabowo Subianto Djojohadikusumo |
|  | • 2021 - Present | Secretary, Yayasan Pendidikan Kebangsaan Republik Indonesia |
| **Work Experience** | • 2025 - April 2026 | Head of the Government Communications Agency of the Republic of Indonesia |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Deswandhy Agusman**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 66 years old | 66 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1988 | MBA, Finance, Business, and Economics, University of Denver, United States of America |
|  | • 1985 | Bachelor of Civil Engineering (Construction Management), Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2015 - Present | Independent Commissioner, PT Berau Coal Energy Tbk |
|  | • 2025 - 2030 | Member, National Committee on Corporate Governance Policy |
| **Work Experience** | • 2015 - 2024 | Commissioner, PT Maybank Sekuritas Indonesia |
|  | • 2015 - 2024 | Independent Commissioner, PT Maybank Indonesia Finance |
|  | • 2010 - 2012 | Independent Commissioner, PT Bank Tabungan Negara Tbk |
|  | • 2002 - 2006 | Member of the Board of Commissioners, PT Bank Permata Tbk |
|  | • 2001 - 2003 | Senior Advisor to the Minister of Cooperatives and Small and Medium Enterprises for Technology Utilization |
|  | • 2000 - 2005 | Member, National Committee on Corporate Governance Policy |
|  | • 1999 - 2004 | President Commissioner, PT Permodalan Nasional Madani Venture Capital |
|  | • 1999 - 2001 | Deputy Minister of Cooperatives and Small and Medium Enterprises for Financing |
|  | • 1999 - 2001 | Commissioner, PT Bank BRI |
|  | • 1998 - 1999 | Director General of Financing Facilitation and Savings and Loans |
|  | • 1992 - 1998 | Managing Director - Corporate Finance, PT Peregrine Sewu Securities  |
|  | • 1990 - 1992 | Syndication Manager, PT Nomura Indonesia |
|  | • 1988 - 1990 | Management Associate Global Corporate Banking Group, Citibank N.A |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

------

[Table of Content](#TOC)

**Ira Noviarti**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Banten, Indonesia | Banten, Indonesia |
| **Educational Background** | • 1995  | Bachelor of Economics (Financial Accounting), Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present | Strategic Advisor to Global Private Equity |
| **Work Experience** | • 2020 - 2024 | President Director, PT Unilever Indonesia |
|  | • 2017 - 2020 | Vice President Beauty & Personal Care, PT Unilever Indonesia |
|  | • 2015 - 2017 | Vice President, Unilever Food Solutions South-East Asia |
|  | • 2010 - 2015  | Director Ice Cream dan Media Consumer Market Insight, PT Unilever Indonesia |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |

---

**Rofikoh Rokhim**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Ph.D in Economics, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | D.E.A (M.Phil) International and Development Economic, Universite de Paris 1 Pantheon-Sorbonne, France |
|  | • 2002 | Master Specialist in Public Finance, Institute International d'Administration Publique, France |
|  | • 1994 | B.A in Public Administration, Universitas Gadjah Mada, Indonesia |
|  | • 1990 | B.A in Management Economic, Universitas Islam Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 |
| **Concurrent Position** | • 2025 - Present  | President Commissioner, PT Trimegah Sekuritas Indonesia |
|  | • 2023 - Present  | Corporate Assessment Committee, Bursa Efek Indonesia |
|  | • 2019 - Present  | Head of Master Program in Management, Faculty of Economics and Business, Universitas Indonesia |
| **Work Experience** | • 2017 - 2025 | Deputy Chief Commissioner, PT Bank Rakyat Indonesia (BRI) Tbk |
|  | • 2017 - 2019 | Advisor and Expert on Ultra Micro Program, PT Permodalan Nasional Madani (PNM) |
|  | • 2015 - 2017  | President Commissioner, PT Hotel Indonesia Natour (Persero) |
|  | • 2016 - 2017  | Village Fund Task Force, Ministry of Villages, Transmigration and Disadvantaged Regions |
|  | • 2015 - 2017  | Committee for Service and Committee for Participation & Organizational Performance & HR, BPJS Ketenagakerjaan |
|  | • 2014 - 2015 | Oil and Gas Governance Task Force (Anti-Oil and Gas Mafia), Ministry of Energy and Mineral Resources |
|  | • 2014 - 2015 | Members of Audit Committee and Risk Committee, PT Pos Indonesia |
|  | • 2008 - 2013 | Head of the Indonesia Intelligence Unit |
|  | • 1995 - 2008  | Bisnis Indonesia Reporter |
| **Professional Certification** | • 2024 | Level 6 Risk Management in Banking Industry by Bankers Association for Risk Management |
|  | • 2024 | Charter of Accountant (CA), Asosiasi Akuntan Indonesia |
|  | • 2023 | Indonesian Internal Auditor Practitioner (IIAP) in Audit Financing, Institute Internal Audit Indonesia |
|  | • 2017 | Level 1 & Level 2 Risk Management in Banking Industry, LSPP/IBI |

---

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[Table of Content](#TOC)

**Profile of Integrated Governance Committee Members Outside the Board of Commissioners**

**Rico Rustombi**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 57 years old | 57 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2010 | Master of Business Administration (MBA) in Finance, Universitas Gadjah Mada, Indonesia |
|  | • 1992 | Bachelor of Arts in Economics, Sekolah Tinggi Ilmu Ekonomi Keuangan dan Perbankan Indonesia (STEKPI), Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | September 25, 2025 - Present | September 25, 2025 - Present |
| **Concurrent Position** | • 2025 - Present | Commissioner, PT Telkomsel |
|  | • 2025 - Present | Special Advisor at the Ministry of Investment and Downstreaming/BKPM |
|  | • 2024 - Present | Deputy Chairman for Infrastructure of the Indonesian Chamber of Commerce and Industry |
|  | • 2023 - Present | Supervisory Board, Asosiasi Fintech Pendanaan Bersama Indonesia (AFPI) |
|  | • 2017 - Present | President Commissioner, PT Lumbung Dana Indonesia |
| **Work Experience** | • 2021 - 2024 | Vice Chairman, Digital Economy Ecosystem Development Agency of the Indonesian Chamber of Commerce and Industry (KADIN) |
|  | • 2018 - 2019 | President Commissioner, PT Dewata Freight International, Tbk |
|  | • 2010 - 2016 | President Director, PT Mitrabahtera Segara Sejati, Tbk |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |
|  | • 2024 | Executive Course on Geopolitics, Geostrategy, Geoeconomics & Statecraft Cohort-8, Universitas Pertahanan RI |
|  | • 2017 | Coalition Building and Strategic Partnership, International Academy for Leadershp (IAF) Gummersbach, Germany |
|  | • 2014 | Cambridge ASEAN Global Leadership Programme, Judge Business School - Cambridge University, United Kingdom |

---

**Fadli Tri Hartono**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 37 years old | 37 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Bekasi, Indonesia | Bekasi, Indonesia |
| **Educational Background** | • 2020 - 2021 | Master Degree, Tsinghua University, China |
|  | • 2007 - 2012 | Physics, Institute Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 and lastly re-established through Resolution of the Board of Commissioners No. 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | September 25, 2025 - Present | September 25, 2025 - Present |
| **Concurrent Position** | • 2024 - Present | Special Staff to the Minister, Ministry of State Secretariat of the Republic of Indonesia |
| **Work Experience** | • 2024 | Special Staff to the Minister, Ministry of Coordinating for Political, Legal and Security Affairs of the Republic of Indonesia |
|  | • 2019 - 2024 | Expert Staff to the Deputy Chairman of MPR-RI |
| **Professional Certification** | • 2025 | Qualified Risk Governance Professional (QRGP) |
|  | • 2025 | Executive Tech Updates: High Altitude Platform Station (HAPS) |
|  | • 2025 | Executive Tech Briefing 2025: AI in Tower Business |

---

------

[Table of Content](#TOC)

**Andi Agus Akbar**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1998 | Master of Business Telecommunication, Technology University of Delft, Netherland |
|  | • 1991 | Bachelor of Electrical Engineering, Universitas Hasanuddin, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | No concurrent position held | No concurrent position held |
| **Work Experience** | • 2024 - Present | Chairman of Risk Monitoring Committee and Integrated Governance Committee, PT Graha Sarana Duta |
|  | • 2023 - Present  | Chairman of Audit Committee, PT Graha Sarana Duta |
|  | • 2023 - Present  | Commissioner, PT Graha Sarana Duta |
|  | • 2020 - 2025 | SVP Corporate Secretary, PT Telekomunikasi Cellular |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |
|  | • 2024 | Regulatory Compliance |

---

**Oktadiasih Muninggar**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 53 years old | 53 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta | Jakarta |
| **Educational Background** | • 2007 | Master of Telecommunication Management, Universitas Indonesia, Indonesia |
|  | • 1995 | Bachelor Degree of Electrical Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | January 2, 2025 - Present | January 2, 2025 - Present |
| **Concurrent Position** | • 2022 - Present | VP Wholesale Solution & Customer Management, PT Telkom Indonesia (Persero) Tbk |
| **Work Experience** | • 2019 | OSM Managed Service Planning and Development, PT Telkom Indonesia (Persero) Tbk |
|  | • 2016 - 2018 | OSM Business Development PT Telkom Indonesia (Persero) Tbk |
| **Professional Certification** | • 2023 | Certified in Enterprise Risk Governance |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |

---

**Vedi Noviana Suherman**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years | 59 years |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Bogor, Indonesia | Bogor, Indonesia |
| **Educational Background** | • 2018 | S2 STIE Indonesia School of Management, Indonesia |
|  | • 1995 | S1 Universitas Terbuka, Indonesia |
|  | • 1991 | D3 Sekolah Tinggi Akuntansi Negara, Indonesia |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2021 - Present | Procurement Manager of Goods/Services, Ministry of State-Owned Enterprises |
| **Work Experience** | • 2020 - 2021  | Sub-Coordinator, Ministry of State-Owned Enterprises |
|  | • 2020 | Sub-Function Controller, Ministry of State-Owned Enterprises |
|  | • 2015 - 2020  | Head of the Equipment and Household Sub-Section, Ministry of State-Owned Enterprises |
|  | • 2014 - 2015 | Head of the Energy and Mining Business Sub-Division, Ministry of State-Owned Enterprises |
|  | • 2012 - 2014 | Head of the Administrative Sub-Division of the Inspectorate General, Ministry of State-Owned Enterprises |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**Sofian Saleh**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 61 years | 61 years |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | South Tangerang, Indonesia | South Tangerang, Indonesia |
| **Educational Background** | • 1989 | Undergraduate, Faculty of Economy, University of Southern California, United States of America |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2022 - Present  | Independent Commissioner, PT Multimedia Nusantara |
|  | • 2022 - Present  | Committee Secretary of the Indonesia-Brunei Bilateral/Indonesian Chamber of Commerce and Industry  |
|  | • 2022 - Present | Supervisory Board, Indonesian Film Companies Association |
|  | • 2019 - Present | PR & Communication, B2G Business/V2 Indonesia (Audio Visual Technology)  |
| **Work Experience** | • 2007 - 2019  | President Director, PT MM Insa Film (Film Production) |
|  | • 2001 - 2006  | Marketing Director, PT Tria Putra Pertiwi (Retail)  |
|  | • 1999 - 2001<br>| Government Relation Officer, PT Surya Cipta Internusa, Tbk. (Construction & Property) |
|  | • 1995 - 1999 | Manager Marketing, PT Multi Media Lestari (Advertising) |
|  | • 1990 - 1995 | Manager Marketing, PT Satria Timur Wisesa (Artist Promotor)  |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**I Gusti Bagus Astawa**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 52 years old | 52 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | Master of Telecommunication Engineering, Universitas Indonesia, Indonesia | Master of Telecommunication Engineering, Universitas Indonesia, Indonesia |
| **Basis of Appointment**  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2022 - Present  | Deputy Executive Vice President of the Government Service Division of PT Telkom Indonesia (Persero) Tbk |
| **Work Experience** | • 2016 - 2022  | OSM Bidding Management Government Service Division of PT Telkom Indonesia (Persero) Tbk |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
|  | • 2015 - 2016  | OSM Legal & Compliance Government Service Division of PT Telkom Indonesia (Persero) Tbk |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**Farida Sunarjati**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 55 years old | 55 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1993 | Bachelor of Economics Accounting, Universitas Tarumanagara, Indonesia |
| **Basis of Appointment**  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2023 - Present<br>| Independent Commissioner, PT Sigma Cipta Caraka |
| **Work Experience** | • 2010 - 2023 | Head of Risk Management, PT Beyond Media |
|  | • 2007 - 2020 | Deputy Chief Financial Officer (CFO), PT Emas Indonesia Duaribu |
|  | • 2005 - 2007 | Financial Controller Mugi Rekso Abadi (MRA) Group, Printed Media Division |
|  | • 1999 - 2005 | Treasury & Accounting Manager, PT Higina Alhadin |
|  | • 1996 - 1999 | Supervisor Group Finance, PT Eterindo Wahanatama, Tbk |
|  | • 1993 - 1996 | Senior Auditor Prasetio Utomo & Co - Arthur Andersen & Co, SC Registered Public Accountant |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**Michael Adiguna**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 51 years old | 51 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2007 | S2 Universitas Diponegoro, Indonesia |
|  | • 1997 | S1 Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2021 - Present | Vice President Wholesale Product & Service, PT Telkom Indonesia (Persero) Tbk  |
| **Work Experience** | • 2020 - 2021  | Senior Executive Account Manager, PT Telkom Indonesia (Persero) Tbk  |
|  | • 2019 - 2020  | General Manager Carrier Service, PT Telkom Indonesia (Persero) Tbk |
|  | • 2016 - 2018  | OSM Business Operation & Rev Assurance Telkom, PT Telkom Indonesia (Persero) Tbk |
|  | • 2015 - 2016  | Assistant Vice President Sales Strategy - Carrier Voice & VAS, PT Telkom Indonesia (Persero) Tbk |
|  | • 2015  | Manager Revenue Assurance, PT Telkom Indonesia (Persero) Tbk |
|  | • 2014  | Manager Business Assurance & Fraud Management, PT Telkom Indonesia (Persero) Tbk |
| **Professional Certification** | • 2024 | Principal-Level Professional Certification GRCE (Governance, Risk & Compliance Professional Certification) |
|  | • 2024 | Advanced Governance, Risk & Compliance for Executive, PT Strategic Development Group |

---

------

[Table of Content](#TOC)

**Muhammad Rofik**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 53 years old | 53 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta | Jakarta |
| **Educational Background** | • 2009 | Master of Management, Institut Manajemen Telkom, Bandung |
|  | • 1997 | Bachelor of Information Technology, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Concurrent Position** | • 2022 - Present  | EVP Wholesale Division, PT Telkom Indonesia (Persero) Tbk |
| **Work Experience** | • 2020 - 2022  | VP Corporate Strategic Planning & Performance, Directorate of Wholesale & International Service PT Telkom Indonesia (Persero) Tbk |
|  | • 2018 - 2020  | VP Corporate Strategy, PT Telekomunikasi Indonesia International |
|  | • 2012 - 2018  | Various Assistant Vice President positions at PT Telkom Indonesia (Persero) Tbk, AVP Business Development, AVP Business Performance, AVP Business Transformation |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**Fahd Pahdepie**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 38 years old | 38 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | South Tangerang, Indonesia | South Tangerang, Indonesia |
| **Educational Background** | • 2025 | Doctor of Public Administration, Universitas Muhammadiyah, Indonesia |
|  | • 2015 | Master of International Relations and Affair, Monash University, Australia |
|  | • 2009 | Bachelor of International Relations, Universitas Muhammadiyah, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners 01/KEP/DK/2025 dated January 2, 2025 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | January 2, 2025 - Present | January 2, 2025 - Present |
| **Concurrent Position** | • 2022 - Present  | Independent Commissioner, PT Telkom Akses |
|  | • 2021 - Present  | CEO, Inilah.com |
| **Work Experience** | • 2020 - 2022 | Coordinator/Communication Team for the Chairman of MPR RI - Minister of Trade of the Republic of Indonesia |
|  | • 2018 - 2019 | Executive Office of the President (KSP) of the Republic of Indonesia |
|  | • 2015 - 2018 | Executive Director, Digitroops Indonesia  |
|  | • 2012 - 2014 | Co-Founder & CEO, Inspirasi.co |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |

---

**Rama Pratama**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 51 years old | 51 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Depok, Indonesia | Depok, Indonesia |
| **Educational Background** | • 2021 | Doctor of Accounting Science Postgraduate Program, Faculty of Economics and Business, Universitas Indonesia, Indonesia |
|  | • 2008  | Master of Postgraduate Political Science, Faculty of Social and Political Sciences, Universitas Indonesia, Indonesia |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| | • 1999 | Bachelor of Economics and Accounting, Faculty of Economics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** <br>| Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners Number 23/KEP/DK/2025 dated December 23, 2025 |
| **Term of Service** | April 2, 2024 - Present | April 2, 2024 - Present |
| **Work Experience** | • 2021 - Present  | Board of Commissioners, Telkomsat |
|  | • 2021 - Present  | Audit Committee, Telkomsat |
| **Professional Certification** | • 2024 | Certified Risk Executive Leader (CREL) |

---

**KTKT Members Whose Terms End in 2025**

**Bambang Permadi Soemantri Brodjonegoro**

**Chairman**

---

| | | |
|:---|:---|:---|
| **Age** | 58 years old | 58 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1997 | Ph.D., University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1993 | Master of Urban Planning, University of Illinois at Urbana-Champaign, United States of America  |
|  | • 1990 | Bachelor of Economics, Universitas Indonesia, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 (previously resigned on April 10, 2025) |
| **Concurrent Position** | • 2025 | Dean and CEO, Asian Development Bank Institute |
| **Work Experience** | • 2024 - 2025 | Special Advisor to the President for Economic and National Development |
|  | • 2021 - 2025 | President Commissioner, PT Prudential Syariah |
|  | • 2021 - 2025 | President Commissioner, PT Bukalapak Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT Astra International Tbk |
|  | • 2021 - 2025 | Independent Commissioner, PT TBS Energi Utama Tbk |
|  | • 2021 - 2025 | Commissioner, PT Combiphar |
|  | • 2021 - 2025 | Independent Commissioner, PT Indofood Tbk |
|  | • 2021 | President Commissioner, PT Nusantara Green Energy |
|  | • 2021 - 2023 | President Commissioner, PT Oligo Infrastruktur |
|  | • 2019 - 2021 | Minister of Research, Technology, and National Innovation of the Republic of Indonesia |
|  | • 2016 - 2019 | Minister of National Development Planning of the Republic of Indonesia |
|  | • 2014 - 2016 | Minister of Finance of the Republic of Indonesia |
|  | • 2013 - 2014 | Vice Minister of Finance of the Republic of Indonesia |
| **Professional Certification** | • 2021  | Qualified Risk Governance Professional (QRGP) |

---

**Bono Daru Adji** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 56 years old | 56 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1995 | LLM, Monash University, Australia |
|  | • 1993 | Bachelor of Law, Universitas Trisakti, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 |

---

------

[Table of Content](#TOC)

---

| | | |
|:---|:---|:---|
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | • 2025 | Managing Director Legal, PT Danantara Invesment Management |
| **Work Experience** | • 2023 - 2025 | Ethics Committee Member, Indonesian Football Association |
|  | • 2022 - 2025 | The Board of Directors Member, Indonesian Audit Committee Association |
|  | • 2017 - 2025 | Managing Partner, Assegaf Hamzah & Partners |
|  | • 2019 - 2022 | Disciplinary Committee, PT Bursa Efek Indonesia |
|  | • 2018 - 2021 | Chairman of Standard Board, Capital Market Legal Consultants Association |
| **Professional Certification** | • 2024 | Certified Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2017 | Licensed to practice law as an advocate by Capital Market Legal Consultants Association (Himpunan Konsultan Hukum Pasar Modal - HKHPM) |
|  | • 2017 | Licensed to practice law as an advocate by the Indonesian Bar Association (PERADI) |

---

**Marcelino Rumambo Pandin**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 59 years old | 59 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2007 | Ph.D. of Technology and Innovation, The University of Queensland, Australia |
|  | • 2005 | Graduate Diploma in Company Director Course, Australian Institute of Company Director (GAICD), Australia |
|  | • 2003 | Diploma in Company Direction (Chartered Director Level II), The Institute of Directors (IoD), London, England |
|  | • 1999 | Master of Philosophy, Judge Business School University of Cambridge, England |
|  | • 1991 | Bachelor of Architectural Engineering, Institut Teknologi Bandung, Indonesia |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 | Resolution of the Board of Commissioners No. 06/KEP/DK/2024 dated April 2, 2024 and lastly re-established through Resolution of the Board of Commissioners No. 01/KEP/DK/2025 dated January 2, 2025 |
| **Basis of Dismissal** | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 | Telkom Annual General Meeting of Shareholders (AGMS) on May 27, 2025 |
| **Concurrent Position** | No concurrent position held | No concurrent position held |
| **Work Experience** | • 2018 - 2019 | Committee, World Observatory on Subnational Government Finance, and Investment OECD Paris, France |
|  | • 2017 - 2019 | Senior Policy Advisor on City Finance, United City and Local Government (UCLG) Asia Pacific |
| **Professional Certification** | • 2024 | Chartered Accountant, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Advanced Level, Ikatan Akuntan Indonesia |
|  | • 2024 | Certificate in Accounting, Finance Business (CAFB) Professional Level, Ikatan Akuntan Indonesia |
|  | • 2023 | Qualified Risk Governance Professional (QRGP) |
|  | • 2020 | Certification in Audit Committee Practices (CACP) |
|  | • 2015 | The Company Directors' Course (CDC) |
|  | • 2014 | The Company Directors' Course (CDC) |

---

------

[Table of Content](#TOC)

**Yohanes Surya** 

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 62 years old  | 62 years old  |
| **Citizenship** | Indonesia  | Indonesia  |
| **Domicile** | Jakarta, Indonesia  | Jakarta, Indonesia  |
| **Educational Background** | • 1994  | Ph.D in Philosophy, The College William and Mary, United States of America  |
|  | • 1990  | Master of Science in Physics, The College William and Mary, United States of America |
|  | • 1986  | Bachelor of Physics, Universitas Indonesia, Indonesia  |
| **Basis of Appointment** | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 | Resolution of the Board of Commissioners No. 17/KEP/DK/2025 dated September 25, 2025 |
| **Basis of Dismissal** | Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025 | Telkom Extraordinary General Meeting of Shareholders (EGMS) on December 12, 2025 |
| **Concurrent Position** | • 2025 - Present  | Commissioner, PT Solusi Bangun Indonesia  |
| **Work Experience** | • 2024 - 2025 | Minister's Expert Staff, Ministry of Higher Education, Science, and Technology |
|  | • 2018 - 2024  | Special Advisor to Coordinating Minister for Maritime Affair and Investment for Technology and Communication |
| **Professional Certification** | • 2025  | Qualified Risk Governance Professional (QRGP)  |

---

**Sarwoto Atmosutarno**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 68 years old  | 68 years old  |
| **Citizenship** | Indonesia  | Indonesia  |
| **Domicile** | Yogyakarta, Indonesia  | Yogyakarta, Indonesia  |
| **Educational Background** | S2, Master of European Business Engineering (MSc) | S2, Master of European Business Engineering (MSc) |
| **Basis of Appointment** | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 |
| **Term of Service** | April 2, 2024 - December 31, 2024 | April 2, 2024 - December 31, 2024 |
| **Work Experience** | • 2021 - 2024 | Chairman of the Indonesian Telematics Society (MASTEL) |
|  | • 2009 - 2012 | President Director, PT Telkomsel |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP)  |

---

**M. Ridwan Rizqi R. Nasution**

**Member**

---

| | | |
|:---|:---|:---|
| **Age** | 42 years old | 42 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta | Jakarta |
| **Educational Background** | • 2008 - 2009 | MA in International Finance, London Metropolitan University, England |
|  | • 2007 - 2008 | BA Honours in Business Studies, Middlesex University, England |
|  | • 2003 - 2006 | BA Honours in Financial & Business Economics, University of Newcastle Upon Tyne, England |
| **Basis of Appointment**  | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 | Resolution of the Board of Commissioners Number 06/KEP/DK/2024 dated April 2, 2024 |
| **Work Experience** | • 2020 - Present  | Independent Commissioner, PT Dayamitra Telekomunikasi |
|  | • 2020 - Present  | Commissioner, PT Majoris Asset Management |
|  | • 2015 - 2020  | Independent Commissioner, PT Asuransi BRI Life  |
|  | • 2014 - 2016  | President Commissioner, PT Mitra Sentosa Paramaabadi  |
| **Professional Certification** | • 2024 | Qualified Risk Governance Professional (QRGP) |
|  | • 2016 | Capital Market Professional Standards Committee (Deputy Investment Manager) |
|  | • 2015<br>| Insurance Company Risk Management (Indonesian Association of Insurance Management Experts)  |

---

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[Table of Content](#TOC)

**Integrated Governance Committee's Independence**

All members of Integrated Governance Committee are required to fulfill the aspect of independence in carrying out their duties in accordance with the terms and conditions listed in the Guidelines for Implementation of Work (Charter) of Integrated Governance Committee, namely:

1. Not a member of the Board of Directors of the company within the last six months before being appointed by the Board of Commissioners of the company.

2. Do not have a family relationship due to marriage and descent up to the second degree, either horizontally or vertically with the Board of Commissioners and Directors of the company or its subsidiaries.

3. Not concurrently as a member of the Committee whose scope of duties are related to the Governance function in the Issuer or Public Company which is different from the same industrial sector as the company in the same period.

**Integrated Governance Committee's Meeting** 

**Integrated Governance Committee's Meeting Policy** 

KTKT meeting policy is regulated in the Guidelines for Implementation of Work (Charter) of Integrated Governance Corporate Committee, including regulating the type of meeting, quorum requirement, frequency of meeting, procedures for holding meeting, decision-making and documentation of meeting result.

**Integrated Governance Committee's Meeting in 2025**

During 2025, Telkom's Integrated Governance Committee held 3 meetings with the following member attendance levels:

**Integrated Governance Committee's Meeting Agenda in 2025**

---

| | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Date** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** | **Meeting Agenda** |
| 1. | Thursday, April 17, 2025 | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup | Evaluation and Improvement of Governance at TelkomGroup |
|  | **Attendance List** | **BPSB** | **BDA** | **MRP** | **SA** | **AAA** | **OM** | **VNS** | **SS** | **IGBA** | **FS** | **MA** |
|  |  | N/A | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ |
|  |  | **ARP** | **DA** | **YS** | **IN** | **RR** | **RRI** | **FTH** | **MR** | **MRRN** | **FP** | **RP** |
|  |  | N/A | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ |
| 2. | Thursday - Sunday, May 8 - 11, 2025 | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program | Corporate Governance & Director Program |
|  | **Attendance List** | **BPSB** | **BDA** | **MRP** | **SA** | **AAA** | **OM** | **VNS** | **SS** | **IGBA** | **FS** | **MA** |
|  |  | N/A | - | √ | √ | √ | √ | √ | √ | √ | √ | √ |
|  |  | **ARP** | **DA** | **YS** | **IN** | **RR** | **RRI** | **FTH** | **MR** | **MRRN** | **FP** | **RP** |
|  |  | N/A | N/A | N/A | N/A | N/A | N/A | N/A | - | √ | √ | √ |
| 3. | Monday, November 24, 2025 | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding | GBO Update on Plan to Move Toward Strategic Holding |
|  | **Attendance List** | **BPSB** | **BDA** | **MRP** | **SA** | **AAA** | **OM** | **VNS** | **SS** | **IGBA** | **FS** | **MA** |
|  |  | N/A | N/A | N/A | N/A | √ | √ | √ | √ | √ | √ | √ |
|  |  | **ARP** | **DA** | **YS** | **IN** | **RR** | **RRI** | **FTH** | **MR** | **MRRN** | **FP** | **RP** |
|  |  | √ | √ | - | √ | N/A | √ | √ | √ | N/A | √ | - |

---

Remarks:

---

| | | | |
|:---|:---|:---|:---|
| **BPSB** | Bambang Permadi Soemantri Brodjonegoro | **ARP** | Angga Raka Prabowo |
| **BDA** | Bono Daru Adji | **DA** | Deswandhy Agusman |
| **MRP** | Marcelino Rumambo Pandin | **YS** | Yohanes Surya |
| **SA** | Sarwoto Atmosutarmo | **IN** | Ira Noviarti |
| **AAA** | Andi Agus Akbar | **RR** | Rofikoh Rokhim |

---

------

[Table of Content](#TOC)

---

| | | | |
|:---|:---|:---|:---|
| **OM** | Oktadiasih Muninggar | **RRI** | Rico Rustombi |
| **VNS** | Vedi Noviana Suherman | **FTH** | Fadli Tri Hartono |
| **SS** | Sofian Saleh | **MR**  | Muhammad Rofik |
| **IGBA** | I Gusti Bagus Astawa | **MRRN** | M. Ridwan Rizqi R. Nasution |
| **FS** | Farida Sunarjati | **FP** | Fahd Pahdepie |
| **MA** | Michael Adiguna | **RP** | Rama Pratama |

---

**Recapitulation of Integrated Governance Committee's Attendance at Meeting up to May 27, 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Bambang Permadi Soemantri Brodjonegoro<sup>1)</sup> | Chairman | - | - | - |
| 2. | Bono Daru Adji | Member | 2 | 1 | 50 |
| 3. | Marcelino Rumambo Pandin | Member | 2 | 2 | 100 |
| 4. | Sarwoto Atmosutarno | Member | 2 | 2 | 100 |
| 5. | Andi Agus Akbar | Member | 2 | 2 | 100 |
| 6. | Oktadiasih Muninggar | Member | 2 | 2 | 100 |
| 7. | Vedi Noviana Suherman  | Member | 2 | 2 | 100 |
| 8. | Sofian Saleh  | Member | 2 | 2 | 100 |
| 9. | I Gusti Bagus Astawa  | Member | 2 | 2 | 100 |
| 10. | Farida Sunarjati  | Member | 2 | 2 | 100 |
| 11. | Michael Adiguna  | Member | 2 | 2 | 100 |
| 12. | Muhammad Rofik  | Member | 2 | 1 | 50 |
| 13. | M. Ridwan Rizqi R. Nasution | Member | 2 | 2 | 100 |
| 14. | Fahd Pahdepie | Member | 2 | 2 | 100 |
| 15. | Rama Pratama  | Member | 2 | 2 | 100 |

---

Remark:

1) Resign on April 10, 2025.

**Recapitulation of Integrated Governance Committee's Attendance at Meeting from May 27, 2025 to December 31, 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Angga Raka Prabowo | Chairman | 1 | 1 | 100 |
| 2. | Deswandhy Agusman | Member | 1 | 1 | 100 |
| 3. | Yohanes Surya<sup>1)</sup> | Member | 1 | 0 | 0 |
| 4. | Ira Noviarti | Member | 1 | 1 | 100 |
| 5. | Rofikoh Rokhim<sup>2)</sup> | Member | - | - | - |
| 6. | Rico Rustombi | Member | 1 | 1 | 100 |
| 7. | Fadli Tri Hartono | Member | 1 | 1 | 100 |
| 8. | Andi Agus Akbar  | Member | 1 | 1 | 100 |
| 9. | Oktadiasih Muninggar  | Member | 1 | 1 | 100 |
| 10. | Vedi Noviana Suherman  | Member | 1 | 1 | 100 |
| 11. | Sofian Saleh  | Member | 1 | 1 | 100 |
| 12. | Farida Sunarjati  | Member | 1 | 1 | 100 |
| 13. | Michael Adiguna  | Member | 1 | 1 | 100 |
| 14. | Muhammad Rofik  | Member | 1 | 1 | 100 |
| 15. | Fahd Pahdepie  | Member | 1 | 1 | 100 |
| 16. | Rama Pratama  | Member | 1 | 0 | 0 |

---

Remarks:

1) Until December 12, 2025. <br> 2) Since December 12, 2025.

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[Table of Content](#TOC)

**Integrated Governance Committee's Performance and Implementation Activities**

Throughout 2025, Integrated Governance Committee has carried out the following activities:

1. Integrated Governance Committee held a meeting to discuss the Evaluation and Improvement of Governance within TelkomGroup. Topics discussed included:

a. Strengthening the quality of strategic decision governance.

b. Development of internal capabilities and independence of decision making.

c. Improvement of the Board's governance process and quality of board paper.

d. Strengthening monitoring, transformation execution, and financial performance.

e. Optimizing the role of committee in supervisory function.

2. In May, KTKT held a workshop themed "Corporate Governance & Director Program." This workshop was designed as a strategic forum to align understanding, strengthen oversight synergies, and explore integrated corporate governance practice, dynamic, and aligned with TelkomGroup's future transformation. The workshop covered the following topics:

a. Sharing with Global Corporate Governance Experts, which includes discussions on the strategic role of SOE in developing countries, key governance issues in SOE, pillars of SOE governance transformation, and the strategic role of commissioners of Telkom subsidiaries.

b. Sharing with members of Integrated Governance Committee covering three main elements determining Board effectiveness, the role of an effective Board of Commissioners, challenges found in subsidiaries, competencies that are important for the Board of Commissioners and the importance of collective Board dynamics.

c. Sharing session and discussion with TelkomGroup Directors and President Commissioners of subsidiaries, with the topic of discussion on updates regarding GBO towards a strategic holding. Some of the important points in the meeting related to the strategic holding transformation, positive market response, Telkom 30 as a transformation roadmap, issue of dependence on Telkomsel, urgency of revenue diversification, international benchmark, simplification of structure and portfolio as well as improvement in global governance and compliance.

**Integrated Governance Committee's Education and Training** 

**Integrated Governance Committee's Education and Training Policy**

The implementation of Education and Training for members of Integrated Governance Committee refers to:

1. Regulation of the Minister of SOE No PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Action Activities of SOE.

2. Resolution of the Deputy for Finance and Risk Management of the Ministry of SOE Number SK-3/DKU.MBU/05/2023 regarding Technical Instruction for the Composition and Qualification of Risk Management Organ in the SOE Environment.

3. Letter of the Minister of SOE Number S-491/MBU/10/2023 dated September 29, 2023 addressed to the Board of Directors and the Board of Commissioners/Supervisors of SOE regarding Aspiration of Shareholders (APS) for the Preparation of Company's Work Plan and Budget for 2024.

**Integrated Governance Committee's Education and Training in 2025**

Throughout 2025, Telkom involved members of Integrated Governance Committee in various education and training programs to improve their competencies. Some of these included:

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[Table of Content](#TOC)

**Integrated Governance Committee's Education and Training in 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.** | **Participant** | **Program Name** | **Date** | **Organizer** |
| 1. | Rico Rustombi | Qualified Risk Governance Professional | October 2025 | LSP MKS |
| 2. | Fadli Tri Hartono | Qualified Risk Governance Professional | November 2025 | LSP MKS<br>|
| 2. | Fadli Tri Hartono | Executive Tech Update: High Altitude Platform Station (HAPS) | September 24, 2025 | Telkom Corporate University |
| 2. | Fadli Tri Hartono | Executive Tech Briefing 2025: AI in Tower Business | November 17, 2025 | Telkom Corporate University |
| 3. | Andi Agus Akbar | Strategic Leadership for Sustainable Growth | February 2025 | HEC Paris |
| 3. | Andi Agus Akbar | Corporate Governance & Directorship Program | May 9 - 10, 2025 | Telkom |
| 4. | Oktadiasih Muninggar | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 5. | Vedi Noviana Suherman | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 6. | Sofian Saleh | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 7. | I Gusti Bagas Astawa | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 8. | Farida Sunarjati | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 9. | Michael Adiguna | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 10. | Muhammad Rofik | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 11. | Fahd Pahdepie | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |
| 12. | Rama Pratama | 20 Hours E-learning Board of Commissioner\* | 2025 | Linked Indonesia |

---

Remarks:

---

| | | |
|:---|:---|:---|
| •  | Education and Training of KTKT members who are members of the Board of Commissioners of the Company can be seen in the Education and Training of the Board of Commissioners of the Company. | Education and Training of KTKT members who are members of the Board of Commissioners of the Company can be seen in the Education and Training of the Board of Commissioners of the Company. |
| •  | Obligation to fulfill the training hour quota is calculated starting in 2025. | Obligation to fulfill the training hour quota is calculated starting in 2025. |
| \* | Materials for 20 Hours E-learning Board of Commissioners include: | Materials for 20 Hours E-learning Board of Commissioners include: |
|  | a. | Strategic Business Analysis Essentials. |
|  | b. | Critical Thinking for Better Judgment and Decision Making. |
|  | c. | Measuring Business Performance. |
|  | d. | Balanced Score Card and Key Performance Indicator. |
|  | e. | Top 10 Gotchas of Cyber Regulation. |
|  | f. | Digital Transformation. |
|  | g. | Privacy, Governance, and Compliance. |
|  | h. | Economics for Business Leaders. |
|  | i. | Finance Foundation. |
|  | j. | Corporate Financial Statement Analysis. |
|  | k. | Leveraging AI for Governance, Risk, and Compliance. |
|  | l. | Insider Threat Risk Management. |
|  | m. | Operational Excellence Foundations. |
|  | n. | Foundations of Responsible AI. |
|  | o. | Responsible AI: Principles and Practical Applications. |
|  | p. | Introduction to AI Governance. |
|  | q. | Compliance and Regulations for Generative AI. |
|  | r. | Building a Responsible AI Program. |
|  | s. | Introduction to Auditing AI Systems. |
|  | t. | Algorithmic Auditing and Continuous Monitoring. |

---

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[Table of Content](#TOC)

### BOARD OF DIRECTORS
Law No. 40 of 2007 on Limited Liability Companies stipulates that the Board of Directors is an organ of the company that has full authority and responsibility for the management of the company, with the aim of the company's interest in accordance with the vision and mission that has been set. The Board of Directors also has the role of representing the company, both in legal matters inside and outside the court, in accordance with the provisions of the articles of association and applicable laws and regulations.

In carrying out its duties, the Board of Directors must comply with all applicable laws and regulations, follow the provisions in the Company's Articles of Association, and be guided by the Board Charter. In addition, the Board of Directors is required to implement the principles of professionalism, efficiency, transparency, independence, accountability, responsibility, and fairness in every step and decision.

**BASIS OF APPOINTMENT OF THE BOARD OF DIRECTORS**

The mechanism for selecting and appointing Telkom's Board of Directors members is carried out through the GMS. Telkom's main and controlling shareholder is the Government of Indonesia, represented by the Ministry of State-Owned Enterprises (SOE). The appointment or selection of Directors considers the competence, expertise, integrity, and background required by the company. Prospective members who are elected are ensured to have met the criteria and requirements determined in the Fit and Proper Test.

**BOARD OF DIRECTORS' CHARTER**

To improve the performance of the Board of Directors to be more focused and create better synergy among members of the Board of Directors, Telkom has a Board Manual as outlined in the Joint Regulation of the Board of Commissioners and Directors No. 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022. This Board Manual serves as a guideline for the Board of Directors in carrying out its duties, including work rules, authority, duties, responsibilities, obligations, division of duties, meetings, provisions regarding conflicts of interest, share ownership, as well as regulation of mechanisms and division of labor between members of the Board of Directors that are not regulated in the Company's Articles of Association or applicable laws and regulations.

**BOARD OF DIRECTORS' DIVERSITY**

TelkomGroup upholds the principle of equal human rights as stipulated in Law No. 39 of 1999 regarding Human Rights. Telkom's major shareholders and controllers ensure that the selection and appointment of Directors is carried out without discrimination, even though there is no written policy specifically regulating this matter. Each member of the Board of Directors is selected based on professionalism, expertise, competence, and integrity in line with TelkomGroup's strategic needs in the digital era. The 2025 Annual General Meeting of Shareholders (AGMS) appointed nine members to the Board of Directors, including two women, demonstrating that the selection process was conducted transparently and free from gender discrimination.

**Board of Directors' Diversity as of December 31, 2025**

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Background of Expertise and Skill**<br><BORDER_TOP> | **Level of Education**<br><BORDER_TOP> |
| 1. | Dian Siswarini | President Director<br>Female | Electrical Engineering | Bachelor |
| 2. | Nanang Hendarno | Director of Network<br> Male | Space System Engineering | Master |
| 3. | Budi Satria Dharma Purba | Director of Wholesale & International Service<br> Male | Telecommunication Engineering | Master |
| 4. | Veranita Yosephine | Director of Enterprise & Business Service<br> Female | Business Administration | Master |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Background of Expertise and Skill**<br><BORDER_TOP> | **Level of Education**<br><BORDER_TOP> |
| 5. | Arthur Angelo Syailendra | Director of Finance & Risk Management<br>Male | Economics & Finance | Master |
| 6. | Willy Saelan | Director of Human Capital Management<br> Male | Arts in Human Resource Management | Master |
| 7. | Seno Soemadji | Director of Strategic Business Development & Portfolio<br> Male | Business Administration | Master |
| 8. | Faizal Rochmad Djoemadi | Director of IT Digital <br> Male | Philosophy, Human Resource | Doctor |
| 9. | Andy Kelana | Director of Legal & Compliance<br> Male | Business Administration and Law  | Master |

---

![Graphic](tmb-20260512x6k035.jpg)

**BOARD OF DIRECTORS' AUTHORITIES, DUTIES, AND RESPONSIBILITIES**

Management of the company is carried out through TelkomGroup Board of Executives (BoE), which is coordinated by President Director as Chief Executive Officer (CEO). The main duties of President Director are as follows:

1. Coordinating the process of structuring and/or reconstructing aspects of the company's philosophy which includes but is not limited to vision, mission, goal, corporate culture, and leadership architecture.

2. Formulate and state the strategic direction to condition the company's ability to achieve sustainable competitive growth in the entire TelkomGroup business portfolio and risk control as well as interfacing with external constituent.

3. Controlling the strategic planning function within the scope of TelkomGroup and directing growth effort with a focus on new business portfolio.

4. Controlling the direction of the company and TelkomGroup in driving new business, entering/developing new market, as well as internationalization/regionalization.

5. Controlling the management of strategic aspects of the functions of finance and risk management, human capital, digital business, and strategic portfolio in all business portfolio carried out within the scope of TelkomGroup.

6. Leading the development process for TelkomGroup leader, as well as appointing and dismissing office holder in certain position in accordance with stipulated career management regulation, as well as coaching TelkomGroup leader.

7. Periodically reporting the company's performance in accordance with the provisions applicable to public companies.

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[Table of Content](#TOC)

8. Establish policies and decisions related to the management of the company and TelkomGroup as referred to in letters 1 through 7 and other matters that have not been formulated in the duties and authorities of each member of the Board of Directors in this regulation.

In carrying out their duties, President Director is supported by several Directors who have duties and responsibilities in accordance with their respective fields. The following table presents the duties and responsibilities of each Director based on the field they handle:

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| | | |
|:---|:---|:---|
| **Directorship**<br><BORDER_TOP> | **Duties and Responsibilities**<br><BORDER_TOP> | **Duties and Responsibilities**<br><BORDER_TOP>.1 |
| Director of Enterprise & Business Service | 1. | In addition to the duties as member of the Board of Directors, Director of EBIS is responsible for business strategy in the context of conditioning sustainable competitive growth through winning competition and growing the corporate segment business portfolio (enterprise, government, and business). |
| Director of Enterprise & Business Service | 2. | Director of EBIS, as member of the Board of Executive was appointed as CEO of Enterprise Business and is tasked with carrying out the parenting strategy function through strategic control, coordination, and subsidiaries performance management in the context of creating company value through optimizing and harmonizing interrelationship between parent and all entities managing CFU operation Enterprise Business within the scope of TelkomGroup. |
| Director of Wholesale & International Service | 1. | In addition to the duties as a member of the Board of Directors, Director of WINS is responsible for business strategy in the context of conditioning sustainable competitive growth through winning competition and growing the business portfolio in the wholesale & international segment. |
| Director of Wholesale & International Service | 2. | The Director of WINS as part of the Board of Executive members was appointed as CEO of Wholesale & International Business who is tasked with carrying out the parenting strategy function through strategic control, coordination, and subsidiaries performance management in the context of creating company value through optimizing and harmonizing interrelationship between parent and all managing entities CFU operation of Wholesale & International Business (WIB) within the scope of TelkomGroup. |
| Director of Strategic Business Development & Portfolio | 1. | In addition to the duties as a member of the Board of Directors, Director of SBDP is responsible for providing a corporate-level strategy formulation, which includes directional strategy, portfolio strategy, and parenting strategy, as well as exploring new sources of growth for the growth of TelkomGroup's business portfolio through alliance & acquisition and synergy. |
| Director of Strategic Business Development & Portfolio | 2. | The Director of SBDP, as part of the Board of Executive members was appointed as Chief Strategic Officer (CSO) who is tasked with implementing parenting strategy, functional strategy, and business development in the context of creating company value through optimizing and harmonizing strategy & business development management within the scope of TelkomGroup. |
| Director of IT Digital | 1. | Director of IT Digital is tasked with formulating enterprise architecture, IT digital masterplan, group product lifecycle management, and implementing AI center of excellence to ensure the success of the strategic holding transformation within the TelkomGroup. |
| Director of IT Digital | 2. | Director of Digital IT as part of the Board of Executive members was appointed as the Chief IT Digital Officer (CIDO) who is also responsible for formulating TelkomGroup's policy and governance IT digital at digitization and digitalization levels. |
| Director of Network | 1. | In addition to the duties as a member of the Board of Directors, Director of Network is responsible for managing the strategy, technology, and network infrastructure architecture of TelkomGroup's—from planning and development to operational orchestration—to ensure capacity readiness, service quality, and operational efficiency. This role is carried out through network infrastructure transformation (including modernization and standardization), strengthening asset & inventory management, and overseeing the network roadmap so that network investments are on target and have a direct impact on business competitiveness. |
| Director of Network | 2. | Director of Network, as part of the Board of Executives, was appointed as Chief Technology Officer (CTO) who carries out the orchestration of TOTEX strategy within TelkomGroup. In this role, Director of Network ensures the harmonization of Network and Technology policies, cross-entity execution, including overseeing TOTEX group (CAPEX - OPEX) for cost effectiveness, controlling strategic program priorities, and strengthening governance to ensure consistent achievement of business and operational target. |
| Director of Network | 3. | To ensure service continuity and company resilience, Director of Network also leads the monitoring of service performance (including WISA/SLA/quality level), ensures the  |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| **Directorship**<br><BORDER_TOP> | **Duties and Responsibilities**<br><BORDER_TOP> | **Duties and Responsibilities**<br><BORDER_TOP>.1 |
| | | implementation and operation of cybersecurity end-to-end (roadmap, control, and operation), and drives customer experience improvement through improved network reliability, capacity readiness, and faster and more measurable incident response. |
| Director of Finance & Risk Management | 1. | In addition to the duties as a member of the Board of Directors, Director of KMR is responsible for the availability formulation of directional strategy, portfolio strategy, and parenting strategy, especially from the company's financial, supply, and risk management aspects to realize sustainable competitive growth within the scope of TelkomGroup. |
| Director of Finance & Risk Management | 2. | Director of KMR as part of the members of the Board of Executive, is appointed as Chief Financial & Risk Officer (CFRO) who is tasked with implementing TelkomGroup's functional financial and risk management parenting strategy, including controlling asset management and leverage asset by implementing strategic control, coordination, and subsidiaries performance management in the context of creating company value through optimizing and harmonizing interrelationship between parent and all operational management entities and subsidiaries FU Finance & Risk Management. |
| Director of Human Capital Management | 1. | In addition to the duties as a member of the Board of Directors, Director of HCM acts as a strategic partner for the business line and corporate function of TelkomGroup's human capital management, supporting business units and subsidiaries through developing a center of excellence for human capital management function, providing guidance and policies in implementing alignment and strategic human capital integration, as well as integrating the talent management system. |
| Director of Human Capital Management | 2. | Director of HCM as part of the members of the Board of Executive, is appointed as Chief Human Capital Officer (CHCO) who is tasked with implementing the functional human capital management parenting strategy within the scope of TelkomGroup and managing supervision of Pension Fund and Telkom Foundation by implementing strategic control, coordination and foundation performance management in order to create company value through optimizing and harmonizing interrelationship between parent and all operational management entities of FU HCM subsidiaries. |
| Director Legal & Compliance | 1. | Director of L&C has the role and responsibility as a member of the Board of Directors who has the function of managing the legal aspect, governance, and compliance of the company comprehensively, including acting as a strategist, steward, ambassador, and operator for management of legal aspect that support company's business within governance, risk, and compliance (GRC), including policy control within the scope of TelkomGroup with support of the latest technology to ensure the implementation of the principles of good corporate governance (GCG) and compliance with laws and/or other related policies in order to support the achievement of TelkomGroup's strategic objective. |

---

If the company experiences losses, each member of the Board of Directors is jointly and severally responsible for any errors/negligence in carrying out their duties, except for members of the Board of Directors who can prove:

1. Such loss is not caused by their mistake or negligence.

2. They have performed actions in good faith, with full responsibility, and prudentially for the interest and based on the purpose and objective of the company.

3. They do not have any conflict of interest either, directly or indirectly, for the management activities causing the loss.

4. They have taken action to prevent the occurrence or continuation of such loss.

**BOARD OF DIRECTORS' DOUBLE POSITION**

In 2025, several members of Telkom's Board of Directors held concurrent positions at the parent company, subsidiaries, and other entities. Details of these concurrent positions are presented in the following table:

**Board of Directors' Double Position as of December 31, 2025**

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| | | | |
|:---|:---|:---|:---|
| **No.** | **Name** | **Telkom**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> |
| **No.** | **Name** | **Position**<br><BORDER_TOP> | **Other Position**<br><BORDER_TOP> |
| 1. | Dian Siswarini | President Director | - |
| 2. | Nanang Hendarno | Director of Network | - |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Subsidiaries**<br><BORDER_TOP> |
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Other Position**<br><BORDER_TOP> | **Subsidiaries**<br><BORDER_TOP> |
| 3. | Budi Satria Dharma Purba | Director of Wholesale & International Service | - | - |
| 4. | Veranita Yosephine | Director of Enterprise & Business Service | - | - |
| 5. | Arthur Angelo Syailendra | Director of Finance & Risk Management | Member of the Board of Trustees of Yayasan Kesehatan Karyawan Telkom | - |
| 6. | Willy Saelan | Director of Human Capital Management | Chair of the Board of Trustees of Yayasan Kesehatan Karyawan Telkom | - |
| 7. | Seno Soemadji | Director of Strategic Business Development & Portfolio | Member of the Board of Trustees of Telkom Education Foundation | - |
| 8. | Faizal Rochmad Djoemadi | Director of IT Digital  | Chairman of the Board of Trustees of Telkom Education Foundation | - |
| 9. | Andy Kelana | Director of Legal & Compliance | - | - |

---

**BOARD OF DIRECTORS' MEETING**

**Board of Directors' Meeting Policy**

Based on the Company's Articles of Association, Telkom's Board of Directors is required to hold an internal meeting at least once a month and whenever deemed necessary. In addition, the Board of Directors is also required to hold a joint meeting with the Board of Commissioners at least once every four months. The meeting is considered to have reached a quorum if more than half of the number of members of the Board of Directors are present or legally represented. Each member of the Board of Directors who is present or represented has the right to one vote, and decision-making is carried out by prioritizing deliberation for consensus. If consensus is not reached, the decision is taken based on the majority vote of the members present or represented.

**Implementation of the Board of Directors' Meeting in 2025**

Throughout 2025, the Board of Directors held 62 meetings. The following is a summary of agenda and recapitulation attendance of the Board of Directors' during meeting in 2025:

**Board of Directors' Internal Meeting Agenda in 2025**

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
| 1. | January 7, 2025 | 1/REG/I/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard | SVP Corporate Secretary Update: BoE Agenda Update, Calendar of Event 2025, 2024 Radir Implementation Review of Radir 2024 & eLMO Executive Dashboard |
|  |  |  | b. | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) | Operational Performance and Revenue Report YtD December 2024 (Outlook) |
|  |  |  | c. | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 | Reporting Format Report of RADIR 2025 |
|  |  |  | d. | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz | IndiHome Collaboration Report - Indibiz |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 2. | January 14, 2025 | 2/REG/I/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 | Performance & Strategic Program Report W2 January 2025 |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  | | | c. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | - | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 3. | January 21, 2025 | 3/REG/I/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) | Integrated Audit Progress Report in 2024(Limited) |
|  |  |  | c. | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report | PINS and Telkom Infra (Limited) Going Concern Approval Report |
|  |  |  | d. | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) | Telkom - Microsoft Enterprise Agreement Report (Limited) |
|  |  |  | e. | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) | RJPP 2025 - 2029 Report (Limited) |
|  |  |  | f. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  |  |  | g. | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 | Operational Performance and Revenue Report YtD December 2024 (Closing) & W3 January 2025 |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 4. | January 22, 2025 | 4/REG/I/2025 | a. | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 | Company Performance Report YtD December 2024 |
|  |  |  | b. | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report |
|  |  |  | c. | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update | 5 Bold Moves Development Update |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 5. | February 5, 2025 | 5/REG/II/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) | The Law Draft on State-Owned Enterprises Report (Limited) |
|  |  |  | c. | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) | Cooperation Management PD Report (Limited) |
|  |  |  | d. | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) | CNOP Closing Report (Limited) |
|  |  |  | e. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  |  |  | f. | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report | Scrap Task Force Report |
|  |  |  | g. | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 | Performance Report & Strategic Program W5 January 2025 |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | - | √ | √ | N/A | N/A | N/A |
| 6. | February 11, 2025 | 6/REG/II/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) | Operational Performance and Revenue Report YtD January 2025 (Outlook) |
|  |  |  | c. | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) | SD-WAN Product Consolidation Report (Limited) |
|  |  |  | d. | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) | Temporary National Data Center (PDNS) Report (Limited) |
|  |  |  | e. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | - | √ | √ | N/A | N/A | N/A |
| 7. | February 17, 2025 | 7/REG/II/2025 | a. | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  | Report on the Appointment of KJPP for Determination of Fair Value and Share Value of the Company  |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 8. | February 18, 2025 | 8/REG/II/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 | Strategic Program Report W2 February 2025 |
|  |  |  | c. | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) | Report on the Management of Land Assets at Daan Mogot Location (Limited) |
|  |  |  | d. | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) | Internal Audit Dept. Organizational Transformation Report (Limited) |
|  |  |  | e. | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CFA-2 DC Singapore Report, InfraCo Progress Report, and MDI Project Report) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 9. | February 20, 2025 | 9/REG/II/2025 | a. | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 | Company Performance Report YtD January 2025 |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  | | | b. | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 10. | February 25, 2025 | 10/REG/II/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update | TelkomGroup CEO Forum 2025 Result Update |
|  |  |  | c. | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 | Operational Performance and Revenue Report YtD January 2025 (Closing) and W3 February 2025 |
|  |  |  | d. | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) | Microsoft Telkomsigma LSP Performance Report (Limited) |
|  |  |  | e. | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) | Cost Transformation Governance Body Report (Limited) |
|  |  |  | f. | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) | CNOP Progress Report (Limited) |
|  |  |  | g. | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 11. | February 27, 2025 | 11/REG/II/2025 | a. | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) | Self-Assessment Update Report on Change of Control and Fair Value Valuation of the Company (Limited) |
|  |  |  | b. | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) | Batam Data Center Project Report (Limited) |
|  |  |  | c. | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 12. | March 4, 2025 | 12/REG/III/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 | Strategic Program Report W4 February 2025 |
|  |  |  | c. | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report | Ramadan Safari in 2025 Readiness Report |
|  |  |  | d. | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) | Study Report on Retirement THR Assistance (Limited) |
|  |  |  | e. | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) | Concept Report of Audit Finding of the Republic of Indonesia's Supreme Audit Agency (Limited) |
|  |  |  | f. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | - | - | √ | √ | √ | √ | N/A | N/A | N/A |
| 13. | March 11, 2025 | 13/REG/III/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) | Operational Performance & Revenue Report YtD February 2025 (Outlook) |
|  |  |  | c. | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) | Individual Directors' KPI Report 2025 (Limited) |
|  |  |  | d. | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) | Alpro Fulfillment Progress Report (Limited) |
|  |  |  | e. | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 14. | March 18, 2025 | 14/REG/III/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 | Strategic Program Report W2 March 2025 |
|  |  |  | c. | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) | FU FRM Report: Subsidiary Dividend Report for Financial Year 2024 (Limited) |
|  |  |  | d. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | - | - | N/A | N/A | N/A |
| 15. | March 19, 2025 | 15/REG/III/2025 | a. | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 | Company Performance Report YtD February 2025 |
|  |  |  | b. | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report | FMC and InfraCo Progress Report |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 16. | March 25, 2025 | 16/REG/III/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  | | | c. | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 | Operational Performance and Revenue Report YtD February 2025 (Closing) and W3 March 2025 |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 17. | March 26, 2025 | 17/REG/III/2025 | a. | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 | Consolidated Financial Statements FY 2024 |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 18. | April 9, 2025 | 18/REG/IV/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) | Operational Performance and Revenue Report YtD March 2025 (Outlook) |
|  |  |  | c. | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) | Extended Procedure Integrated Audit Report 2024 and related document explanations: Replet, Disclosure 20F - 6K, Disclosure AR, and Legal Opinion (Limited) |
|  |  |  | d. | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | - | √ | √ | - | √ | - | - | √ | N/A | N/A | N/A |
| 19. | April 10, 2025 | 19/REG/IV/2025 | a. | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) | Project Falcon Report (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 20. | April 10, 2025 | 20/REG/IV/2025 | a. | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) | Report on the Proposal for Organizing the Annual General Meeting of Shareholders (AGMS) of PT Telkom Indonesia (Persero) Tbk and PT Dayamitra Telekomunikasi Tbk (Mitratel) for 2024 Financial Year (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 21. | April 15, 2025 | 21/REG/IV/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 | Strategic Program Report W2 April 2025 |
|  |  |  | c. | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom's AGMS Readiness Report for 2024 Financial Year (Limited) |
|  |  |  | d. | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta | Report on the Legality of Land Asset at Daan Mogot KM.11, West Jakarta |
|  |  |  | e. | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 22. | April 21, 2025 | 22/REG/IV/2025 | a. | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report | Earning Call FY 2024 Update Report |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 23. | April 22, 2025 | 23/REG/IV/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 | Operational Performance and Revenue Report YtD March 2025 (Closing) and W3 April 2025 |
|  |  |  | c. | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 | RAPIM TelkomGroup I Theme Report for 2025 |
|  |  |  | d. | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic | FU SP Report: FMC, InfraCo, and Inorganic |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | - | - | √ | √ | √ | √ | √ | - | √ | - | N/A | N/A | N/A |
| 24. | April 27, 2025 | 24/REG/IV/2025 | a. | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 | RAGAB Material Update YtD March 2025 |
|  |  |  | b. | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 | Financial Report for the First Quarter of 2025 |
|  |  |  | c. | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS | Agenda Report for Telkom AGMS and Mitratel AGMS |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
| 25. | May 2, 2025 | 25/REG/V/2025 | a. | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 | Earning Call Material Update for Q1 2025 |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 26. | May 6, 2025 | 26/REG/V/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) | Presidential Regulation Report regarding Foreign Transaction Tax (Limited) |
|  |  |  | c. | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) | Management News and Demonstration Report (Limited) |
|  |  |  | d. | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) | PDNS Project Report (Limited) |
|  |  |  | e. | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) | Audit Report of the Republic of Indonesia's Supreme Audit Agency (Limited) |
|  |  |  | f. | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) | Telkomsat Project Management Resolution Report (Limited) |
|  |  |  | g. | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional agenda for Project Slingshot 2.0 Report) (Limited) |
|  |  |  | h. | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) | Operational Performance and Revenue Report YtD April 2025 (Outlook) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 27. | May 15, 2025 | 27/REG/V/2025 | a. | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) | Company Performance Report YtD April 2024 (Limited) |
|  |  |  | b. | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 | Strategic Program Report W2 May 2025 |
|  |  |  | c. | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report | Digiland 2025 Readiness Report |
|  |  |  | d. | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) | Report on the Implementation of Press Conference regarding Telkom News (Limited) |
|  |  |  | e. | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) | Data Center Strategic Partnership Report (Limited) |
|  |  |  | f. | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) | Telkom Composite Risk Rating Report for 2024 (Limited) |
|  |  |  | g. | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) | Telkom AGMS Readiness Report for 2024 Financial Year (Limited) |
|  |  |  | h. | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) | FU SP Report: FMC, InfraCo, and Inorganic (additional to CNOP 3.0 Report) (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 28. | May 20, 2025 | 28/REG/V/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) | RAGAB Material Update Report YtD April 2025 (Limited) |
|  |  |  | c. | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) | Kimia Farma, PDNS, and Pertamina Project Report (Limited) |
|  |  |  | d. | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) | Guiding Principle Cost & Process Transformation Report (Limited) |
|  |  |  | e. | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) | Daan Mogot Land Asset Report (Limited) |
|  |  |  | f. | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) | KPI Performance Report of the Board of Directors, Collegially and Individually for FY 2024 (Audited) (Limited) |
|  |  |  | g. | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) | FU SP Report: Inorganic, FMC, and InfraCo (additional to Mustang Project Report) (Limited) |
|  |  |  | h. | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) | Health Facility Report of Retired Directors (Limited) |
|  | **Attendance List** | **Attendance List** | **RA** | **RA** | **HS** | **FMV** | **HW** | **MFR** | **BSW** | **AW** | **BW** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 29. | May 28, 2025 | 29/REG/V/2025 | a. | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year | Report on Readiness for the Implementation of Telkomsel and Mitratel AGMS for 2024 Financial Year |
|  |  |  | b. | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period | Report on Arrangement of the Scope of Duties, Authorities, and Responsibilities of Members of the Board of Directors during Transition Period |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 30. | June 3, 2025 | 30/REG/VI/2025 | a. | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report | TelkomGroup BoE's 100 Day Program Preparation Workshop Readiness Report |
|  |  |  | b. | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) | Telkomsel AD/ART Report (Limited) |
|  |  |  | c. | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report | Telkom Subsidiary Performance Report |
|  |  |  | d. | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board | Office Tour Event Readiness Report and Greeting from the Board |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |

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[Table of Content](#TOC)

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| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  |  |  | √ | √ | √ | N/A |
| 31. | June 10, 2025 | 31/REG/VI/2025 | a. | Townhall Update and Media Gathering Update | Townhall Update and Media Gathering Update | Townhall Update and Media Gathering Update |
|  |  |  | b. | BoE's 100 Day Program Commitment & Project Charter | BoE's 100 Day Program Commitment & Project Charter | BoE's 100 Day Program Commitment & Project Charter |
|  |  |  | c. | Procurement of Consultant for Strategic Holding Roadmap | Procurement of Consultant for Strategic Holding Roadmap | Procurement of Consultant for Strategic Holding Roadmap |
|  |  |  | d. | Legal Case Update | Legal Case Update | Legal Case Update |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **AAS** | **BSDP** |
|  |  |  | √ | √ | √ | N/A |
| 32. | June 17, 2025 | 32/REG/VI/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | GRC Council Report | GRC Council Report | GRC Council Report |
|  |  |  | c. | War Room Readiness Report | War Room Readiness Report | War Room Readiness Report |
|  |  |  | d. | Procurement Consultant Report on Strategy and Roadmap Preparation for Digital Telco towards Strategic Holding | Procurement Consultant Report on Strategy and Roadmap Preparation for Digital Telco towards Strategic Holding | Procurement Consultant Report on Strategy and Roadmap Preparation for Digital Telco towards Strategic Holding |
|  |  |  | e. | Project Resolution Management Progress Report (Mansol & Utip) | Project Resolution Management Progress Report (Mansol & Utip) | Project Resolution Management Progress Report (Mansol & Utip) |
|  |  |  | f. | PINS Streamlining Report | PINS Streamlining Report | PINS Streamlining Report |
|  |  |  | g. | SBDP Report: FMC, InfraCo, and Inorganic (additional to Project Thunder Report) | SBDP Report: FMC, InfraCo, and Inorganic (additional to Project Thunder Report) | SBDP Report: FMC, InfraCo, and Inorganic (additional to Project Thunder Report) |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **AAS** | **BSDP** |
|  |  |  | √ | √ | √ | N/A |
| 33. | June 20, 2025 | 33/REG/VI/2025 | a. | RAGAB Material Update YtD May 2025 | RAGAB Material Update YtD May 2025 | RAGAB Material Update YtD May 2025 |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **AAS** | **BSDP** |
|  |  |  | √ | √ | √ | N/A |
| 34. | June 24, 2025 | 34/REG/VI/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | PINS Streamlining Report | PINS Streamlining Report | PINS Streamlining Report |
|  |  |  | c. | Deep Dive Telkomsel Performance Report | Deep Dive Telkomsel Performance Report | Deep Dive Telkomsel Performance Report |
|  |  |  | d. | TelkomGroup CAPEX Effectiveness Report | TelkomGroup CAPEX Effectiveness Report | TelkomGroup CAPEX Effectiveness Report |
|  |  |  | e. | KM Board of Directors Performance Report Q1 2025 and KM Board of Directors Prognosis Q2 2025 | KM Board of Directors Performance Report Q1 2025 and KM Board of Directors Prognosis Q2 2025 | KM Board of Directors Performance Report Q1 2025 and KM Board of Directors Prognosis Q2 2025 |
|  |  |  | f. | Organizational Structure Alignment Proposal Report | Organizational Structure Alignment Proposal Report | Organizational Structure Alignment Proposal Report |
|  |  |  | g. | Inorganic Report | Inorganic Report | Inorganic Report |
|  |  |  | h. | Directors' Post-Service Insurance Program Report | Directors' Post-Service Insurance Program Report | Directors' Post-Service Insurance Program Report |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **AAS** | **BSDP** |
|  |  |  | √ | √ | √ | N/A |
| 35. | July 1, 2025 | 35/REG/VII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Telkomsigma Streamlining Report | Telkomsigma Streamlining Report | Telkomsigma Streamlining Report |
|  |  |  | c. | Report on the Establishment of Transformation Orchestration Council and Integrated Business Engine Performance Council (Limited) | Report on the Establishment of Transformation Orchestration Council and Integrated Business Engine Performance Council (Limited) | Report on the Establishment of Transformation Orchestration Council and Integrated Business Engine Performance Council (Limited) |
|  |  |  | d. | Product Governance and Enterprise Architecture Regulation Report | Product Governance and Enterprise Architecture Regulation Report | Product Governance and Enterprise Architecture Regulation Report |
|  |  |  | e. | Telkom Managed Service Agreement (MSA) Report - TIF 2.0 | Telkom Managed Service Agreement (MSA) Report - TIF 2.0 | Telkom Managed Service Agreement (MSA) Report - TIF 2.0 |
|  |  |  | f. | Inorganic Report | Inorganic Report | Inorganic Report |
|  |  |  | g. | Report on Readiness for the Implementation of Telkom's 60<sup>th</sup> Anniversary | Report on Readiness for the Implementation of Telkom's 60<sup>th</sup> Anniversary | Report on Readiness for the Implementation of Telkom's 60<sup>th</sup> Anniversary |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **AAS** | **BSDP** |
|  |  |  | √ | √ | √ | N/A |
| 36. | July 8, 2025 | 36/REG/VII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Business Performance (Deep Dive): (Market & Program: e.g Product, Sales Deployment, Retention) | Business Performance (Deep Dive): (Market & Program: e.g Product, Sales Deployment, Retention) | Business Performance (Deep Dive): (Market & Program: e.g Product, Sales Deployment, Retention) |
|  |  |  | c. | Operational Performance | Operational Performance | Operational Performance |
|  |  |  | d. | TelkomGroup BoE's 100 Day Program Progress (Limited) | TelkomGroup BoE's 100 Day Program Progress (Limited) | TelkomGroup BoE's 100 Day Program Progress (Limited) |
|  |  |  | e. | Report on Provisions related to BoD & BoC Authorities and Review of Telkom and Mitratel EGMS (Limited) | Report on Provisions related to BoD & BoC Authorities and Review of Telkom and Mitratel EGMS (Limited) | Report on Provisions related to BoD & BoC Authorities and Review of Telkom and Mitratel EGMS (Limited) |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  |  |  | f. | Inorganic Report (Limited) | Inorganic Report (Limited) |
|  | | | g. | Kick Off Project Thunder (Limited) | Kick Off Project Thunder (Limited) |
|  | **Attendance List** | **Attendance List** | **DS** | **HC** | **BSDP** |
|  |  |  | √ | √ | N/A |
| 37. | July 15, 2025 | 37/REG/VII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | KMR - SBDP Streamlining Execution Role Map Report | KMR - SBDP Streamlining Execution Role Map Report |
|  |  |  | c. | PINS & Sigma Streamlining Report | PINS & Sigma Streamlining Report |
|  |  |  | d. | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report |
|  |  |  | e. | Organ Risk Certification and Training for Telkom BoD and BoC | Organ Risk Certification and Training for Telkom BoD and BoC |
|  |  |  | f. | Study Report on the 1400 MHz Spectrum | Study Report on the 1400 MHz Spectrum |
|  |  |  | g. | Study Report on Media Monitoring & Follow-up of the RDP DPR RI | Study Report on Media Monitoring & Follow-up of the RDP DPR RI |
|  |  |  | h. | Inorganic Report (additional to Telkomsel Tower Consolidation Proposal) | Inorganic Report (additional to Telkomsel Tower Consolidation Proposal) |
|  | **Attendance List** | **Attendance List** | **DS** | **HC** | **BSDP** |
|  |  |  | √ | √ | N/A |
| 38. | July 22, 2025 | 38/REG/VII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance and Revenue Report YtD June 2025 (Closing) | Operational Performance and Revenue Report YtD June 2025 (Closing) |
|  |  |  | c. | GRC Council Report: Proposal for Macro Improvement of TelkomGroup's Level-0 Business Processes | GRC Council Report: Proposal for Macro Improvement of TelkomGroup's Level-0 Business Processes |
|  |  |  | d. | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report |
|  |  |  | e. | UTIP Follow-up Discussion Report | UTIP Follow-up Discussion Report |
|  |  |  | f. | Extraordinary GMS Readiness Report | Extraordinary GMS Readiness Report |
|  |  |  | g. | Tech Giant Report (Microsoft, Google Cloud Partner, Huawei, and Partnership Anchor Tenant HDC) | Tech Giant Report (Microsoft, Google Cloud Partner, Huawei, and Partnership Anchor Tenant HDC) |
|  |  |  | h. | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **HC** | **BSDP** |
|  |  |  | √ | √ | N/A |
| 39. | July 25, 2025 | 39/REG/VII/2025 | a. | Strategic Holding Report | Strategic Holding Report |
|  |  |  | b. | RAGAB Material Update YtD June 2025 | RAGAB Material Update YtD June 2025 |
|  | **Attendance List** | **Attendance List** | **DS** | **HC** | **BSDP** |
|  |  |  | √ | √ | N/A |
| 40. | July 29, 2025 | 40/REG/VII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | SVP GSCC: Media Monitoring Update | SVP GSCC: Media Monitoring Update |
|  |  |  | c. | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report |
|  |  |  | d. | MSA 2.0 TIF Report | MSA 2.0 TIF Report |
|  |  |  | e. | Financial Report for the Second Quarter of 2025 | Financial Report for the Second Quarter of 2025 |
|  |  |  | f. | Inorganic Report (Limited) | Inorganic Report (Limited) |
|  |  |  | g. | Remuneration Report of BoD/BoC of Subsidiary & Subsidiary Companies (Limited) | Remuneration Report of BoD/BoC of Subsidiary & Subsidiary Companies (Limited) |
|  |  |  | h. | Legal Case Report (Limited) | Legal Case Report (Limited) |
|  | **Attendance List** | **Attendance List** | **DS** | **HC** | **BSDP** |
|  |  |  | √ | √ | N/A |
| 41. | August 5, 2025 | 41/REG/VIII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Group Business Operations (GBO) Formation Report: Group Business Process (GBP), Group Policy & Control (GPC), and Formation of Special Situation Project | Group Business Operations (GBO) Formation Report: Group Business Process (GBP), Group Policy & Control (GPC), and Formation of Special Situation Project |
|  |  |  | c. | 1400 Mhz Tender Progress Report | 1400 Mhz Tender Progress Report |
|  |  |  | d. | FU FRM Report: Progress of CAPEX Release Phase 2 and Proposal Appointment of Independent Auditor for Subsidiaries | FU FRM Report: Progress of CAPEX Release Phase 2 and Proposal Appointment of Independent Auditor for Subsidiaries |
|  |  |  | e. | Progress Report on Accelerated Completion of UTIP | Progress Report on Accelerated Completion of UTIP |
|  |  |  | f. | Timeline and Series of RAPIM TelkomGroup II in 2025 Report | Timeline and Series of RAPIM TelkomGroup II in 2025 Report |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  | | | g. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 42. | August 12, 2025 | 42/REG/VIII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) | CSS Material Report for 2026 - 2028 (Limited) |
|  |  |  | c. | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel | Business Performance (Deep Dive): Telkomsel |
|  |  |  | d. | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) |
|  |  |  | e. | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) | Subsidiary Streamlining Report (Limited) |
|  |  |  | f. | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) | Organization Alignment Report: Legal (Limited) |
|  |  |  | g. | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) | Extraordinary General Meeting of Shareholders 2025 Report (Limited) |
|  |  |  | h. | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance | Operational Performance |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 43. | August 19, 2025 | 43/REG/VIII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report | ITD Directorate Report |
|  |  |  | c. | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report | Network Directorate Report |
|  |  |  | d. | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report | EBITDA/FTE Group, People Fulfillment & Development Report |
|  |  |  | e. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 44. | August 26, 2025 | 44/REG/VIII/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) | Crisis Management Communication Strategy Report (additional update Harmony Flashmob Choir) |
|  |  |  | c. | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 | Board of Directors' KPI Performance Report for the Second Quarter of 2025 |
|  |  |  | d. | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) | Inorganic Report (Directorate of SBDP) |
|  |  |  | e. | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 | CSS Interim Report for 2026 - 2028 |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 45. | September 2, 2025 | 45/REG/IX/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) | Operational Performance and Revenue Report YtD July 2025 (Closing) |
|  |  |  | c. | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report | Directorate of Network Report |
|  |  |  | d. | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 | Report on Readiness for the Extraordinary GMS 2025 |
|  |  |  | e. | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) | Inorganic Report (Limited) |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ | N/A | N/A | N/A |
| 46. | September 15, 2025 | 46/REG/IX/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report | UTIP & Mansol Completion Progress Report |
|  |  |  | c. | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report | TelkomGroup BoE's 100 Day Program Progress Report |
|  |  |  | d. | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses | Report on the Resolution of Business Transaction Problem between PT Telkom and PT Telkom Akses |
|  |  |  | e. | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report | Special Situation Group: SSI ATM Business Bid Overview & Decision Report |
|  |  |  | f. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  |  |  | g. | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 | Individual KPI Report of Directors and Subsidiaries H2 2025 |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | √ | √ | √ | √ | √ | N/A | √ | √ | √ | N/A | N/A |
| 47. | September 18, 2025 | 47/REG/IX/2025 | a. | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report | Organizational Transition PD Report |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.3 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.5 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.8 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.11 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  | | | b. | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report | 1.4 GHz Frequency Tender Progress Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | √ | √ | N/A | √ | √ | √ | √ | N/A |
| 48. | September 23, 2025 | 48/REG/IX/2025 | a. | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update | SVP Corporate Secretary Update: BoE Agenda Update |
|  |  |  | b. | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention |
|  |  |  | c. | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report | Enhancement B2B Enterprise System Capability (EBESC) Organization and Progress Report |
|  |  |  | d. | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 | CSS Report for 2026 - 2028 |
|  |  |  | e. | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) | Inorganic Report (additional to Project Slingshot Report) |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | √ | √ | N/A | √ | √ | √ | √ | N/A |
| 49. | September 30, 2025 | 49/REG/IX/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off | Inorganic Report: Final approval of InfraCo Spin-off |
|  |  |  | c. | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | √ | √ | N/A | √ | √ | √ | √ | N/A |
| 50. | October 7, 2025 | 50/REG/X/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report | LKPP and PDNS Progress Report |
|  |  |  | c. | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report | Directorate of L&C Organization Report |
|  |  |  | d. | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report | Papua Community Gateway Report |
|  |  |  | e. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | - | √ | √ | N/A | - | √ | √ | √ | N/A |
| 51. | October 14, 2025 | 51/REG/X/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress | EBIS Project Update Report: KDMP Progress and BKPM OSS Progress |
|  |  |  | c. | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program | TowerCo Value Enhancement Program |
|  |  |  | d. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | - | √ | √ | √ | N/A | - | √ | √ | √ | N/A |
| 52. | October 22, 2025 | 52/REG/X/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF | Report on Approval of List of Asset for Transfer to TIF |
|  |  |  | c. | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report | RKAP for 2026 Report |
|  |  |  | d. | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 | KPI of the Board of Directors Collegially in 2026 |
|  |  |  | e. | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 | RAGAB Material Update Report YtD September 2025: Company Performance YtD September 2025 |
|  |  |  | f. | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive) WINS: Market & Program: e.g Product, Sales Deployment, Retention |
|  |  |  | g. | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report |
|  |  |  | h. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  |  |  | i. | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara | Update Report on Strategic Plan Material for State-Owned Enterprises and Subsidiaries for Danantara |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **VY** | **FRD** | **SS** | **NH** | **HC** | **AAS** | **HB** | **WS** | **AK** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | - | √ | N/A | √ | - | √ | √ | N/A |
| 53. | October 28, 2025 | 53/REG/X/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report | EBIS Managed Operation Report |

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[Table of Content](#TOC)

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| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  |  |  | c. | CAM 2026 Report | CAM 2026 Report | CAM 2026 Report | CAM 2026 Report | CAM 2026 Report |
|  | | | d. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 54. | October 30, 2025 | 54/REG/X/2025 | a. | Consolidated Financial Statements for the Third Quarter of 2025 | Consolidated Financial Statements for the Third Quarter of 2025 | Consolidated Financial Statements for the Third Quarter of 2025 | Consolidated Financial Statements for the Third Quarter of 2025 | Consolidated Financial Statements for the Third Quarter of 2025 |
|  |  |  | b. | Earning Call Material Report for Q3 2025 | Earning Call Material Report for Q3 2025 | Earning Call Material Report for Q3 2025 | Earning Call Material Report for Q3 2025 | Earning Call Material Report for Q3 2025 |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 55. | November 12, 2025 | 55/REG/XI/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | Business Transaction Problem Resolution Report for Applications: Online Single Submission BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee | Business Transaction Problem Resolution Report for Applications: Online Single Submission BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee | Business Transaction Problem Resolution Report for Applications: Online Single Submission BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee | Business Transaction Problem Resolution Report for Applications: Online Single Submission BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee | Business Transaction Problem Resolution Report for Applications: Online Single Submission BKPM, MyPertamina Loyalty, MyPertamina Subsidi Tepat, and Logee |
|  |  |  | c. | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report | SKKL SUB-2 Development Report |
|  |  |  | d. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 56. | November 17, 2025 | 56/REG/XI/2025 | a. | Project Falcon Report | Project Falcon Report | Project Falcon Report | Project Falcon Report | Project Falcon Report |
|  |  |  | b. | PD Strategic Planning & RJPP for 2026 - 2030 Update Report | PD Strategic Planning & RJPP for 2026 - 2030 Update Report | PD Strategic Planning & RJPP for 2026 - 2030 Update Report | PD Strategic Planning & RJPP for 2026 - 2030 Update Report | PD Strategic Planning & RJPP for 2026 - 2030 Update Report |
|  |  |  | c. | 3<sup>rd</sup> Submission of RKAP for 2026 Report | 3<sup>rd</sup> Submission of RKAP for 2026 Report | 3<sup>rd</sup> Submission of RKAP for 2026 Report | 3<sup>rd</sup> Submission of RKAP for 2026 Report | 3<sup>rd</sup> Submission of RKAP for 2026 Report |
|  |  |  | d. | Extraordinary General Meeting of Shareholders 2025 Readiness Report | Extraordinary General Meeting of Shareholders 2025 Readiness Report | Extraordinary General Meeting of Shareholders 2025 Readiness Report | Extraordinary General Meeting of Shareholders 2025 Readiness Report | Extraordinary General Meeting of Shareholders 2025 Readiness Report |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 57. | November 25, 2025 | 57/REG/XI/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention | Business Performance (Deep Dive): Market & Program: e.g Product, Sales Deployment, Retention |
|  |  |  | c. | Management Report YtD October 2025 | Management Report YtD October 2025 | Management Report YtD October 2025 | Management Report YtD October 2025 | Management Report YtD October 2025 |
|  |  |  | d. | LKPP and PDNS-1 Management Transfer Report | LKPP and PDNS-1 Management Transfer Report | LKPP and PDNS-1 Management Transfer Report | LKPP and PDNS-1 Management Transfer Report | LKPP and PDNS-1 Management Transfer Report |
|  |  |  | e. | Telkom 3S Satellite Business Cooperation Agreement Report | Telkom 3S Satellite Business Cooperation Agreement Report | Telkom 3S Satellite Business Cooperation Agreement Report | Telkom 3S Satellite Business Cooperation Agreement Report | Telkom 3S Satellite Business Cooperation Agreement Report |
|  |  |  | f. | HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding | HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding | HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding | HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding | HCM Report: Early Retirement and Guiding Principles & Communication Pact Strategic Holding |
|  |  |  | g. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  |  |  | h. | Material Update Report to Komdigi (Limited) | Material Update Report to Komdigi (Limited) | Material Update Report to Komdigi (Limited) | Material Update Report to Komdigi (Limited) | Material Update Report to Komdigi (Limited) |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 58. | December 2, 2025 | 58/REG/XII/2025 | a. | Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney General's Office of the Republic of Indonesia) | Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney General's Office of the Republic of Indonesia) | Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney General's Office of the Republic of Indonesia) | Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney General's Office of the Republic of Indonesia) | Report on the Implementation of Criminal Procedure Code (Sharing Session/Socialization of Criminal Procedure Code by the Deputy Attorney General for General Crimes at the Attorney General's Office of the Republic of Indonesia) |
|  |  |  | b. | Streamlining Subsidiaries - Project Slingshot Report | Streamlining Subsidiaries - Project Slingshot Report | Streamlining Subsidiaries - Project Slingshot Report | Streamlining Subsidiaries - Project Slingshot Report | Streamlining Subsidiaries - Project Slingshot Report |
|  |  |  | c. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **MA** | **FRD** | **HC** | **WS** | **BSDP** |
|  |  |  | √ | N/A | √ | N/A | √ | N/A |
| 59. | December 9, 2025 | 59/REG/XII/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | Report on Settlement of Directorate of Network Waivers | Report on Settlement of Directorate of Network Waivers | Report on Settlement of Directorate of Network Waivers | Report on Settlement of Directorate of Network Waivers | Report on Settlement of Directorate of Network Waivers |
|  |  |  | c. | Telkom - CCSI SUB2 MoU Readiness Report | Telkom - CCSI SUB2 MoU Readiness Report | Telkom - CCSI SUB2 MoU Readiness Report | Telkom - CCSI SUB2 MoU Readiness Report | Telkom - CCSI SUB2 MoU Readiness Report |
|  |  |  | d. | ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara) | ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara) | ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara) | ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara) | ITD Report: Technology Synergy Enablement Plan Report (Telkom & BPI Danantara) |

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[Table of Content](#TOC)

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| | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Date**<br><BORDER_TOP> | **Attendance Decision Number**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP> | **Meeting Agenda**<br><BORDER_TOP>.1 | **Meeting Agenda**<br><BORDER_TOP>.2 | **Meeting Agenda**<br><BORDER_TOP>.4 | **Meeting Agenda**<br><BORDER_TOP>.6 | **Meeting Agenda**<br><BORDER_TOP>.7 | **Meeting Agenda**<br><BORDER_TOP>.9 | **Meeting Agenda**<br><BORDER_TOP>.10 | **Meeting Agenda**<br><BORDER_TOP>.12 |
|  |  |  | e. | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report | Accounts Receivable Write-Off for 2025 Report |
|  |  |  | f. | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report |
|  |  |  | g. | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report | Subsidiaries Streamlining Report |
|  | | | h. | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report | Inorganic Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **FRD** | **NH** | **HC** | **HB** | **WS** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | N/A | √ | √ | N/A |
| 60. | December 19, 2025 | 60/REG/XII/2025 | a. | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS | Report on Settlement of Miscellaneous Overrides at EBIS |
|  |  |  | b. | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD | Report on Completion of Miscellaneous Overrides at ITD |
|  |  |  | c. | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation | Revision Report on PD Procurement and PD Cooperation |
|  |  |  | d. | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report | Individual Directors' KPI for 2026 Proposal Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **FRD** | **NH** | **HC** | **HB** | **WS** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | N/A | N/A | √ | √ |
| 61. | December 23, 2025 | 61/REG/XII/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co | BoD Workshop Result Report: Accelerate B2B ICT Co |
|  |  |  | c. | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report | Individual Directors' KPI for 2026 Report |
|  |  |  | d. | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report | Probis B2B ICT Co Establishment Report |
|  |  |  | e. | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 | Management Performance Report YtD November 2025 |
|  |  |  | f. | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report | Project Slingshot Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **FRD** | **NH** | **HC** | **HB** | **WS** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | N/A | N/A | √ | √ |
| 62. | December 30, 2025 | 62/REG/XII/2025 | a. | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update | CorSec SVP Report: BoE Agenda Update |
|  |  |  | b. | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report | PD Procurement Review Report |
|  |  |  | c. | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report | 4<sup>th</sup> Submission RKAP for 2026 Report |
|  |  |  | d. | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report | TelkomClick 2026 Readiness Report |
|  | **Attendance List** | **Attendance List** | **DS** | **DS** | **MA** | **FRD** | **NH** | **HC** | **HB** | **WS** | **BSDP** |
|  |  |  | √ | √ | N/A | √ | √ | N/A | N/A | √ | √ |

---

Remarks:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **RA** | Ririek Adriansyah | **BSW** | Budi Setyawan Wijaya | **MA** | Muhammad Awaluddin | **HC** | Henry Christiadi |
| **HS** | Heri Supriadi | **AW** | Afriwandi | **VY** | Veranita Yosephine | **AAS** | Arthur Angelo Syailendra |
| **FMV** | FM Venusiana R | **BW** | Bogi Witjaksono | **FRD** | Faizal Rochmad Djoemadi | **WS** | Willy Saelan |
| **HW** | Herlan Wijanarko | **HB** | Honesti Basyir | **SS** | Seno Soemadji | **AK** | Andy Kelana |
| **MFR** | Muhamad Fajrin Rasyid | **DS** | Dian Siswarini | **NH** | Nanang Hendarno | **BSDP** | Budi Satria Dharma Purba |

---

**Recapitulation of the Board of Directors' Attendance at Internal Meeting Period of January - May 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.** | **Name** | **Position** | **Total of Meeting** | **Total of Attendance** | **Percentage of Attendance (%)** |
| 1. | Ririek Adriansyah | President Director | 28  | 27  | 96 |
| 2. | Herlan Wijanarko | Director of Network & IT Solution | 28  | 27  | 96 |
| 3. | Bogi Witjaksono | Director of Wholesale & International Service | 28  | 26  | 93 |
| 4. | FM Venusiana R | Director of Enterprise & Business Service | 28  | 27  | 96 |
| 5. | Heri Supriadi | Director of Finance & Risk Management | 28  | 27  | 96 |
| 6. | Afriwandi | Director of Human Capital Management | 28  | 24  | 86 |
| 7. | Budi Setyawan Wijaya | Director of Strategic Portfolio | 28  | 28  | 100 |
| 8. | Muhamad Fajrin Rasyid | Director of Digital Business | 28  | 26 | 93 |

---

------

[Table of Content](#TOC)

9. Honesti Basyir Director of Group Business Development 28 26 93

**Recapitulation of the Board of Directors' Attendance at Internal Meeting Period of May - December 2025**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Total of Meeting**<br><BORDER_TOP> | **Total of Attendance**<br><BORDER_TOP> | **Percentage of Attendance (%)**<br><BORDER_TOP> |
| 1. | Dian Siswarini | President Director | 34  | 34  | 100 |
| 2. | Muhammad Awaluddin<sup>1)</sup> | Vice President Director | 18 | 18 | 100 |
| 3. | Arthur Angelo Syailendra | Director of Finance & Risk Management | 34  | 29  | 85 |
| 4. | Andy Kelana<sup>2)</sup> | Director of Legal & Compliance | 16  | 16 | 100 |
| 5. | Budi Satria Dharma Purba<sup>4)</sup> | Director of Wholesale & International Service | 1 | 1 | 100 |
| 6. | Faizal Rochmad Djoemadi | Director of IT Digital  | 34  | 33  | 97 |
| 7. | Henry Christiadi<sup>1)</sup> | Director of Human Capital Management | 17 | 17 | 100 |
| 8. | Honesti Basyir<sup>3)</sup> | Director of Wholesale & International Service | 31 | 26 | 84 |
| 9. | Nanang Hendarno | Director of Network | 34 | 34 | 100 |
| 10. | Seno Soemadji | Director of Strategic Business Development & Portfolio | 34  | 29  | 85 |
| 11. | Veranita Yosephine | Director of Enterprise & Business Service  | 34  | 30 | 88 |
| 12. | Willy Saelan<sup>2)</sup> | Director of Human Capital Management | 17  | 17  | 100 |

---

Remarks:

1) Until September 16, 2025.

2) Since September 16, 2025.

3) Until December 12, 2025.

4) Since December 12, 2025.

**BOARD OF DIRECTORS' PERFORMANCE AND IMPLEMENTATION ACTIVITIES**

Throughout 2025, the Board of Directors has carried out the following activities:

---

| | |
|:---|:---|
| **Director of Human Capital Management** | **Director of Human Capital Management** |
| 1. | Focus Group Discussion Forum Human Capital Indonesia (FHCI) - Human Capital Technology & People Analytics (HCTPA) Framework*,* Jakarta (January 23, 2025). |
| 2. | Joint Recruitment of State-Owned Enterprises (February 11, 2025). |
| 3. | *Musyawarah Nasional* (Munas) IX Serikat Karyawan (SEKAR) Telkom with the Minister of Manpower, Jakarta (April 22, 2025). |
| 4. | Telkom Culture Festival, Jakarta (July 16, 2025). |
| 5. | Kick-off PKB XI dan Signing of *Bantuan Kesehatan Masa Pensiun* (BKMP), Bandung (August 1, 2025). |
| 6. | Courtesy Visit with the Minister of Religion, Jakarta (August 5, 2025). |
| 7. | Forum Expert TelkomGroup 2025, Bandung (15 Agustus 2025). |
| 8. | Simposium Riset GPSP S3, Bandung (August 15, 2025). |
| 9. | Focus Group Discussion on Preparation of the National Occupation Map and SKKNI Level in the Indonesian Telecommunication Sector, Jakarta (August 21, 2025). |
| 10. | Public Lecture as Guest Lecturer on Human Resource Management, Jakarta (October 3, 2025). |
| 11. | SOE Human Capital Workshop, Jakarta (November 14, 2025). |
| 12. | Meeting with the Coordinating Minister for Economic Affairs in the context of Working Visit for the College Graduate Internship Program at Telkom, Jakarta (December 2, 2025). |
| 13. | Focus Group Discussion of Serikat Karyawan (SEKAR) with Deputy Minister of Manpower and Director of HCM, "TelkomGroup Restructuring: Business Challenge, Worker Protection, and State Responsibility", Jakarta (December 10, 2025). |

---

------

[Table of Content](#TOC)

14. Launching of Gig Economy Training Program for Gen Z and Soft Launching of AI Open Innovation Challenge, Jakarta (December 18, 2025).

15. ToT Transformation Update, Jakarta (Desember 23, 2025).

---

| | |
|:---|:---|
| **Director of Enterprise & Business Service** | **Director of Enterprise & Business Service** |
| 1. | Business Meeting & Customer Visit: Bank Mandiri. |
| 2. | Business Meeting & Customer Visit: Pertamina. |
| 3. | Attending the launch of Yayasan Padi Kapas Indonesia. |
| 4. | Attending the Narrating the Future: Harmony of Tech and Nature in Nusantara. |
| 5. | Business Meeting & Customer Visit: Paragon. |
| 6. | Business Meeting & Customer Visit: MIND.ID. |
| 7. | Business Meeting & Customer Visit: Regional Secretary of West Java Province. |
| 8. | Fire Briefing Telkom Regional I - V. |
| 9. | Attending Telkomsel Enterprise Solutions Day 2025. |
| 10. | Business Meeting Huawei. |
| 11. | Business Meeting ZTE. |
| 12. | Attending NeutraDC Summit 2025. |
| 13. | Attending BATIC 2025. |
| 14. | Launching TelkomAI. |
| 15. | Business Meeting & Customer Visit: Indomaret. |
| 16. | Business Meeting & Customer Visit: Pertamina Patra Niaga. |
| 17. | Business Meeting & Customer Visit: Garudafood. |
| 18. | Mentor at Kartini Danantara Lead Boldly event: From Within to the Future. |
| 19. | Business Meeting & Customer Visit: BCA. |
| 20. | Business Meeting with the Ministry of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia. |
| 21. | Attending a segment on CNBC Indonesia. |
| 22. | Business Meeting & Customer Visit: Mayora. |
| 23. | Business Meeting & Customer Visit: Kapal Api. |
| 24. | Attending Town Hall Meeting Danantara. |
| 25. | Business Meeting & Customer Visit: KAI. |
| 26. | Business Meeting & Customer Visit: Kalla Group. |
| 27. | Attending *BISA Ngobrol bareng* CEO TelkomGroup & MD Holding Operational Danantara: Transformation Update BOD-1. |

---

---

| | |
|:---|:---|
| **Director of IT Digital** | **Director of IT Digital** |
| 1. | ITD Summit (18 December 18, 2025). |
| 2. | Workshop Accelerate Creation of B2B ICT Co (December 16 - 17, 2025). |
| 3. | Alignment Program 2026 Discussion with BuD & BuS. |
| 4. | PaDi Business Forum & Showcase 2025 (December 10, 2025). |
| 5. | Kick-start Enterprise Architecture consultancy (December 4, 2025). |
| 6. | Launching of IS SMART (December 3, 2025). |
| 7. | Alibaba Cloud Indonesia Customer Appreciation Dinner 2025 (December 3, 2025). |
| 8. | Speaker at Senior Leaders Conference (SLC) CIMB Niaga (November 27, 2025). |
| 9. | BISA *Ngobrol bareng* CEO TelkomGroup & MD Holding Operational Danantara (November 26, 2025). |
| 10. | Detikcom Awards 2025 Reception (November 25, 2025). |
| 11. | ITS Guest Lecturer (November 22, 2025). |
| 12. | Opening ITD+ batch 2.0 (November 21, 2025). |
| 13. | *Ayo Berlari* Road to Earth Mission Mangrove Chapter (November 21, 2025). |
| 14. | Lecturer of Master Program in Information System & Logistic Technology, ULBI (November 21, 2025). |
| 15. | Central Information Commission Public Test Stages (November 19, 2025). |
| 16. | Meeting with Mr. Jon Alaway MD digital solutions - Danantara (19 November 2025). |
| 17. | Danantara's visit to STO Kebayoran (November 18, 2025). |

---

------

[Table of Content](#TOC)

18. Kick-off Autonomous Network Zero Touch Provisioning Connectivity Service (November 18, 2025).

19. FBB Fundamental Issues & Solution with Telkomsel (November 12, 2025).

20. Meeting with MD Strategic Technology Initiatives Danantara (November 11, 2025).

21. Telin Application Integration Discussion (November 11, 2025).

22. Signing of Joint Due Diligence Agreement (Danantara) (November 5, 2025).

23. Workshop & FGD on Subsidiary Arrangement in the Context of Telkom's Agility & Business Optimization after the Enactment of Amendment III and Amendment IV of the State-Owned Enterprises Law (October 31, 2025).

24. Meeting with the Head of the DKV Study Program, Telkom University (November 30, 2025).

25. Speaker at BRIN (October 30, 2025).

26. OSS Townhall (October 28, 2025).

27. Site Visit Telkom University Purwokerto (October 24, 2025).

28. Meeting OSS with BPKM (CEO) (21 October 21, 2025).

29. Laying of the First Stone for Outlet, Warehouse, and Facilities of Cooperative Village/Merah Putih Sub-district (October 17, 2025).

30. ITD Workshop (October 16, 2025).

31. Executive Roundtable on the Regional Cooperation on Technology adn Security - ERIA (October 15, 2025).

32. Meeting with Sesmenko (October 2, 2025).

33. RAPIM TelkomGroup (October 1, 2025).

34. Kick-off Integrated Audit for 2025 (September 30, 2025).

35. Meeting with Minister of Cooperative (September 29, 2025).

36. Meeting with Deputy Minister of Communication and Information Technology and PT INTI (September 27, 2025).

37. Launching of Garuda Spark Innovation Hub (September 27, 2025).

38. Speaker at OJK (September 26, 2025).

---

| | |
|:---|:---|
| **Director of Wholesale & International Service** | **Director of Wholesale & International Service** |
| 1. | Launching of Cable Landing System (CLS) Telin Minahasa, Manado (July 17, 2025). |
| 2. | Launching of NeuCentrIX Balikpapan (October 8, 2025). |
| 3. | Signing of CSA & Termsheet WISA Project InfraCo (October 20, 2025). |
| 4. | NDR USA on Project InfraCo (November 2 - 7, 2025). |
| 5. | NDR Singapore on Project InfraCo (November 19 - 21, 2025). |
| 6. | NDR Indonesia on Project InfraCo (November 24 - 28, 2025). |
| 7. | Launching of NeuCentrIX Jayapura (December 4, 2025). |
| 8. | Signing of InfraCo Project Separation Deed (December 18, 2025). |

---

---

| | |
|:---|:---|
| **Director of Legal & Compliance** | **Director of Legal & Compliance** |
| 1. | Focus Group Discussion: "Streamlining Subsidiaries for Agility & Optimization of Telkom Business" attended by the Head of BPKP RI, Deputy Attorney General for Development of the Attorney General's Office of the Republic of Indonesia, Director of Legal & Compliance Telkom, Director of Strategic Business Development Portfolio Telkom, and Director of Information and Technology Development Telkom on October 30, 2025. |
| 2. | Strengthening of Legal & Compliance function at Telkom Regional 4 on November 14, 2026. |
| 3. | Director of Legal & Compliance was present as a keynote speaker at the activity "Harmonization of Land Governance and Legal Compliance in Management and Handling of TelkomGroup Land Asset Problem" with the Deputy Minister of Agrarian Affairs and Spatial Planning of the Republic of Indonesia on November 28, 2025. |
| 4. | Director of Legal & Compliance handed over social service assistance in the context of 2025 National Christmas celebration in North Maluku on December 17 - 18, 2025. |

---

---

| | |
|:---|:---|
| **Director of Network** | **Director of Network** |
| 1. | Signing of Memorandum of Understanding (MoU) between the Attorney General's Office of the Republic of Indonesia and Telecommunication Operator regarding Installation and Operation of Information Wiretapping Devices and Provision of Telecommunication Information Recording, Jakarta. |
| 2. | Recess Visit of Commission VI of the DPR, Sorong. |

---

------

[Table of Content](#TOC)

3. Escorting the readiness of Indonesian Independence Day at Merdeka Palace and Monas, Jakarta.

4. Joint audience with Regional Government and Pasela Student Alliance, Jakarta.

5. Data Governance Council Meeting, Jakarta.

6. Surveillance of *Audit Mutu Eksternal* (AMEX) 2025, Jakarta.

7. Program Realization of Cost & Transformation (COB-RA), Malang.

8. *Rapat Kepemimpinan* (RAPIM) Network 2025, Jakarta.

9. Speaker at S2 General Lecture Telkom University, Bandung.

10. Inauguration of *Node Consolidation* in NeuCentrIX Pontianak, Pontianak.

11. Cybersecurity Drill, Jakarta.

12. Kick-off management committee IGG, Jakarta.

13. Kick-off Autonomous Network & Autonomus Network Zero touch Provisioning Connectivity Service, Jakarta.

14. Restoration of TelkomGroup Services due to the impact of Sumatera, Aceh, Medan, and West Sumatera Flood Disaster.

15. Signing MoU of SKKL SUB2 Telkom - CCSI.

16. Idea Days Network 2025.

17. Escort of *Posko Siaga NARU* 2025 - 2026.

18. Forum Digital Connectivity 2025.

19. Signing of PKSU T3S.

20. CTO Forum 2025.

---

| | |
|:---|:---|
| **Director of Strategic Business Development & Portfolio** | **Director of Strategic Business Development & Portfolio** |
| 1. | Executive Media Gathering, Jakarta. |
| 2. | Speaker at the Ministry of Political, Legal and Security Affairs Seminar, Bekasi. |
| 3. | Program realization of Cost & Transformation (COB-RA), Malang. |
| 4. | Jury at Swiss Innovation Challenge 2025, Bandung. |
| 5. | Kick-off Integrated Audit for 2025, Jakarta. |
| 6. | RAPIM TelkomGroup II 2025, Jakarta. |
| 7. | Speaker at 2025 Indonesia Economic Summit Forum, Jakarta. |
| 8. | Speaker at Humpus Maritim International Directorship Program, Jakarta. |
| 9. | Speaker at Bahana Corporate Access, Jakarta. |
| 10. | Speaker at AdXelerate Executive Connect, Jakarta. |
| 11. | Speaker at HIPMI - Danantara Indonesia Business Forum 2025, Jakarta. |
| 12. | Signing of CSA and Termsheet WISA Project InfraCo, Jakarta. |
| 13. | Cisco Executive Partner Reception, Jakarta. |
| 14. | Topping Off HDC NeutraDC - Nxera, Batam. |
| 15. | Non-Deal Roadshow, United States of America. |
| 16. | Executive Media Briefing, Jakarta. |
| 17. | Dry Run Nasional InfraCo, Bandung. |
| 18. | Signing of the deed of Spin Off Phase 1 of InfraCo Project to Infranexia, Jakarta. |
| 19. | EGMS approval regarding Spin Off Phase 1 of InfraCo Project, Jakarta. |
| 20. | Visit and CSR at the Flood Disaster Locations in Sumatera, Langkat, and Aceh Tamiang. |
| 21. | Visit to Christmas and New Year 2025 Command Post, Jakarta. |

---

**DECISIONS OF THE BOARD OF DIRECTORS THAT REQUIRE APPROVAL OF THE BOARD OF COMMISSIONERS**

Based on provisions in the Board Manual of the Board of Directors and Board of Commissioners of Telkom, the Board of Directors is required to hold joint meetings with the Board of Commissioners at least once every three months. Every corporate action to be taken by the Board of Directors will be included as an agenda item to be discussed in a joint meeting with the Board of Commissioners, to seek the opinion, consideration, and approval of the Board of Commissioners. The agenda for joint meetings during 2025 can be accessed in this Annual Report under the Board of Commissioners Meeting section.

------

[Table of Content](#TOC)

**IMPROVING THE COMPETENCY OF THE BOARD OF DIRECTORS**

**Policy on Improving the Competency of the Board of Directors**

To support the effectiveness of the Board of Directors in carrying out its duties, members of the Board of Directors are required to regularly participate in relevant, independent, and ongoing training, knowledge development, and certification programs. Telkom provides opportunities for members of the Board of Directors to participate in various educational programs, training, workshops, seminars, conferences, or other similar activities aimed at updating their knowledge and improving their skills. These programs are designed to strengthen the effectiveness of the Board of Directors in carrying out its function.

**Board of Directors' Competency Improvement Activities in 2025**

The following is a list of education and training programs that members of the Board of Directors participate in during 2025:

**Education, Training, Seminar, Conference, and Congress of Telkom's Board of Directors in 2025**

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Program Name**<br><BORDER_TOP> | **Organizer**<br><BORDER_TOP> | **Location and Date**<br><BORDER_TOP> | **Participant**<br><BORDER_TOP> |
| 1. | Danantara Technology Synergy Enablement Workshop | Danantara Indonesia | Jakarta, January 22, 2026 | Director of EBIS, Director of SBDP, and Director of ITD |
| 2. | TelkomGroup's BoE 100 Day Program Workshop | Corporate Secretary | Bandung, May 28 - 29, 2025 | All BoE |
| 3. | ICI 2025 (Internasional Conference on Infrastructure) | Coordinating Ministry for Infrastructure and Regional Development of the Republic of Indonesia | Jakarta, June 11, 2025<br>| International Delegation, Government Institution, Investor, and Private Sector |
| 4. | Team Building BoD TelkomGroup | Corporate Secretary | Bogor, July 25 - 26, 2025 | All BoD |
| 5. | Risk Management Organ for BoD (Pathway 1) | TCUC | Online, July 30 - October 6, 2025 | All BoD |
| 6. | BoD and BoC Telkom Workshop regarding CSS 2026 - 2028 | Telkom | Jakarta, August 14, 2025 | All BoE |
| 7. | BATIC 2025 | Telin | Bali, August 26 - 29, 2025 | Operator Global, Vendor, Tech Partner, and Regulator |
| 8. | Qualified Risk Governance Professional (QRGP) | Telkom Corporate University | Bandung, September 17, 2025 | All BoD |
| 9. | Qualified Risk Governance Professional (QRGP) | LSP-MKS | Online, November 5, 2025 | All BoD |
| 10. | Qualified Risk Governance Professional (QRGP) | LSP Mitra Kalyana Sejahtera | Jakarta, November 10, 2025 | Director of Legal & Compliance |
| 11. | E-Learning of *Penguatan Integritas* | Telkom Corporate University | Bandung, November 17, 2025 | All BoD |
| 12. | Executive Leadership Development Program BoD & BoD-1 | Human Talent Development | Telkom Corporate University, December 18 - 19, 2025 | All BoD |
| 13. | Executive Leadership Development Program BoD & BoD-1 | Human Talent Development (Telkom Corporate University) | Bandung, December 18 - 19, 2025 | All BoD and BoD-1 |
| 14. | Executive Leadership Development Program BoD & BoD-1 | Human Talent Development (Telkom Corporate University) | Offline, December 18 - 19, 2025 | Director of WINS, Director of HCM, BP1 WINS, and BP1 HCM |

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[Table of Content](#TOC)

**BOARD OF DIRECTORS' SELF-ASSESSMENT POLICY**

Based on Joint Regulation of the Board of Commissioners and Board of Directors No. 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Board of Directors (Board Manual) of the State-Owned Company (Persero) PT Telekomunikasi Indonesia Tbk, a self-assessment policy is implemented to evaluate the performance of the Board of Directors. The assessment is carried out by each member of the Board of Directors by assessing the performance of the Board of Directors collectively, rather than individually. This policy is a form of accountability for the performance assessment of the Board of Directors, so that each member is expected to contribute to improving the performance of the Board of Directors on an ongoing basis. More detailed information about the Board of Directors' self-assessment policy can be found on the Telkom website under the GCG menu - Work Guidelines for the Board of Directors and Board of Commissioners.

**Results of Collegial Performance Assessment of the Board of Directors**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **KPI**<br><BORDER_TOP> | **Unit**<br><BORDER_TOP> | **Target**<br><BORDER_TOP> | **Direction**<br><BORDER_TOP> | **Weight**<br><BORDER_TOP> |
| A. Economic and Social Value for Indonesia  | A. Economic and Social Value for Indonesia  |  |  |  |  |
| 1. | **Financial Performance** |  |  |  |  |
| 1. | a. Revenue Consolidated | T Rp | 156.22 | Maximize | 3 |
| 1. | b. EBITDA Consolidated | T Rp | 83.96 | Maximize | 6 |
| 1. | c. EBITDA Telkomsel | T Rp | 54.74 | Maximize | 4 |
| 2. | **Operating Cash Capability and Economic Value Added** |  |  |  |  |
| 2. | a. Free Cash Flow | T Rp | 34.23 | Maximize | 5 |
| 2. | b. ROIC ≥ WACC | % | 6.2 | Maximize | 5 |
| 3. | **Funding Debt Ratio** | % | 100 | Maximize | 5 |
| 4. | **Operational Excellence** |  |  |  |  |
| 4. | a. Home Served/Home Passed | % | 45.5 | Maximize | 4 |
| 4. | b. CAPEX to Revenue  | % | 28.7 | Maximize | 4 |
| 4. | c. Mobile Data Revenue Share | % | 48.38 | Maximize | 4 |
| 5. | **Social Impact** | % | 100 | Maximize | 5 |
| B. Business Model Innovation | B. Business Model Innovation |  |  |  |  |
| 6. | **External Revenue** |  |  |  |  |
| 6. | a. B2B Digital  | T Rp | 17.46 | Maximize | 5 |
| 6. | b. B2C Digital | T Rp | 11.19 | Maximize | 5 |
| 7. | **TMT Cluster Synergy**: Effectiveness of Telkom synergy with cluster members (PFN, Peruri, Antara) | Time | Dec 2023 | Maximize | 5 |
| C. Technology Leadership | C. Technology Leadership |  |  |  |  |
| 8. | **Project Milestone Completion for Planned 5G Initiatives**: Infrastructure preparation to support 5G | Total | 16 | Maximize | 2 |
| 9 | **5G Readiness**: % Fiber connected tower, number of use case piloting, and 5G implementation city (strengthening 5G implementation) | % | 100 | Maximize | 3 |
| D. Increased Investment | D. Increased Investment |  |  |  |  |
| 10. | **Telkom Digital Venture:**  |  |  |  |  |
| 10. | a. Telkom Venture Fund Value  | T Rp | 9.06 | Maximize | 3 |
| 10. | b. Money Multiplier | x | 1.3 | Maximize | 3 |
| 11. | **Telkom MPF Effectiveness:** Implementation of Winter Strategy for startup and potential unicorn | Time | Dec 2023 | Maximize | 3 |
| 12. | **Effectiveness of Value Creation** |  |  |  |  |
| 12. | a. Subs with ROIC > WACC | % | 50 | Maximize | 3 |
| 12. | b. Streamlining Program Effectiveness | % | 100 | Maximize | 3 |
| 13. | **Data Center** |  |  |  |  |
| 13. | a. Strategic Partnership | Time | Jun 23 | Maximize | 3 |
| 13. | b. Capacity Expansion | % | 100 | Maximize | 2 |
| E. Talent Development | E. Talent Development |  |  |  |  |
| 14. | **Female Talent and Millennial Talent** |  |  |  |  |
| 14. | a. Female Ratio in Nominated Talent | % | 18 | Maximize | 5 |
| 14. |  |  |  |  |  |

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[Table of Content](#TOC)

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **KPI**<br><BORDER_TOP> | **Unit**<br><BORDER_TOP> | **Target**<br><BORDER_TOP> | **Direction**<br><BORDER_TOP> | **Weight**<br><BORDER_TOP> |
| | b. Young Top Talent Ratio in Nominated Talent | % | 6 | Maximize | 5 |
| 15. | **Digital Capability Readiness (Build)** | Talent | 2500 | Maximize | 5 |
| **Total** | **Total** | **Total** | **Total** | **Total** | **100** |

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**COMMITTEES UNDER THE BOARD OF DIRECTORS**

The Board of Directors has established an Executive Committee through PT Telkom Indonesia (Persero) Tbk. Company Regulation Number: PD.608.00/r.02/HK.000/COP-D0030000/2014 regarding Executive Committee. Executive Committee assists the Board of Directors in decision-making in accordance with Company Regulations. Executive Committee is formed by the Board of Directors, consisting of 2 (two) or more Directors, and is authorized to decide/approve policies, Company Regulations, or certain transactions.

It has the authority to decide or approve policies, Company Regulations, or certain transactions in accordance with the objectives of the Committee. The following is the formation of Executive Committee based on its objective authority:

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **1.** | **Investment Committee** | **Investment Committee** | **Investment Committee** | **Investment Committee** | **Investment Committee** |
|  | This committee was formed to assist the Board of Directors in approving investment program to be implemented and evaluating investment program that have been implemented. Investment Committee consists of the following members: | This committee was formed to assist the Board of Directors in approving investment program to be implemented and evaluating investment program that have been implemented. Investment Committee consists of the following members: | This committee was formed to assist the Board of Directors in approving investment program to be implemented and evaluating investment program that have been implemented. Investment Committee consists of the following members: | This committee was formed to assist the Board of Directors in approving investment program to be implemented and evaluating investment program that have been implemented. Investment Committee consists of the following members: | This committee was formed to assist the Board of Directors in approving investment program to be implemented and evaluating investment program that have been implemented. Investment Committee consists of the following members: |
|  | Chairman | Chairman | Chairman | Director of Finance & Risk Management. | Director of Finance & Risk Management. |
|  | Members | Members | Members | a. | Director of Strategic Portfolio; |
|  |  |  |  | b. | Director of Network & IT Solution; and |
|  |  |  |  | c. | Director of relevant business (Director of Enterprise & Business Service or Director of Wholesale & International Service). |
|  | Working Group | Working Group | Working Group | a. | VP in charge of Management Accounting function; |
|  |  |  |  | b. | VP in charge of Infrastructure Planning Policy function; |
|  |  |  |  | c. | VP in charge of Product Management function; |
|  |  |  |  | d. | VP in charge of Corporate Strategic Planning function; |
|  |  |  |  | f. | VP in charge of Risk Management function; |
|  |  |  |  | g. | VP in charge of Supply Planning & Control function; and |
|  |  |  |  | h. | An executive at VP level is required. |
| **2.** | **Subsidiary Management Committee** | **Subsidiary Management Committee** | **Subsidiary Management Committee** | **Subsidiary Management Committee** | **Subsidiary Management Committee** |
|  | This committee assists the company's Board of Directors to give approval and determine work plans, directions, and policies related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom's approval for the corporate action plan to be implemented by Telkom subsidiaries.<br>The composition of Subsidiary Management Committee consists of: | This committee assists the company's Board of Directors to give approval and determine work plans, directions, and policies related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom's approval for the corporate action plan to be implemented by Telkom subsidiaries.<br>The composition of Subsidiary Management Committee consists of: | This committee assists the company's Board of Directors to give approval and determine work plans, directions, and policies related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom's approval for the corporate action plan to be implemented by Telkom subsidiaries.<br>The composition of Subsidiary Management Committee consists of: | This committee assists the company's Board of Directors to give approval and determine work plans, directions, and policies related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom's approval for the corporate action plan to be implemented by Telkom subsidiaries.<br>The composition of Subsidiary Management Committee consists of: | This committee assists the company's Board of Directors to give approval and determine work plans, directions, and policies related to business management and risk management in Telkom subsidiaries, as well as other matters that require Telkom's approval for the corporate action plan to be implemented by Telkom subsidiaries.<br>The composition of Subsidiary Management Committee consists of: |
|  | Chairman | Chairman | Chairman | Director of Finance & Risk Management. | Director of Finance & Risk Management. |
|  | Members | Members | Members | a. | Director of Strategic Portfolio; and |
|  |  |  |  | b. | Other Directors as necessary for the management of subsidiaries. |
|  | Working Group | Working Group | Working Group | a. | VP in charge of Subsidiary Performance (Management Accounting) or VP in charge of Strategic Business Development; |
|  |  |  |  | b. | VP in charge of Corporate Strategic Planning function; |
|  |  |  |  | c. | VP in charge of Legal & Compliance function; |
|  |  |  |  | d. | VP in charge of Financial Logistic Policy function; and |
|  |  |  |  | e. | An executive at VP level is required. |
| **3.** | **3.** | **Risk, Compliance, and Revenue Assurance Committee** | **Risk, Compliance, and Revenue Assurance Committee** | **Risk, Compliance, and Revenue Assurance Committee** | **Risk, Compliance, and Revenue Assurance Committee** |
|  |  | The establishment of Risk, Compliance, and Revenue Assurance Committee serves to assist the Board of Directors in the following objectives: | The establishment of Risk, Compliance, and Revenue Assurance Committee serves to assist the Board of Directors in the following objectives: | The establishment of Risk, Compliance, and Revenue Assurance Committee serves to assist the Board of Directors in the following objectives: | The establishment of Risk, Compliance, and Revenue Assurance Committee serves to assist the Board of Directors in the following objectives: |
|  |  | a. | Determine risk profile & mitigate risks that need to be considered by all Board of Directors. | Determine risk profile & mitigate risks that need to be considered by all Board of Directors. | Determine risk profile & mitigate risks that need to be considered by all Board of Directors. |
|  |  | b. | Formulate and establish GCG policies. | Formulate and establish GCG policies. | Formulate and establish GCG policies. |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
|  | c. | Oversee the effectiveness of Revenue Assurance process, including the establishment of preventive measures and remediation of potential leaks. | Oversee the effectiveness of Revenue Assurance process, including the establishment of preventive measures and remediation of potential leaks. | Oversee the effectiveness of Revenue Assurance process, including the establishment of preventive measures and remediation of potential leaks. |
|  | d. | Formulate and implement policies carried out in the framework: elimination of inefficient business processes, strengthening internal control and risk mitigation as well as policies related to risk management and compliance. | Formulate and implement policies carried out in the framework: elimination of inefficient business processes, strengthening internal control and risk mitigation as well as policies related to risk management and compliance. | Formulate and implement policies carried out in the framework: elimination of inefficient business processes, strengthening internal control and risk mitigation as well as policies related to risk management and compliance. |
|  | e. | Establish decision recommendations on dispute resolution, which requires the approval of the Board of Directors. | Establish decision recommendations on dispute resolution, which requires the approval of the Board of Directors. | Establish decision recommendations on dispute resolution, which requires the approval of the Board of Directors. |
|  | f. | Conduct a review of the implementation of GCG, compliance and enforcement of business ethics. | Conduct a review of the implementation of GCG, compliance and enforcement of business ethics. | Conduct a review of the implementation of GCG, compliance and enforcement of business ethics. |
|  | Composition of the Risk, Compliance and Revenue Assurance Committee consists of: | Composition of the Risk, Compliance and Revenue Assurance Committee consists of: | Composition of the Risk, Compliance and Revenue Assurance Committee consists of: | Composition of the Risk, Compliance and Revenue Assurance Committee consists of: |
|  | Chairman | Chairman | Director of Finance & Risk Management. | Director of Finance & Risk Management. |
|  | Members | Members | a. | Director of Strategic Portfolio; |
|  |  |  | b. | Director of Human Capital; and |
|  |  |  | c. | Other directors related to subject matter of the Committee's decision. |
|  | Working Group | Working Group | a. | VP in charge of Risk Management function; |
|  |  |  | b. | VP in charge of Compliance, Risk Management and General Affairs function; |
|  |  |  | c. | The position that heads Internal Audit function; |
|  |  |  | d. | VP in charge of Corporate Strategic Planning function; |
|  |  |  | e. | VP in charge of Risk Management function; |
|  |  |  | f. | VP in charge of Supply Planning & Control function; and |
|  |  |  | g. | An executive at VP level is required. |
| **4.** | **Disclosure Committee** | **Disclosure Committee** | **Disclosure Committee** | **Disclosure Committee** |
|  | In managing disclosure to be submitted by the company, Disclosure Committee helps to decide or approve in relation to: | In managing disclosure to be submitted by the company, Disclosure Committee helps to decide or approve in relation to: | In managing disclosure to be submitted by the company, Disclosure Committee helps to decide or approve in relation to: | In managing disclosure to be submitted by the company, Disclosure Committee helps to decide or approve in relation to: |
|  | a. | Approve the disclosure of information that contains elements of projections regarding operations, financial conditions, financial performance, and matters of a financial and statistical nature. | Approve the disclosure of information that contains elements of projections regarding operations, financial conditions, financial performance, and matters of a financial and statistical nature. | Approve the disclosure of information that contains elements of projections regarding operations, financial conditions, financial performance, and matters of a financial and statistical nature. |
|  | b. | Determine level of materiality of the disclosure of information and ensure that the material information submitted has been disclosed in complete, accurate, consistent and in accordance with applicable rules. | Determine level of materiality of the disclosure of information and ensure that the material information submitted has been disclosed in complete, accurate, consistent and in accordance with applicable rules. | Determine level of materiality of the disclosure of information and ensure that the material information submitted has been disclosed in complete, accurate, consistent and in accordance with applicable rules. |
|  | c. | Discuss internal audit report. | Discuss internal audit report. | Discuss internal audit report. |
|  | d. | Provide recommendations and/or letters of representation to the Approver to certify/approve a disclosure that will be issued to external parties. | Provide recommendations and/or letters of representation to the Approver to certify/approve a disclosure that will be issued to external parties. | Provide recommendations and/or letters of representation to the Approver to certify/approve a disclosure that will be issued to external parties. |
|  | e. | Other objects of authority are regulated in more detail in the Company Regulation on Disclosure Guidelines. | Other objects of authority are regulated in more detail in the Company Regulation on Disclosure Guidelines. | Other objects of authority are regulated in more detail in the Company Regulation on Disclosure Guidelines. |
|  | The composition of the Disclosure Committee consists of: | The composition of the Disclosure Committee consists of: | The composition of the Disclosure Committee consists of: | The composition of the Disclosure Committee consists of: |
|  | Chairman | Director of Finance & Risk Management. | Director of Finance & Risk Management. | Director of Finance & Risk Management. |
|  | Members | a. | a. | Director of Strategic Portfolio; and |
|  |  | b. | b. | Other Directors related to the subject matter of the Committee's decision. |
|  | Working Group | a. | a. | VP in charge of Financial Accounting function or VP in charge of Enterprise Management function or VP in charge of Investor Relations function (in accordance with the material discussed); and |
|  |  | b. | b. | An executive at VP level is required in accordance with the Disclosure material discussed. |
| **5.** | **Procurement Committee** | **Procurement Committee** | **Procurement Committee** | **Procurement Committee** |
|  | Procurement Committee has the authority to give approval to procurement with the value that has been determined by the applicable logistic policy, including approval and determination related to the determination of the winner according to the applicable procurement policy, and the determination of HPS. The composition of the Procurement Committee consists of: | Procurement Committee has the authority to give approval to procurement with the value that has been determined by the applicable logistic policy, including approval and determination related to the determination of the winner according to the applicable procurement policy, and the determination of HPS. The composition of the Procurement Committee consists of: | Procurement Committee has the authority to give approval to procurement with the value that has been determined by the applicable logistic policy, including approval and determination related to the determination of the winner according to the applicable procurement policy, and the determination of HPS. The composition of the Procurement Committee consists of: | Procurement Committee has the authority to give approval to procurement with the value that has been determined by the applicable logistic policy, including approval and determination related to the determination of the winner according to the applicable procurement policy, and the determination of HPS. The composition of the Procurement Committee consists of: |
|  | Chairman | Director of Finance & Risk Management. | Director of Finance & Risk Management. | Director of Finance & Risk Management. |
|  | Members | a. | a. | Director of Strategic Portfolio; |
|  |  | b. | b. | Director of Network & IT Solution; and |
|  |  | c. | c. | Director of relevant business (Director of Enterprise & Business Service or Director of Wholesale & International Service). |
|  | Working Group | a. | a. | VP in charge of Supply Planning & Control function; |
|  |  | b. | b. | Head in charge of Compliance Risk Management & General Affair function; |

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[Table of Content](#TOC)

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| | | | |
|:---|:---|:---|:---|
|  |  | c. | SGM in charge of Supply Center; |
|  |  | d. | VP in charge of Legal & Compliance function; |
|  |  | e. | VP in charge of Infrastructure Planning Policy function; and |
|  |  | f. | An executive at VP level is required. |
| **6.** | **Pricing Committee** | **Pricing Committee** | **Pricing Committee** |
|  | This committee has the task of ensuring pricing strategy of Telkom/TelkomGroup products in accordance with the company's strategy, competitive product prices and periodic pricing review, as well as supervising and evaluating the implementation of single point margin in TelkomGroup. Composition of Pricing Committee consists of: | This committee has the task of ensuring pricing strategy of Telkom/TelkomGroup products in accordance with the company's strategy, competitive product prices and periodic pricing review, as well as supervising and evaluating the implementation of single point margin in TelkomGroup. Composition of Pricing Committee consists of: | This committee has the task of ensuring pricing strategy of Telkom/TelkomGroup products in accordance with the company's strategy, competitive product prices and periodic pricing review, as well as supervising and evaluating the implementation of single point margin in TelkomGroup. Composition of Pricing Committee consists of: |
|  | Chairman | Director in charge of Enterprise & Business function. | Director in charge of Enterprise & Business function. |
|  | Members | a. | Director of Strategic Portfolio; |
|  |  | b. | Director of Network, & IT Solution; |
|  |  | c. | Director of Enterprise & Business Service; |
|  |  | d. | Director of Wholesale & International Service; |
|  |  | e. | Director in charge of related business field. |
|  | Working Group | a. | VP in charge of Enterprise Management function; |
|  |  | b. | VP in charge of Enterprise Business & Strategic function; |
|  |  | c. | VP in charge of Enterprise Service function; |
|  |  | d. | VP in charge of Business Service function; |
|  |  | e. | VP in charge of Wholesale & International Development function; |
|  |  | f. | VP in charge of Marketing & Sales function; |
|  |  | g. | VP in charge of Innovation Strategy and Synergy function; |
|  |  | h. | VP in charge of Management Accounting function; |
|  |  | i. | VP in charge of Tariff Preparation function; and |
|  |  | j. | An executive at VP level is required in accordance with the Disclosure material discussed. |

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**BOARD OF DIRECTORS' PERFORMANCE ASSESSMENT**

One of the measuring tools used to assess the performance of the Board of Directors is Key Performance Indicator (KPI) which is compiled based on Regulation of the Minister of SOE Number PER-3/MBU/03/2023 dated March 20, 2023 regarding Organ and Human Resource of State-Owned Enterprises, which stipulates:

1. Obligation to sign Management Contract by the Board of Directors. Management Contract contains a promise or statement of a prospective member of the Board of Directors, namely if appointed/re-appointed as a member of the Board of Directors, promises, among other things, that it will meet all targets set by the GMS/Minister, including KPI that have been previously set, and apply the principles of Good Corporate Governance.

2. Performance appraisals based on KPI are determined collegially for the President Director, and individually for each member of the Board of Directors.

3. The determination of five perspectives in the preparation of KPI of the Board of Directors collegially, namely:

a. Economic and social value for Indonesia;

b. Business model innovation;

c. Technology leadership;

d. Increase in investment; and

e. Talent development.

At the end of each third quarter, Minister of State-Owned Enterprises, as the holder of Series A Dwiwarna shares, submits a shareholder aspiration letter containing strategic and tactical direction, performance target, risk management policy, and KPI parameters that can be selected as component of the Board of Directors' KPI on a collegial and individual basis. The achievement of the Board of Directors' KPI is calculated collectively and individually and reviewed by Public Accounting Firm (KAP) that audit Telkom's Financial Statements.

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[Table of Content](#TOC)

The achievement of KPI of the Board of Directors is calculated collegial and individually and reviewed by the Public Accounting Firm (KAP) that audit Telkom's Financial Statements. Along with Telkom's commitment to manage ESG aspects in its business value chain, the company has also set Key Performance Indicator in the ESG aspect category, including:

1. Environmental aspect, reflected in TJSL effectiveness parameter and ITDRI research effectiveness;

2. Social aspect, as seen from the total of parameter shareholder return and social impact; and

3. Governance aspect, reflected in the risk maturity index parameter, effectiveness of the 2023 Financial Statements, and procurement excellence.

In addition, based on the Joint Resolution of the Board of Commissioners and Board of Directors No. 05/KEP/DK/2022 and PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Directors (Board Manual) of the Company (Persero) PT Telekomunikasi Indonesia Tbk, Telkom implements a self-assessment policy to assess the performance of the Board of Directors. The assessment is carried out by each member of the Board of Directors by assessing the performance of the Board of Directors collegially, not individual performance assessment. This policy is a form of accountability for the performance assessment of the Board of Directors, so that it is hoped that each member can contribute to improving the performance of the Board of Directors on an ongoing basis. More complete information about the Board of Directors' self-assessment policy can be found on the Telkom website on the GCG menu – Work Guidelines for the Board of Directors and Board of Commissioners.

**AFFILIATE RELATIONSHIP BETWEEN THE BOARD OF DIRECTORS AND THE BOARD OF COMMISSIONERS**

The Board of Commissioners and the Board of Directors of Telkom are prohibited from having an affiliate relationship between fellow members of the Board of Commissioners, fellow members of the Board of Directors, between the Board of Directors and the Board of Commissioners, or with shareholders, in accordance with the provisions of Law No. 40 of 2007 regarding Limited Liability Companies, as well as the provisions of TelkomGroup's affiliate relationship submitted in the form of an Official Memorandum of the President Director Number: C.Tel.02/HK 000/TEL-00000000/2021 regarding Temporary Procedures for Affiliate Transaction and Collision Transaction TelkomGroup's interest. This provision aims to avoid conflicts of interest, so that the Board of Commissioners and the Board of Directors can make objective decisions that do not harm Telkom's interest.

The table below shows the family relationship between members of the Board of Commissioners and fellow members of the Board of Commissioners, members of the Board of Directors, and/or Major shareholders/controllers:

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| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| ('**Name**<br>', '**Name**<br>', '**Name**<br>') | ('**Position**<br>', '**Position**<br>', '**Position**<br>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Commissioners**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Commissioners**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Directors**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Directors**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Major Shareholder/**<br>**Controlling**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Major Shareholder/**<br>**Controlling**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') |
| **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** | **Board of Commissioners** |
| Angga Raka Prabowo | President Commissioner | - | √ | - | √ | - | √ |
| Ossy Dermawan | Commissioner | - | √ | - | √ | - | √ |
| Rionald Silaban | Commissioner | - | √ | - | √ | - | √ |
| Rizal Malarangeng | Commissioner | - | √ | - | √ | - | √ |
| Silmy Karim | Commissioner | - | √ | - | √ | - | √ |
| Deswandhy Agusman | Independent Commissioner | - | √ | - | √ | - | √ |
| Ira Noviarti | Independent Commissioner | - | √ | - | √ | - | √ |
| Rofikoh Rokhim | Independent Commissioner | - | √ | - | √ | - | √ |
| **Board of Directors** | **Board of Directors** | **Board of Directors** | **Board of Directors** | **Board of Directors** | **Board of Directors** | **Board of Directors** | **Board of Directors** |
| Dian Siswarini  | President Director | - | √ | - | √ | - | √ |
| Arthur Angelo Syailendra | Director of Finance & Risk Management | - | √ | - | √ | - | √ |

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[Table of Content](#TOC)

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| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| ('**Name**<br><BORDER_TOP>', '**Name**<br><BORDER_TOP>', '**Name**<br><BORDER_TOP>') | ('**Position**<br><BORDER_TOP>', '**Position**<br><BORDER_TOP>', '**Position**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Commissioners**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Commissioners**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Directors**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Board of Directors**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Major Shareholder/**<br>**Controlling**<br><BORDER_TOP>', '**Yes**<br><BORDER_TOP>') | ('**Affiliate Relationship**<br><BORDER_TOP>', '**Major Shareholder/**<br>**Controlling**<br><BORDER_TOP>', '**No**<br><BORDER_TOP>') |
| Veranita Yosephine | Director of Enterprise & Business Service  | - | √ | - | √ | - | √ |
| Nanang Hendarno | Director of Network | - | √ | - | √ | - | √ |
| Seno Soemadji | Director of Strategic Business Development & Portfolio  | - | √ | - | √ | - | √ |
| Faizal Rochmad Djoemadi | Director of IT Digital | - | √ | - | √ | - | √ |
| Willy Saelan | Director of Human Capital Management | - | √ | - | √ | - | √ |
| Budi Satria Dharma Purba | Director of Wholesale & International Service | - | √ | - | √ | - | √ |
| Andy Kelana | Director of Legal & Compliance | - | √ | - | √ | - | √ |

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[Table of Content](#TOC)

**NOMINATION AND** **REMUNERATION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS**

**POLICY AND IMPLEMENTATION OF THE BOARD OF DIRECTORS' SUCCESSION**

Succession mechanism for the Board of Directors of State-Owned Enterprises is regulated in Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 regarding Organ and Human Resource of State-Owned Enterprises. Based on Regulation of the Minister of State-Owned Enterprises, the Board of Directors of State-Owned Enterprises submit a List of Selected Talent to the Board of Commissioners, which is then based on evaluation of the List of Selected Talent conducted by the Board of Commissioners with the assistance of Committee for Nomination and Remuneration (KNR) for the incumbent Directors, the Board of Commissioners will send the result of evaluation as Nominated Talent to the Head of Telecommunication and Media Service Cluster which in the 2025 period is held by the President Commissioner of PT Telekomunikasi Indonesia (Persero) Tbk. Furthermore, the Head of Telecommunication and Media Service Cluster submits the List of Nominated Talent from all members of the Telecommunication and Media Service Cluster to the Minister of State-Owned Enterprises.

KNR with reference to the Work Implementation Guidelines (Charter) of Committee for Nomination and Remuneration, preparation of which is guided by Regulation of the Minister of State-Owned Enterprises above, in the succession process of the Board of Directors of State-Owned Enterprises carry out the following matters:

1. Conducting periodic review of the Company's Talent Management System and monitoring and evaluating its implementation.

2. Conducting an evaluation of the talent classification system and procedures carried out by the Board of Directors.

3. Conducting validation and calibration the talent proposed by the Board of Directors to the Board of Commissioners (selected talent) to produce a list of talent to be nominated by the Board of Commissioners (nominated talent) to be proposed in the GMS/Series A Dwiwarna shareholder (SOE Regulatory Body) and the largest Series B Shareholder (Danantara).

4. Providing recommendation to the Board of Commissioners to be submitted to the Series A Dwiwarna shareholder and the largest Series B shareholder regarding composition proposal for the position of the members of the Company's Board of Directors.

5. Developing policy and criteria required in the nomination process for prospective member of the Board of Directors.

**REMUNERATION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS**

Remuneration for members of Telkom's Board of Commissioners and Board of Directors is determined in accordance with Regulation of the Ministry of State-Owned Enterprises Number PER-3/MBU/03/2023 regarding State-Owned Enterprises Organ and Human Resource and later followed up with Resolution of the Board of Commissioners Number 03/KEP/DK/2024 regarding Income of Members of the Board of Directors and Board of Commissioners.

In accordance with the aforementioned provisions and with reference to Danantara Letter No. S-063/DI-BP/VII/2025 dated July 30, 2025, regarding Granting of Bonuses, Incentives, and/or Other Forms of Income to the Board of Directors and Board of Commissioners of State-Owned Enterprises and Subsidiaries of State-Owned Enterprises, the remuneration of the Board of Commissioners consists of the following components:

1. Honorarium

2. Allowances, which consist of:

a. Holiday allowance;

b. Transportation allowance; and

c. Retirement insurance.

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3. Facilities, which consist of:

a. Health facility; and

b. Legal facility.

Meanwhile, remuneration for the Board of Directors consists of the following components:

1. Honorarium.

2. Allowances, which consist of:

a. Holiday allowance;

b. Transportation allowance; and

c. Retirement insurance.

3. Facilities, which consist of:

a. Health facility

b. Transportation facility; and

c. Legal facility.

In Regulation of the Ministry of State-Owned Enterprises No. PER-3/MBU/03/2023 regarding Organizational Structure and Human Resources of State-Owned Enterprises, as mentioned above, also contains provisions regarding the deferral of a portion of performance bonuses and the granting of Long-Term Incentives (LTI) to the Board of Directors and the Board of Commissioners.

**Procedure and Mechanism for Remuneration of the Board of Commissioners and the Board of Directors**

![Graphic](tmb-20260512x6k036.jpg)

Procedure for proposing and determining the remuneration of Telkom Board of Commissioners and Directors is as follows:

1. The Board of Commissioners requests the KNR to draft a remuneration proposal for the Board of Commissioners and the Board of Directors.

2. If needed, Committee for Nomination and Remuneration can request an independent party to draw up a framework on the remuneration of the Board of Commissioner and the Board of Directors.

3. Committee for Nomination and Remuneration proposes the remuneration framework referred to the Board of Commissioners.

4. The Board of Commissioners proposes remuneration for members of the Board of Commissioners and the Board of Directors to the General Meeting of Shareholders/the Minister of State-Owned Enterprises.

5. GMS can give authority and power to the Board of Commissioners, with the prior approval of Series A Dwiwarna shareholder to determine the remuneration for Board of Commissioners and the Board of Directors.

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**Remuneration of the Board of Commissioners in 2025**

Total remuneration paid by Telkom to all members of the Board of Commissioners, both those serving in the 2025 period and those serving in the previous period, reached Rp23,766,274,451. The following table presents the details of the Board of Commissioners' remuneration for 2025:

**Board of Commissioners' Recapitulation of Remuneration in 2025**

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **No.** | **Board of Commissioners** | **Position** | **Salary** | **Religious Holiday Allowance (THR)** | **Transportation Allowance** | **Tantiem for 2025 Financial Year** | **Total** |
| 1. | Bambang Permadi Soemantri Brodjonegoro<sup>1)</sup> | President Commissioner/ Independent Commissioner | 799200000 | 199800000 | 159840000 | - | 1158840000 |
| 2. | Wawan Iriawan<sup>1)</sup> | Independent Commissioner | 899100000 | 179820000 | 179820000 | - | 1258740000 |
| 3. | Bono Daru Adji<sup>1)</sup> | Independent Commissioner | 899100000 | 179820000 | 179820000 | - | 1258740000 |
| 4. | Arya Mahendra Sinulingga<sup>1)</sup> | Commissioner | 899100000 | 179820000 | 179820000 | - | 1258740000 |
| 5. | Isa Rachmatarwata<sup>1)</sup> | Commissioner | 899100000 | 179820000 | 179820000 | - | 1258740000 |
| 6. | Marcelino Rumambo Pandin<sup>1)</sup> | Commissioner | 899100000 | 179820000 | 179820000 | - | 1258740000 |
| 7. | Ismail<sup>3)</sup> | Commissioner | 1618380000 | 179820000 | 323676000 | - | 2121876000 |
| 8. | Silmy Karim | Commissioner | 2157840000 | 179820000 | 431568000 | - | 2769228000 |
| 9. | Rizal Malarangeng | Commissioner | 2157840000 | 179820000 | 431568000 | - | 2769228000 |
| 10. | Angga Raka Prabowo<sup>2)</sup> | President Commissioner | 1430825806 | - | 286165161 | - | 1716990968 |
| 11. | Ossy Dermawan<sup>2)</sup> | Commissioner | 1287743226 | - | 257548645 | - | 1545291871 |
| 12. | Rionald Silaban<sup>2)</sup> | Commissioner | 1287743226 | - | 257548645 | - | 1545291871 |
| 13. | Yohanes Surya<sup>5)</sup> | Independent Commissioner | 1171730323 | - | 234346064 | - | 1406076387 |
| 14. | Deswandhy Agusman<sup>2)</sup> | Independent Commissioner | 1287743226 | - | 257548645 | - | 1545291871 |
| 15. | Ira Noviarti<sup>4)</sup> | Independent Commissioner | 629370000 | - | 125874000 | - | 755244000 |
| 16. | Rofikoh Rokhim<sup>6)</sup> | Independent Commissioner | 116012903 | - | 23202581 | - | 139215484 |
| **Total** | **Total** | **Total** | **18439928710** | **1638360000** | **3687985741** | **-** | **23766274451** |

---

Remarks:

• All remuneration of the Board of Commissioners is after tax.

1) Honorarium and allowances for the period of January - May 2025.

2) Honorarium and allowances for the period of June - December 2025.

3) Honorarium and allowances for the period of January - September 16, 2025.

4) Honorarium and allowances for the period of September 16 - December 2025.

5) Honorarium and allowances for the period of June - December 12, 2025.

6) Honorarium and allowances for the period of December 12 - 31, 2025.

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**Remuneration of the Board of Directors in 2025**

Total remuneration paid by Telkom to all Directors, both those serving in 2025 and the previous period, reached Rp45,823,780,645. The following table presents the details of the Board of Commissioners' remuneration for 2025:

**Board of Directors' Recapitulation of Remuneration in 2025**

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Salary**<br><BORDER_TOP> | **Religious Holiday Allowance (THR)**<br><BORDER_TOP> | **Transportation Allowance**<br><BORDER_TOP> | **Tantiem for 2025 Financial Year**<br><BORDER_TOP> | **Total**<br><BORDER_TOP> |
| 1. | President Director | 2220000000 | 444000000 | 125000000 | 0 | 2789000000 |
| 2.<br> Herlan Wijanarko<sup>1)</sup> | Director of Network & IT Solution | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 3.<br> Bogi Witjaksono<sup>1)</sup> | Director of Wholesale & International Service | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 4.<br> FM Venusiana R<sup>1)</sup> | Director of Enterprise & Business Service | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 5.<br> Heri Supriadi<sup>1)</sup> | Director of Finance & Risk Management | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 6.<br> Afriwandi<sup>1)</sup> | Director of Human Capital Management | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 7.<br> Budi Setyawan Wijaya<sup>1)</sup> | Director of Strategic Portfolio | 1887000000 | 377400000 | 125000000 | 0 | 2389400000 |
| 8.<br> Muhammad Awaluddin<sup>2)</sup> | Vice President Director | 1662851613 | 0 | 104032258 | 0 | 1766883871 |
| 9.<br> Henry Cristiadi<sup>2)</sup> | Director of Human Capital Management | 1570470968 | 0 | 104032258 | 0 | 1674503226 |
| 10.<br> Dian Siswarini<sup>3)</sup> | President Director | 3179612903 | 0 | 179032258 | 0 | 3358645161 |
| 11.<br> Nanang Hendarno<sup>3)</sup> | Director of Network | 2702670968 | 0 | 179032258 | 0 | 2881703226 |
| 12.<br> Honesti Basyir<sup>3)</sup> | Director of Wholesale & International Service | 4151400000 | 0 | 275000000 | 0 | 4426400000 |
| 13.<br> Veranita Yosephine<sup>3)</sup> | Director of Enterprise & Business Service | 2702670968 | 0 | 179032258 | 0 | 2881703226 |
| 14.<br> Arthur Angelo Syailendra<sup>3)</sup> | Director of Finance & Risk Management | 2702670968 | 0 | 179032258 | 0 | 2881703226 |
| 15.<br> Willy Saelan<sup>4)</sup> | Director of Human Capital Management | 1320900000 | 0 | 87500000 | 0 | 1408400000 |
| 16.<br> Seno Soemadji<sup>3)</sup> | Director of Strategic  | 2702670968 | 0 | 179032258 | 0 | 2881703226 |

---

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---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Position**<br><BORDER_TOP> | **Salary**<br><BORDER_TOP> | **Religious Holiday Allowance (THR)**<br><BORDER_TOP> | **Transportation Allowance**<br><BORDER_TOP> | **Tantiem for 2025 Financial Year**<br><BORDER_TOP> | **Total**<br><BORDER_TOP> |
| | Business Development & Portfolio | | | | | |
| 17.<br> Faizal Rochmad Djoemadi<sup>3)</sup> | Director of IT Digital  | 2702670968 | 0 | 179032258 | 0 | 2881703226 |
| 18.<br> Andy Kelana<sup>4)</sup> | Director of Legal & Compliance | 1320900000 | 0 | 87500000 | 0 | 1408400000 |
| 19.<br> Budi Satria Dharma Purba<sup>5)</sup> | Director of Wholesale & International Service | 246632257 | 0 | 0 | 0 | 246632257 |
| **Total** | **Total** | **40508122581** | **2708400000** | **2607258064** | **0** | **45823780645** |

---

Remarks:

• All remuneration of the Board of Commissioners is after tax.

1) Honorarium and allowances for the period of January - May 2025.

2) Honorarium and allowances for the period of June - September 2025.

3) Honorarium and allowances for the period of June - December 2025.

4) Honorarium and allowances for the period of September 16 - December 2025.

5) Serving since December 12, 2025.

The Board of Directors of PT Telkom Indonesia (Persero) Tbk has not yet received bonus payments for the year 2025, as the approval process by the shareholders is still ongoing. Such approval falls under the authority of the Ministry of State-Owned Enterprises (SOE) and/or Danantara, in accordance with applicable regulations.

As stipulated in the principles of Good Corporate Governance, the granting of bonuses to the Board of Directors must go through a formal approval mechanism at the General Meeting of Shareholders (GMS). Therefore, bonus payments cannot be made until there is an official decision and approval from the shareholders.

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### CORPORATE SECRETARY
In accordance with POJK No. 35/POJK.04/2014 regarding Corporate Secretaries of Issuers or Public Companies, Telkom has a Corporate Secretary function that plays a role in facilitating communication between the Board of Directors and the Board of Commissioners. Corporate Secretary plays an important role as an internal liaison, while also establishing external relationship with shareholder, government, OJK, and another stakeholder. In addition, Corporate Secretary is responsible for ensuring Telkom's compliance with applicable laws and regulations related to Capital Market. In 2025, the position of Telkom's Corporate Secretary is held by Mr. Jati Widagdo.

**CORPORATE SECRETARY'S PROFILE**

**Jati Widagdo**

---

| | | |
|:---|:---|:---|
| **Age** | 52 years old | 52 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1996 | Bachelor of Industrial Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Term of Service** | 2024 - Present | 2024 - Present |
| **Work Experience** | • 2024 - Present | SVP Corporate Secretary, PT Telkom Indonesia |
|  | • 2023 - Present | President Commissioner, PT Multimedia Nusantara (Telkom Metra) |
|  | • 2023 - Present | Chairman of Audit Committee, PT Multimedia Nusantara (Telkom Metra) |
|  | • 2021 - 2023 | President Commissioner, PT AdMedika |
|  | • 2021 - 2024 | SVP Risk Management & Sustainability |
|  | • 2020 - 2021 | President Commissioner, PT Telkomedika |
| **Professional Certification** | • 2024 | IMD Business School, Lausanne Swiss & BUMN School of Excellence |
|  | • 2024 | American Academy of Financial Management |
|  | • 2023 | Badan Sertifikasi Manajemen Risiko |
|  | • 2022 | Ministry of SOE & McKinsey |
|  | • 2022 | ITDRI, Telkom |
|  | • 2017 | Kellog, United States of America |

---

**CORPORATE SECRETARY'S DUTIES AND RESPONSIBILITIES**

Corporate Secretary has the following duties and responsibilities:

1. Preparing for General Meeting of Shareholders, including material, particularly the Annual Report.

2. Attending the Board of Directors' meeting and joint meeting between the Board of Commissioners and the Board of Directors.

3. Managing and maintaining documents related to the company's activities, including GMS documents and other important documents of the company.

4. Determining criteria regarding the type and content of information that can be presented to the stakeholders, including information that can be published as public documents.

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**CORPORATE SECRETARY'S FUNCTIONS**

Corporate Secretary has the following functions:

1. To prepare and communicate accurate, complete, and timely information regarding the performance and prospect of the company to stakeholders.

2. To synergize with related units, including the subsidiaries, for socialization, implementation, monitoring and reviewing of GCG, and its implementation.

3. To assist the Board of Directors in various activities, information, and documentation, among others:

a. Preparing the register book of shareholders.

b. Attending the Board of Directors' meeting and preparing minutes of meeting.

c. Preparing and organizing GMS.

4. To publish the company's information in a tactical, strategic, and timely manner.

**CORPORATE SECRETARY'S IMPLEMENTATION ACTIVITIES**

Telkom Corporate Secretary has organized various activities throughout 2025, including:

---

| | | | | |
|:---|:---|:---|:---|:---|
| **No.** | **Date** | **Program Name** | **Organizer** | **Location** |
| 1. | May 27, 2025 | 2024 General Meeting of Shareholders | Telkom | Jakarta |
| 2. | September 16, 2025 | 2025 Extraordinary GMS I | Telkom | Jakarta |
| 3. | December 12, 2025 | 2025 Extraordinary GMS II | Telkom | Jakarta |
| 4. | December 19, 2025 | Socialization of Regulation and Reporting System for Changes in Share Ownership | OJK | Jakarta |

---

**CORPORATE SECRETARY'S EDUCATION AND TRAINING**

Telkom provides various education and training programs to improve the competence of Corporate Secretary. Education and training programs to be undertaken during 2025 are as follows:

**Corporate Secretary/Investor Relations' Education and Training in 2025**

---

| | | |
|:---|:---|:---|
| **No.** | **Date** | **Topic/Theme of Training** |
| 1. | January 30 - 31, 2025 | Form 20-F and Foreign Private Issuer In-Depth Workshop |
| 2. | April 23 - 24, 2025 | Finance for Non-Finance |
| 3. | September 24 - 25, 2025 | Corporate Voice Mastery Training |

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### INTERNAL AUDIT DEPARTMENT
Internal Audit (IA) Department is a vital component of TelkomGroup, responsible for providing reasonable assurance to management and stakeholders regarding the effectiveness of internal control, risk management, and the implementation of good corporate governance. IA also serves to add value to the company by enhancing the efficiency and effectiveness of TelkomGroup's overall business operations.

**INTERNAL AUDIT CHARTER**

In carrying out its duties and responsibilities, IA is guided the Internal Audit Charter Number SK.01/PW000/TEL-00000000/2024 dated January 3, 2024, which was established by the President Director and approved by the President Commissioner and the Chair of Audit Committee. IA Charter contains references and guidelines for IA in carrying out its duties, such as vision, mission, structure, status, duties, responsibilities, and code of ethics of IA, as well as the requirements for IA personnel.

**HEAD OF INTERNAL AUDIT DEPARTMENT'S PROFILE**

**Mohamad Ramzy**

---

| | | |
|:---|:---|:---|
| **Age** | 53 years old | 53 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2005 | Master of Telecommunication Management Engineering, Universitas Indonesia, Indonesia |
|  | • 1997 | Bachelor of Engineering, Sekolah Tinggi Teknologi Telkom, Indonesia |
| **Basis of Appointment** | Fixed-Term Employment Agreement Number K.TEL. 15/HK810/COP-1000000/2025 dated July 31, 2025 | Fixed-Term Employment Agreement Number K.TEL. 15/HK810/COP-1000000/2025 dated July 31, 2025 |
| **Term of Service** | August 1, 2025 - July 31, 2026 | August 1, 2025 - July 31, 2026 |
| **Work Experience** | • 2024 - Present | Head of Internal Audit, Telkom  |
|  | • 2021 - 2024 | Director of Finance & Risk Management, Telkomsel  |
|  | • 2020 - 2021 | SVP Financial Planning Analysis & Business Partner, Telkomsel |
|  | • 2018 - 2021 | VP WINS Strategy & Planning, Telkom |
|  | • 2015 - 2018 | VP WINS Development, Telkom  |
|  | • 2013 - 2014 | AVP Performance Development Dit. WINS, Telkom  |
| **Professional Certification** | • 2025  | Qualified Internal Auditor, Yayasan Pendidikan Internal Auditor  |
|  | • 2023  | Certified Risk Executive Leader, Badan Pengawasan Keuangan dan Pembangunan  |
|  | • 2022  | Associate Chartered Management Accountant, The Chartered Institute of Management Accountants  |
|  | • 2022  | Chartered Global Management Accountant, The Chartered Institute of Management Accountants  |

---

**INTERNAL AUDIT DEPARTMENT'S DUTIES AND RESPONSIBILITIES**

Based on Internal Audit Charter, duties and responsibilities of IA Telkom are as follows:

1. Developing risk-based annual work plans and audit programs in line with the company's business direction and development and implementing work plans and audit programs that have been approved by Audit Committee and authorized by the President Director.

2. Assisting the company in ensuring that internal control and risk management system are implemented effectively and efficiently in relation to:

a. Financial reporting to produce information that is free from material misstatement and complies with applicable standard and regulation.

b. Operational control to ensure that management objectives are achieved in an appropriate manner.

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c. Asset management has been carried out appropriately to protect assets from physical and legal risk and ensure optimal use of asset.

d. Ensure that the company's activities comply with the applicable law and regulation.

3. Monitoring, analyzing, and reporting on the follow-up of recommended improvement.

4. Developing evaluation method and quality improvement program for the activities and results of Internal Audit in collaboration with Audit Committee.

5. Providing consultancy needed by the company, subsidiaries, affiliated companies, and other entities following the agreed scope of internal audit.

6. Performing audit synergies with units that carry out internal audit function in subsidiaries, affiliated companies, and other entities.

7. Follow up on whistleblower report submitted through Telkom Integrity Line regarding alleged fraud occurring within the company, its subsidiaries, and other affiliated entities, and submit report to Audit Committee and the President Director.

**INTERNAL AUDIT DEPARTMENT'S STRUCTURE AND POSITION** 

Telkom's Internal Audit Department is headed by a Senior Vice President (SVP) who is appointed and dismissed by the President Director with the approval of the Board of Commissioners. IA Department reports directly to the President Director and consists of 99 people. In line with POJK No. 56/POJK.04/2015 regarding Establishment and Guidelines for Preparation of Internal Audit Unit Charter, the President Director, with the approval of the Board of Commissioners, may dismiss an IA SVP who does not meet the requirements and/or fails or is incompetent in carrying out their duties. Until the end of 2025, Telkom's IA organizational structure chart is as follows:

![Graphic](tmb-20260512x6k037.jpg)

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**INTERNAL AUDIT DEPARTMENT'S IMPLEMENTATION ACTIVITIES**

Every year, IA Telkom compiles a work plan that is outlined in Annual Audit Work Program (PKAT) and Annual Non-Audit Work Program (PKNAT) of Internal Audit Department. This work plan is approved by Audit Committee and the President Director. In 2025, IA Telkom carried out 53 assignments outside of PKNAT, which included various activities such as audit, consultation, evaluation, and review. The following are details of the activities that have been carried out by IA Telkom.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Sub Department** | **Audit** | **Consultation** | **Evaluation** | **Review** | **Total** |
| Infrastructure & Operation Audit (IOA) | 10  | 3  | 0  | 2  | 15  |
| Integrated & Financial Audit (IFA) | 6  | 5  | 4  | 8  | 23  |
| Information & Technology Audit (ITA) | 7  | 5  | 2  | 1  | 15  |
| **Total** | **23**  | **13**  | **6**  | **11**  | **53**  |

---

**INTERNAL AUDIT'S QUALIFICATIONS, CERTIFICATIONS, AND COMPETENCIES**

Telkom Internal Auditor is required to have various certifications to ensure that their work is carried out in accordance with standard and to support effective internal oversight. By the end of 2025, 94 IA employees will have obtained certification in various fields, with the following details:

---

| | | | |
|:---|:---|:---|:---|
| **No.** | **Certification Field** | **Certification Type**  | **Number of Certification**  |
| 1. | Audit  | 12  | 57  |
| 2. | Business & Operation  | 18  | 58  |
| 3. | Finance  | 16  | 17  |
| 4. | IT  | 22  | 14  |
| 5. | Marketing  | 3  | 6  |
| 6. | People Development  | 15  | 9  |
| 7. | Risk & Quality Management  | 21  | 59  |
| 8. | Others  | 7  | 7  |
| **Total**  | **Total**  | **114** | **227** |

---

**INTERNAL AUDIT'S EDUCATION AND TRAINING**

To maintain and improve the competence of internal auditor, Telkom actively involves Internal Audit (IA) employees in various professional development programs organized by Telkom CorpU, ACFE, IIA, ISACA, SPRINT, BPKP, and other professional institutions. The following table summarizes the education and training activities participated in by Telkom IA employees throughout 2025.

---

| | | |
|:---|:---|:---|
| **Program** | **Number of Participant** | **Number of Day** |
| Culture | 454  | 40  |
| Leadership | 31  | 28  |
| Business | 485  | 53 |
| Technical | 220  | 64 |
| Certification | 26  | 50  |
| Sharing Knowledge | 431  | 9  |
| **Total** | **1647**  | **244**  |

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### INTERNAL C ONTROL SYSTEM
Internal Control System (SPI) is a continuous monitoring mechanism implemented to ensure the reliability and timeliness of Financial Statements, as well as to evaluate such reporting. Telkom's SPI is implemented collectively by the Board of Directors, management, and relevant personnel, under the supervision of the President Director and the Director of Finance and Risk Management.

Through SPI, Telkom ensures that the preparation of consolidated financial reports is in accordance with the Financial Accounting Standards set by the Indonesian Institute of Accountants (IAI). As a company whose shares are listed on New York Stock Exchange, Telkom is also required to comply with Sarbanes-Oxley Act (SOX) Section 404, which requires companies to establish, maintain, test, and report on the effectiveness of internal controls over financial reporting.

SPI also plays a crucial role in ensuring operational efficiency and effectiveness, as well as ensuring compliance with applicable regulations. Through SPI, Telkom can monitor compliance with internal policies and government regulations, while controlling operational activities in accordance with work procedures established in each organizational function.

**INTERNAL CONTROL FRAMEWORK**

Telkom implements an Internal Control System (SPI) in accordance with 2013 Internal Control-Integrated Framework issued by Committee of Sponsoring Organizations of the Treadway Commission (COSO). Telkom ensures that all its business activities comply with applicable laws and regulations. Responsibility for legal compliance rests with the Legal & Compliance Unit, which is under the Corporate Secretary Department. This unit carries out various activities, such as providing legal advisory, legal opinion, legal review, and handling litigation.

Telkom implements five internal control components with the COSO Framework, which are interconnected at all levels and business units of the company, namely:

**1.** **Control Environment**

a. Demonstrates commitment to integrity and ethical values.

b. Exercises oversight responsibility.

c. Establishes structure, authority, and responsibility.

d. Demonstrates commitment to competence.

e. Enforces accountability.

**2.** **Risk Assessment**

a. Specifies suitable objectives.

b. Identifies and analyzes risk.

c. Assesses fraud risk.

d. Identifies and analyzes significant change.

**3.** **Control Activities**

a. Selects and develops control activities.

b. Selects and develops general controls over technology.

c. Deploys through policies and procedures.

**4.** **Information and Communication**

a. Uses relevant information.

b. Communicates internally.

c. Communicates externally.

**5.** **Monitoring Activity**

a. Conducts ongoing and/or separate evaluations.

b. Evaluates and communicate deficiencies.

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**INTERNAL CONTROL IMPLEMENTATION IN TELKOM**

Telkom implements and applies the COSO Framework components to its policies, namely:

**Internal Control Implementation in Telkom**

---

| | |
|:---|:---|
| **Control Environment** | **Control Environment** |
| 1. | Telkom is committed to integrity and ethical values by building and establishing a corporate culture as a guide for main players in building leadership patterns and strengthening organizational synergies, as an engine of economic growth, an accelerator of social welfare, a provider of employment, and a provider of high performing culture talent. Telkom guarantees sustainable competitive growth in the form of long-term superior performance achievement. Core Values AKHLAK (*Amanah, Kompeten, Harmonis, Loyal, Adaptif,* and *Kolaboratif*) are the main values of SOE human resources that must be adopted by TelkomGroup so that every TelkomGroup resource knows, implements, and internalizes seriously, consistently and consequently, thus bring forth to daily behaviors that shape the work culture of TelkomGroup which is in line with the Core Values of SOE. |
| 2. | Telkom ensures the effectiveness of implemented Internal Audit activities by implementing the SOA 302/404 prerequisites and managed with a risk-based audit approach. Telkom also ensures that effective coordination and co-operation with internal and external parties, and business risks to all business activities are adequately managed with internal control system. |
| 3. | Telkom has a Competency Directory that defines the company's competency needs. One of them is Stream Finance which includes competence of Corporate Finance with the sub area competence of Capital Structure and Working Capital Management (Treasury Management). Then, accounting with sub area competence of Financial Accounting, Management Accounting, and Corporate Tax. The competency development policy is aimed at creating superior, global quality, and highly competitive employees. |
| **Risk Assessment** | **Risk Assessment** |
| 4. | Telkom has several considerations in developing accounting policies, such as Statements of Financial Accounting Standards (PSAK), Interpretation of Statements of Financial Accounting Standards (ISAK), International Accounting Standards (IAS), related laws, and changes in impacted internal environments. |
| 5. | Internal Control over Financial Reporting (ICoFR) is designed on the principle of risk-based assessment. |
| 6. | Telkom has a principle of financial assertion in ICoFR planning that is well respected by all relevant employees. |
| 7. | Telkom manages internal and external corporate risk with established mechanisms. |
| 8. | Telkom also implements an anti-fraud policy control system and has potential fraud prevention. |
| **Control Activities** | **Control Activities** |
| 9. | The governance of ICoFR control activities in Telkom applies the three-line model, where the business unit (Business Process Owner) is responsible for control implementation as the first line, Risk Management as the second line for ensuring the suitability of control design, and Internal Audit as the third line for assessing the effectiveness of control design compared to operational implementation. |
| 10. | Telkom establishes and updates the ICoFR design, which consists of Entity-Level Control (ELC), Transactional-Level Control (TLC), and IT General Control (ITGC), regularly. |
| 11. | Telkom sets up a Business Process Owner (BPO) and AO (Application Owner) that have duties and responsibilities related to ICoFR. |
| 12. | Risk determination rules and internal controls refer to the ICoFR policy consisting of segregation of duties, risk determination, and determination of internal controls. |
| 13. | Telkom has guidelines for the implementation of information system security that are aligned with company needs and can be implemented on an ongoing basis. |
| 14. | Telkom conducts ICoFR Control Self-Assessment (CSA) to assess the design's effectiveness periodically. |
| **Information and Communication** | **Information and Communication** |
| 15. | Telkom has accounting policies implemented under IFAS and IFRS, outlined following accounting principles and implementation, including information or data related to the process and disclosure of financial reporting, and regulates the components of the consolidated financial statements. |
| 16. | Telkom has an information technology policy that provides a frame of reference for each process or unit associated with the organization's IT operations in the preparation and implementation of guidelines and procedures. The scope of IT regulations in our company covers aspects of IT governance and IT management. |
| **Monitoring Activity** | **Monitoring Activity** |
| 17. | Telkom has an Internal Audit Charter that includes the auditor's requirements in Internal Audit Department, which has professional integrity and behavior, knowledge of risks and important controls in the field of information technology, knowledge of Capital Market laws and regulations. |
| 18. | CEO TelkomGroup always increases awareness from management regarding audit and change management in the form of CEO Notes and establishes Integrated Audit. |

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In accordance with Regulation of Minister of State-Owned Enterprises No. PER-2/MBU03/2023 regarding Guidelines for Governance and Significant Corporate Activities in State-Owned Enterprises, Telkom routinely assesses the implementation of Internal Control Systems (SPI) to improve its quality. The 2025 SPI assessment results indicate that Telkom's Control System is effective.

**FINANCIAL AND OPERATIONAL CONTROL**

Telkom's financial control covers financial planning, feedback, adjustment, and validation processes to ensure the implementation of plans or to change plans in response to changes that occur. Meanwhile, operational control covers monitoring and regulation processes to ensure that operational activities are carried out effectively and efficiently.

In general, financial and operational control at Telkom, includes:

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| | |
|:---|:---|
| **1.** | **Physical Control of Assets and Intangible Assets** |
|  | Physical control of assets in the corporate environment is directed at securing and protecting risky assets. |
| **2.** | **Separation of Functions and Authorization** |
|  | Separation of functions is geared towards adequate review and reduces the potential for errors and fraud. |
| **3.** | **Execution of Events and Transactions** |
|  | Control is carried out to ensure that transaction activities are carried out properly according to the plan and needs that have been determined. |
| **4.** | **Accurate and On Time Records on Events and Transactions** |
|  | Accurate and on-time records of operational events and transactions that are carried out. |
| **5.** | **Restricted Access and Accountability for Resources and Their Records** |
|  | Access to company resources and records should be limited only to the personnel that assigned the duties and responsibilities. |
| **6.** | **Good Documentation of Control Events and Transactions** |
|  | Every event and transaction in the company is well documented as basic evidence of the occurrence and fairness of the transaction. |

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**EFFECTIVENESS OF INTERNAL CONTROL SYSTEM OVERVIEW**

Telkom reviewed SPI's effectiveness based on supervision carried out by the Internal Audit (IA) and External Audit Departments. The IA Department is responsible for submitting SPI supervision report to the Board of Directors and Board of Commissioners. Management is responsible for ensuring that effective and reliable SPI are implemented throughout the organization.

Any monitoring findings by Internal Audit Department are reported to the Board of Directors and the Board of Commissioners, who then forward these findings to relevant management for follow-up. Based on the monitoring conducted throughout 2025, Telkom's Internal Audit Unit was deemed to have functioned effectively.

**STATEMENT OF THE BOARD OF DIRECTIONS AND/OR THE BOARD OF COMMISSIONERS ON ADEQUACY OF INTERNAL CONTROL SYSTEM**

The Board of Directors and Board of Commissioners, through the Audit Committee, regularly hold meetings with the Internal Audit Department and External Audit to discuss internal control monitoring and follow-up plans for issues that require management's attention. During these meetings, the results of internal control monitoring and follow-up measures to be taken are discussed. The IA and External Audit Department report the results of internal control monitoring and testing to the Board of Directors and Board of Commissioners at least once a year.

The Board of Directors and Board of Commissioners assess that Telkom's SPI has been running effectively and meets the requirements of the policies and standards referred to, including:

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| | | | |
|:---|:---|:---|:---|
| **1.** | **Provisions of SOX 302, 404, and 906** | **Provisions of SOX 302, 404, and 906** | **Provisions of SOX 302, 404, and 906** |
|  | a. | SOX 302 Corporate Responsibility for Financial Reports | SOX 302 Corporate Responsibility for Financial Reports |
|  |  | Require the CEO and CFO to provide certification regarding the effectiveness of design and implementation of internal control and disclosure of significant deficiencies in internal control in the context of financial reporting (Internal Control over Financial Reporting/ICoFR). | Require the CEO and CFO to provide certification regarding the effectiveness of design and implementation of internal control and disclosure of significant deficiencies in internal control in the context of financial reporting (Internal Control over Financial Reporting/ICoFR). |
|  | b. | SOX 404 Management Assessment of Internal Controls | SOX 404 Management Assessment of Internal Controls |
|  |  | Require the companies that list their shares on United States stock exchange to design, implement, document, evaluate, and disclose the result of evaluation of the effectiveness of internal control over financial reporting (Internal Control over Financial Reporting/ICoFR). | Require the companies that list their shares on United States stock exchange to design, implement, document, evaluate, and disclose the result of evaluation of the effectiveness of internal control over financial reporting (Internal Control over Financial Reporting/ICoFR). |
|  | c. | SOX 906 Corporate Responsibilities for Financial Reports: Failure of Corporate Officers to Certify Financial Reports | SOX 906 Corporate Responsibilities for Financial Reports: Failure of Corporate Officers to Certify Financial Reports |
|  |  | i. | If misrepresented, the CEO and CFO are subject to criminal penalties of up to $1 million or up to 10 years in prison, or both, or |
|  |  | ii. | If the disclosure is intentional, the CEO and CFO are subject to criminal penalties of up to $5 million or up to 20 years in prison, or both. |
| **2.** | **Regulation of the Minister of SOE No.PER-2/MBU03/2023 regarding Guidelines for Governance and Significant Corporate Activities at State-Owned Enterprises** | **Regulation of the Minister of SOE No.PER-2/MBU03/2023 regarding Guidelines for Governance and Significant Corporate Activities at State-Owned Enterprises** | **Regulation of the Minister of SOE No.PER-2/MBU03/2023 regarding Guidelines for Governance and Significant Corporate Activities at State-Owned Enterprises** |

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### RISK MANAGE MENT SYSTEM
Risk management system plays a crucial role in realizing good corporate governance at Telkom and all its subsidiaries. Through the implementation of effective risk management, the company can identify various business risks and formulate appropriate mitigation strategies. The implementation of a structured risk management system enables Telkom to expand its business scope in the context of communication transformation in the digital era, while continuing to improve its risk management processes on an ongoing basis to support long-term business sustainability.

**GENERAL ILLUSTRATION REGARDING THE RISK MANAGEMENT SYSTEM**

As a company listed on New York Stock Exchange (NYSE), Telkom is required to implement risk management in accordance with SOX provisions, particularly Articles 302 and 404. In addition, based on Regulation of the Minister of State-Owned Enterprises No. PER-2/MBU/03/2023 regarding Guidelines for Corporate Governance and Significant Corporate Activities of State-Owned Enterprises, Telkom, as a state-owned enterprise, is also required to implement a risk management system. The implementation of risk management is not only to fulfill compliance aspects, but also to ensure that business continuity runs smoothly and effectively.

Telkom publishes various company policies relating to risk management implementation arrangements, among others:

1. Resolution of the Board of Directors/Regulation of the Board of Directors (KD 13/2009 regarding Guidelines for Management of SOX Section 302 and 404, Company Management refers to US SEC provision).

2. Regulation of the Board of Directors (Number: PD.614.00/r.02/HK.290/COP-K0A10000/2024) regarding Corporate Risk Management.

3. Regulation of the Director of Finance and Risk Management (PR 614.00/r.02/HK200/COP-K0000000/2024) regarding Guidelines for Implementing Corporate Risk Management.

4. Standard Operation Procedure (Number: SOP.01.00/RSG/2024) regarding Risk Management Process and Corporate Risk Integration.

5. Standard Operation Procedure (Number: SOP.02.00/RSG/2024) regarding Risk Management Reporting and Performance Evaluation.

6. Standard Operation Procedure, (Number: SOP.03.00/RSG/2024) regarding Risk Maturity Index Assessment.

These regulations and provisions form the basis for Telkom's risk management and have been developed with reference to various existing standard and best practice.

**RISK MANAGEMENT SYSTEM (FRAMEWORK) AND POLICY** 

Telkom's risk management implementation is based on two policies, namely Regulation of the Board of Directors No. PD.614.00/r.02/HK.290/COP-K0A10000/2024 dated September 3, 2024 regarding Corporate Risk Management and Regulation of the Director of Finance and Risk Management PR.614.00/r.02/HK200/COP-K0000000/2024 regarding Guidelines for the Implementation of Corporate Risk Management. Telkom's risk management policy refers to ISO 31000:2018 Risk Management - Principles and Guidelines standard, which consists of three main components, namely:

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|:---|:---|:---|
| **1.** | **Principle** | **Principle** |
|  | Risk Management Principles as the foundation for how risk management works to ensure the creation and protection of value, including: | Risk Management Principles as the foundation for how risk management works to ensure the creation and protection of value, including: |
|  | a. | Integrated |
|  |  | Risk management is an integrated part of the company's overall activities. |
|  | b. | Structured and Comprehensive |
|  |  | In its implementation, the company takes a structured and comprehensive approach, thus providing consistent and comparable results. |

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|:---|:---|:---|:---|:---|
|  | c. | Customized | Customized | Customized |
|  |  | The risk management framework and process must be adapted and proportionate to the external and internal context of the organization in line with the company's goals. | The risk management framework and process must be adapted and proportionate to the external and internal context of the organization in line with the company's goals. | The risk management framework and process must be adapted and proportionate to the external and internal context of the organization in line with the company's goals. |
|  | d. | Inclusive | Inclusive | Inclusive |
|  |  | It is necessary to involve the right stakeholders at the right time so that their knowledge, views and perceptions can be considered, thereby increasing awareness of risk management which is then well informed. | It is necessary to involve the right stakeholders at the right time so that their knowledge, views and perceptions can be considered, thereby increasing awareness of risk management which is then well informed. | It is necessary to involve the right stakeholders at the right time so that their knowledge, views and perceptions can be considered, thereby increasing awareness of risk management which is then well informed. |
|  | e. | Dynamic | Dynamic | Dynamic |
|  |  | Risks can appear, change, and disappear along with the changes in the context and conditions of the company's internal and external environment. The application of risk management must be able to anticipate, detect, acknowledge, and respond to these changes and events in an appropriate and timely manner. | Risks can appear, change, and disappear along with the changes in the context and conditions of the company's internal and external environment. The application of risk management must be able to anticipate, detect, acknowledge, and respond to these changes and events in an appropriate and timely manner. | Risks can appear, change, and disappear along with the changes in the context and conditions of the company's internal and external environment. The application of risk management must be able to anticipate, detect, acknowledge, and respond to these changes and events in an appropriate and timely manner. |
|  | f. | Best Available Information | Best Available Information | Best Available Information |
|  |  | Risk management is based on historical, current information, and expectations for the future. Risk management explicitly considers all limitations and uncertainties associated with such information and expectations. Information must be timely, clear, and available to relevant stakeholders. | Risk management is based on historical, current information, and expectations for the future. Risk management explicitly considers all limitations and uncertainties associated with such information and expectations. Information must be timely, clear, and available to relevant stakeholders. | Risk management is based on historical, current information, and expectations for the future. Risk management explicitly considers all limitations and uncertainties associated with such information and expectations. Information must be timely, clear, and available to relevant stakeholders. |
|  | g. | Human and Culture Factors | Human and Culture Factors | Human and Culture Factors |
|  |  | Behavior and culture significantly affect all aspects of risk management at every level and stage of the company's activities. | Behavior and culture significantly affect all aspects of risk management at every level and stage of the company's activities. | Behavior and culture significantly affect all aspects of risk management at every level and stage of the company's activities. |
|  | h. | Continuous Improvement | Continuous Improvement | Continuous Improvement |
|  |  | Risk management is continuously improved through learning and experience. | Risk management is continuously improved through learning and experience. | Risk management is continuously improved through learning and experience. |
| **2.** | **Framework** | **Framework** | **Framework** | **Framework** |
|  | The framework that regulates the commitment to the role and division of Telkom's risk management functions includes: | The framework that regulates the commitment to the role and division of Telkom's risk management functions includes: | The framework that regulates the commitment to the role and division of Telkom's risk management functions includes: | The framework that regulates the commitment to the role and division of Telkom's risk management functions includes: |
|  | a. | Leadership and Commitment | Leadership and Commitment | Leadership and Commitment |
|  |  | i. | The Board of Directors ensures that risk management is integrated into all company activities and must demonstrate leadership and commitment, with: | The Board of Directors ensures that risk management is integrated into all company activities and must demonstrate leadership and commitment, with: |
|  |  |  | (1) | Customize and implement all components of the framework. |
|  |  |  | (2) | Issue a statement or policy that implements a risk management approach, plan, or action. |
|  |  |  | (3) | Ensure that necessary resources are allocated to manage risk. |
|  |  |  | (4) | Establish authority, responsibility, and accountability at the appropriate level within the company. |
|  |  | ii. | Risk management becomes inseparable from the company's objectives, governance, leadership and commitment, strategy, goals, and operations. | Risk management becomes inseparable from the company's objectives, governance, leadership and commitment, strategy, goals, and operations. |
|  | b. | Integration | Integration | Integration |
|  |  | i. | Risk management becomes inseparable from the company's objectives, governance, leadership and commitment, strategy, goals, and operations. | Risk management becomes inseparable from the company's objectives, governance, leadership and commitment, strategy, goals, and operations. |
|  |  | ii. | The integration of risk management into the company is a dynamic and iterative process and must be adapted to the needs and culture of the company. | The integration of risk management into the company is a dynamic and iterative process and must be adapted to the needs and culture of the company. |
|  |  | iii. | Risks are managed in every part of the company's structure, where everyone in the company has responsibility for managing risk. | Risks are managed in every part of the company's structure, where everyone in the company has responsibility for managing risk. |
|  | c. | Design | Design | Design |
|  |  | i. | The design of the risk management framework is carried out by examining and understanding the external and internal context of the company. | The design of the risk management framework is carried out by examining and understanding the external and internal context of the company. |
|  |  | ii. | The Board of Directors and the Board of Commissioners demonstrate and articulate their ongoing commitment to risk management through policies, statements, or other forms, and are communicated within the company and stakeholders. | The Board of Directors and the Board of Commissioners demonstrate and articulate their ongoing commitment to risk management through policies, statements, or other forms, and are communicated within the company and stakeholders. |
|  |  | iii. | Authority, responsibility, and accountability related to risk management are established and communicated at all levels within the company. | Authority, responsibility, and accountability related to risk management are established and communicated at all levels within the company. |
|  |  | iv. | Management ensures the appropriate allocation of resources for risk management. | Management ensures the appropriate allocation of resources for risk management. |
|  |  | v. | The company establishes an agreed communication and consultation approach to support the framework and facilitate the implementation of effective risk management. | The company establishes an agreed communication and consultation approach to support the framework and facilitate the implementation of effective risk management. |
|  | d. | Implementation | Implementation | Implementation |

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|:---|:---|:---|:---|:---|
|  |  | Risk management implementation requires stakeholders' involvement and awareness, thus allowing the company to consider uncertainty in decision-making explicitly. | Risk management implementation requires stakeholders' involvement and awareness, thus allowing the company to consider uncertainty in decision-making explicitly. | Risk management implementation requires stakeholders' involvement and awareness, thus allowing the company to consider uncertainty in decision-making explicitly. |
|  | e. | Evaluation | Evaluation | Evaluation |
|  |  | The company evaluates the effectiveness of the risk management framework by periodically measuring its performance of the risk management framework. | The company evaluates the effectiveness of the risk management framework by periodically measuring its performance of the risk management framework. | The company evaluates the effectiveness of the risk management framework by periodically measuring its performance of the risk management framework. |
|  | f. | Improvement | Improvement | Improvement |
|  |  | i. | The company monitors and adjusts the risk management framework in anticipation of external and internal changes. | The company monitors and adjusts the risk management framework in anticipation of external and internal changes. |
|  |  | ii. | The company is constantly improving the suitability, adequacy, and effectiveness of the risk management framework and how to integrate risk management process. | The company is constantly improving the suitability, adequacy, and effectiveness of the risk management framework and how to integrate risk management process. |
| **3.** | **Context Assignment - Scope, Context, and Criteria** | **Context Assignment - Scope, Context, and Criteria** | **Context Assignment - Scope, Context, and Criteria** | **Context Assignment - Scope, Context, and Criteria** |
|  | a. | Risk assessment consisting of: | Risk assessment consisting of: | Risk assessment consisting of: |
|  |  | i. | Risk identification | Risk identification |
|  |  |  | It is a process to find, recognize, and describe risk in achieving company goals, where in its implementation relevant, appropriate, and current information is important in identifying risk. | It is a process to find, recognize, and describe risk in achieving company goals, where in its implementation relevant, appropriate, and current information is important in identifying risk. |
|  |  | ii. | Risk analysis | Risk analysis |
|  |  |  | It is a process to understand the nature and characteristic of risk, including its level of risk. Risk analysis involves detailed consideration of uncertainty, risk source, impact, probability, event, scenario, control, and their effectiveness. An event can have multiple causes and impact and can also impact multiple objectives. | It is a process to understand the nature and characteristic of risk, including its level of risk. Risk analysis involves detailed consideration of uncertainty, risk source, impact, probability, event, scenario, control, and their effectiveness. An event can have multiple causes and impact and can also impact multiple objectives. |
|  |  | iii. | Risk evaluation | Risk evaluation |
|  |  |  | It is a process to support decision making, the implementation of which involves comparing the results of risk analysis with established risk criteria to determine where additional action is required. | It is a process to support decision making, the implementation of which involves comparing the results of risk analysis with established risk criteria to determine where additional action is required. |
|  | b. | Risk treatment | Risk treatment | Risk treatment |
|  |  | i. | Risk treatment is to select and implement options for dealing with risk, which consists of: | Risk treatment is to select and implement options for dealing with risk, which consists of: |
|  |  |  | (1) | Risk aversion. |
|  |  |  | (2) | Accept risk. |
|  |  |  | (3) | Mitigating risk. |
|  |  |  | (4) | Dividing/transferring risk. |
|  |  | ii.  | The risk treatment plan should be integrated into the company's management plans and processes in consultation with appropriate stakeholders. | The risk treatment plan should be integrated into the company's management plans and processes in consultation with appropriate stakeholders. |
|  | c. | Monitoring and review | Monitoring and review | Monitoring and review |
|  |  | i. | Monitoring and review are to ensure and improve the quality and effectiveness of the process design, implementation, and risk management outcomes. | Monitoring and review are to ensure and improve the quality and effectiveness of the process design, implementation, and risk management outcomes. |
|  |  | ii. | Monitoring and review should be carried out at all process stages, including planning, collecting, analyzing information, documenting results, and providing feedback. | Monitoring and review should be carried out at all process stages, including planning, collecting, analyzing information, documenting results, and providing feedback. |
|  | d. | Recording and reporting | Recording and reporting | Recording and reporting |
|  |  | i. | The risk management process and its results should be documented and reported through appropriate mechanisms. | The risk management process and its results should be documented and reported through appropriate mechanisms. |
|  |  | ii. | Reporting is an integral part of corporate governance and is intended to improve the quality of dialogue with stakeholders and support the Board of Directors and Board of Commissioners in fulfilling their responsibilities. | Reporting is an integral part of corporate governance and is intended to improve the quality of dialogue with stakeholders and support the Board of Directors and Board of Commissioners in fulfilling their responsibilities. |

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**HEAD OF RISK MANAGEMENT DEPARTMENT'S PROFILE**

**Rini Fitriani**

**SVP Risk Management**

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| | | |
|:---|:---|:---|
| akarta<br>|  |  |
| **Age** | 47 years old | 47 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 2009 | Master of Business & Information Technology, University of Melbourne, Australia |
|  | • 2000 | Accounting, Universitas Padjadjaran, Indonesia |
| **Executive Course** | • Leading Digital Transformation and Innovation Programme*,* INSEAD, France | • Leading Digital Transformation and Innovation Programme*,* INSEAD, France |
| **Basis of Appointment** | Resolution of Telkom's Board of Directors No. SK 18/PS720/HCP-a104/2024 dated March 28, 2024 regarding Employee Transfer | Resolution of Telkom's Board of Directors No. SK 18/PS720/HCP-a104/2024 dated March 28, 2024 regarding Employee Transfer |
| **Term of Service** | January 1, 2026 - Present | January 1, 2026 - Present |
| **Work Experience** | • 2025 - Present | SVP Risk Management, Telkom |
|  | • 2024 - 2025 | VP Risk Strategy & Governance Risk Management, Telkom |
|  | • 2023 - 2024 | Deputy SGM Finance & Asset Operation Directorate of KMR, Telkom |
|  | • 2018 - 2023 | VP Financial Accounting & Asset Management Directorate of KMR, Telin |
|  | • 2013 - 2018 | VP Accounting Directorate of, Telin |
| **Professional Certification** | • 2024 | Qualified Chief Risk Officer (QCRO) |

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**M. Rosadi**

**VP Risk Operation & Process Management**

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| | | |
|:---|:---|:---|
| **Age** | 54 years old | 54 years old |
| **Citizenship** | Indonesia | Indonesia |
| **Domicile** | Jakarta, Indonesia | Jakarta, Indonesia |
| **Educational Background** | • 1999 | Business Administration, Southeastern University, United States of America |
|  | • 1998 | Economics, Universitas Indonesia, Indonesia |
| **Executive Course** | • Leadership GRC - BP 1 (Batch 2), Indonesia | • Leadership GRC - BP 1 (Batch 2), Indonesia |
|  | • Great People Managerial Program II Batch 14, Indonesia | • Great People Managerial Program II Batch 14, Indonesia |
|  | • Suspim 3 International MBS Batch 3 W4, Bandung | • Suspim 3 International MBS Batch 3 W4, Bandung |
|  | • Suspim 3 International MBS Batch 3 W1-W3, Australia | • Suspim 3 International MBS Batch 3 W1-W3, Australia |
| **Basis of Appointment** | Resolution of the Board of Directors of PT Telekomunikasi Indonesia Tbk No. SK 684/PS720/HCP-A104/2025 dated July 28, 2025 regarding Employee Transfer | Resolution of the Board of Directors of PT Telekomunikasi Indonesia Tbk No. SK 684/PS720/HCP-A104/2025 dated July 28, 2025 regarding Employee Transfer |
| **Term of Service** | July 1, 2025 - Present | July 1, 2025 - Present |
| **Work Experience** | • 2025 - Present | VP Risk Operation & Process Management |
|  | • 2025 - 2025 | Vice President Global Strategic Partnership Sub Directorate Global Strategic Partnership, Telkom Directorate of Strategic Portfolio |
|  | • 2023 - 2024 | Assistant Vice President Synergy & Partnership Synergy & Partnership, Telkom Directorate of Group Business Development |
|  | • 2018 - 2023 | Assistant Vice President Parenting & Investment Parenting & Investment, Telkom Directorate of Wholesale & International Services |
|  | • 2016 - 2018 | Engine Team Group, Telkom Directorate of Wholesale & International Services |
|  | • 2015 - 2016 | VP Strategic Alliances, PT Telkom Infra |
| **Professional Certification** | • 2025 | TCCX Foundation Batch 3 |
|  | • 2025 | TCCX Batch 2 |
|  | • 2024 | DCFC (Data Centre Foundation Certificate) |

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**RISK MANAGEMENT'S ORGANIZATIONAL STRUCTURE**

As part of an initiative to strengthen risk management in accordance with the direction and aspirations of Ministry of State-Owned Enterprises and the Board of Commissioners, Telkom places responsibility for risk management governance under Risk Management Department, which is under the auspices of Directorate of Finance & Risk Management. The appointment and dismissal of members of Risk Management Department are carried out by the President Director, Director of HCM, or SGM HCBP through Resolution issued by them. Currently, Risk Management Department has 27 employees.

Management of the risk management function is regulated by Regulation of the Board of Directors No. PD.202.47/r.09/HK250/COP-A0200000/2024 regarding Organization of Directorate Finance & Risk Management. Directorate of Finance & Risk Management is responsible for several important aspects, including the availability of functional and cross-functional business processes based on internal control (SOA/ICoFR), implementation of governance, strategic and operational risk management, and Enterprise Risk Management (ERM). Organizational structure of Risk Management Department in 2025 is as follows:

![Graphic](tmb-20260512x6k038.jpg)

**RISK MANAGEMENT DEPARTEMENT'S DUTIES AND RESPONSIBILITIES**

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| | | | |
|:---|:---|:---|:---|
| **SVP Risk Management** | **SVP Risk Management** | **SVP Risk Management** | **SVP Risk Management** |
| 1.  | Risk Management Department is led by Senior Vice President of Risk Management (SVP Risk Management). | Risk Management Department is led by Senior Vice President of Risk Management (SVP Risk Management). | Risk Management Department is led by Senior Vice President of Risk Management (SVP Risk Management). |
| 2. | In carrying out its duties and authorities, SVP of Risk Management is responsible for reporting to the Director of Finance and Risk Management. | In carrying out its duties and authorities, SVP of Risk Management is responsible for reporting to the Director of Finance and Risk Management. | In carrying out its duties and authorities, SVP of Risk Management is responsible for reporting to the Director of Finance and Risk Management. |
| 3. | SVP Risk Management is responsible for the availability of functional and cross-functional business processes based on Sarbanes-Oxley Act (SOA) internal control or Internal Control over Financial Reporting (ICoFR), implementation of governance and quality management, strategic & operational risk management, Enterprise Risk Management (ERM), and implementation of the role as CoE in terms of risk management. | SVP Risk Management is responsible for the availability of functional and cross-functional business processes based on Sarbanes-Oxley Act (SOA) internal control or Internal Control over Financial Reporting (ICoFR), implementation of governance and quality management, strategic & operational risk management, Enterprise Risk Management (ERM), and implementation of the role as CoE in terms of risk management. | SVP Risk Management is responsible for the availability of functional and cross-functional business processes based on Sarbanes-Oxley Act (SOA) internal control or Internal Control over Financial Reporting (ICoFR), implementation of governance and quality management, strategic & operational risk management, Enterprise Risk Management (ERM), and implementation of the role as CoE in terms of risk management. |
| 4. | In carrying out its responsibilities, SVP Risk Management carries out the main activities, among others, but not limited to the following: | In carrying out its responsibilities, SVP Risk Management carries out the main activities, among others, but not limited to the following: | In carrying out its responsibilities, SVP Risk Management carries out the main activities, among others, but not limited to the following: |
|  | a. | Serving as CoE and/or subject matter expert of Directorate of Finance & Risk Management organization in risk management, among others: | Serving as CoE and/or subject matter expert of Directorate of Finance & Risk Management organization in risk management, among others: |
|  |  | i. | Determine strategies, roadmaps, policies, governance, and mechanisms in risk management (ERM), governance and quality management, and process management at TelkomGroup. |

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ii. Coordinating the implementation of risk management, governance and quality management, and process management with related units within the TelkomGroup.

iii. Coordinate the process of monitoring, evaluating, and reporting the implementation of risk management, governance and quality management, and process management in TelkomGroup.

b. Ensuring the implementation of strategic management and implementation of risk management and governance with external parties including regulators.

5. In carrying out the duties and authorities as referred to in paragraph (3), SVP Risk Management is assisted by:

a. Vice President (VP) Risk Strategy & Governance.

b. Vice President (VP) Risk Operation & Process Management.

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| | | | |
|:---|:---|:---|:---|
| R<br>|  |  |  |
| **VP Risk Strategy & Governance** | **VP Risk Strategy & Governance** | **VP Risk Strategy & Governance** | **VP Risk Strategy & Governance** |
| 1. | VP Risk Strategy & Governance is responsible for managing Enterprise Risk Management (ERM) at an adequate and effective strategic level and implementing governance and quality within the scope of TelkomGroup. | VP Risk Strategy & Governance is responsible for managing Enterprise Risk Management (ERM) at an adequate and effective strategic level and implementing governance and quality within the scope of TelkomGroup. | VP Risk Strategy & Governance is responsible for managing Enterprise Risk Management (ERM) at an adequate and effective strategic level and implementing governance and quality within the scope of TelkomGroup. |
| 2. | In carrying out its responsibilities, VP Risk Strategy & Governance carries out the main activities, among others: | In carrying out its responsibilities, VP Risk Strategy & Governance carries out the main activities, among others: | In carrying out its responsibilities, VP Risk Strategy & Governance carries out the main activities, among others: |
|  | a. | Carrying out the role of CoE organization of the Directorate of Finance & Risk Management in risk management, among others: | Carrying out the role of CoE organization of the Directorate of Finance & Risk Management in risk management, among others: |
|  |  | i. | Formulate and develop strategy, roadmap, policy, and architecture of Enterprise Risk Management (ERM). |
|  |  | ii. | Compile and manage the company's risk, including Risk Profile, Risk Factor, RKAP, including risk management advisory activities within TelkomGroup. |
|  |  | iii. | Measure Risk Maturity Index (RMI), risk culture, and risk competency enhancement, as well as integrated risk governance. |
|  |  | iv. | Formulate strategies, policies, and mechanisms for Good Corporate Governance (GCG) and quality management within TelkomGroup. |
|  |  | v. | Carry out advisory function, implementing GCG, and quality management within TelkomGroup. |
|  | b. | Ensure the implementation of risk-based planning management, including RJPP, CSS, and budgeting, as well as management of unit budgets & Key Performance Indicator (KPI) or Management Contract (KM). | Ensure the implementation of risk-based planning management, including RJPP, CSS, and budgeting, as well as management of unit budgets & Key Performance Indicator (KPI) or Management Contract (KM). |
|  | c. | Ensure the implementation of coordination with the Ministry of State-Owned Enterprises (SOE) and other external parties, related to the establishment of risk strategies, risk assessment, risk mitigation, and reporting on the implementation of the company's risk management and other purposes; | Ensure the implementation of coordination with the Ministry of State-Owned Enterprises (SOE) and other external parties, related to the establishment of risk strategies, risk assessment, risk mitigation, and reporting on the implementation of the company's risk management and other purposes; |
|  | d. | Ensure the preparation and measurement of risk management unit KPI as well as the development, management, and updating of ERM application. | Ensure the preparation and measurement of risk management unit KPI as well as the development, management, and updating of ERM application. |
|  | e. | Ensure the coordination and monitoring of GCG & quality management implementation, as well as Disclosure Control & Procedure (DCP) mechanisms and business processes along with their evaluation and reporting. | Ensure the coordination and monitoring of GCG & quality management implementation, as well as Disclosure Control & Procedure (DCP) mechanisms and business processes along with their evaluation and reporting. |
| 3. | In carrying out its activities, VP Risk Strategy & Governance interacts among others, but is not limited to: | In carrying out its activities, VP Risk Strategy & Governance interacts among others, but is not limited to: | In carrying out its activities, VP Risk Strategy & Governance interacts among others, but is not limited to: |
|  | a. | Telkom's work unit, subsidiaries, and affiliates, in terms of GCG management. | Telkom's work unit, subsidiaries, and affiliates, in terms of GCG management. |
|  | b. | Work unit, in terms of advisory preparation of risk register unit, risk profile, and assessment of KPI risk management effectiveness. | Work unit, in terms of advisory preparation of risk register unit, risk profile, and assessment of KPI risk management effectiveness. |
|  | c. | Subsidiaries, in terms of risk management advisory and integrated risk governance. | Subsidiaries, in terms of risk management advisory and integrated risk governance. |
|  | d. | Financial planning and analysis management work unit, in terms of preparing risk-based budgeting & monitoring, as well as an application system integrated with the Ministry of State-Owned Enterprises. | Financial planning and analysis management work unit, in terms of preparing risk-based budgeting & monitoring, as well as an application system integrated with the Ministry of State-Owned Enterprises. |
|  | e. | Internal audit management work unit, in terms of auditing the effectiveness of ERM implementation. | Internal audit management work unit, in terms of auditing the effectiveness of ERM implementation. |
|  | f. | Performance management work unit, in terms of determining and measuring KPI risk management unit. | Performance management work unit, in terms of determining and measuring KPI risk management unit. |
| 4. | In carrying out the activities, VP Risk Strategy is assisted by: | In carrying out the activities, VP Risk Strategy is assisted by: | In carrying out the activities, VP Risk Strategy is assisted by: |
|  | a. | Assistant Vice President (AVP) Risk Strategy & Reporting. | Assistant Vice President (AVP) Risk Strategy & Reporting. |
|  | b. | Assistant Vice President (AVP) Governance & Risk Policy. | Assistant Vice President (AVP) Governance & Risk Policy. |

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[Table of Content](#TOC)

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| | | |
|:---|:---|:---|
| t<br>|  |  |
| **VP Risk Operation & Process Management** | **VP Risk Operation & Process Management** | **VP Risk Operation & Process Management** |
| 1. | VP Risk Operation & Process Management is responsible for managing Enterprise Risk Management (ERM) at the operational level and the availability of adequate and effective business processes within the scope of the company. | VP Risk Operation & Process Management is responsible for managing Enterprise Risk Management (ERM) at the operational level and the availability of adequate and effective business processes within the scope of the company. |
| 2. | In carrying out its responsibilities, VP Risk Operation & Process Management carries out the main activities, among others: | In carrying out its responsibilities, VP Risk Operation & Process Management carries out the main activities, among others: |
|  | a. | Serve as CoE and/or subject matter expert of Directorate of Finance & Risk Management organization on operational risk and business process management aspect. |
|  | b. | Ensure the implementation of business risk management, regularization notes, form of waiver, and ICoFR risk assessment. |
|  | c. | Ensure the formulation of strategy, policy, governance, and process management mechanisms such as enterprise-wide process and business unit process of the company. |
|  | d. | Ensure the implementation of the review process on risk management for compliance and financial aspects (including hedging and asset impairment) in TelkomGroup. |
|  | e. | Ensure the design of ICoFR business process as part of the transactional level control process and the design of entity level control document based on the applicable framework internal control and SOA standard. |
| 3. | In carrying out its activities, VP Risk Operation & Process Management interacts with, among others: | In carrying out its activities, VP Risk Operation & Process Management interacts with, among others: |
|  | a. | Infrastructure and asset management business unit, in terms of business continuity management and insurance management. |
|  | b. | Customer management business unit, in terms of revenue assurance and fraud management. |
|  | c. | The company's organizational management work unit, the company's policy management work unit, internal audit management work unit, all operating units, and subsidiaries, in terms of managing enterprise-wide process, business unit process, and ICoFR business process. |
|  | d. | The company's policy management work unit, internal audit, and all operational units, in terms of managing the design of transaction level control & entity level control to support the effectiveness of the company's ICoFR management. |
| 4. | In carrying out the duties and authorities as referred to in paragraph (3), VP Risk Operation & Process Management is assisted by: | In carrying out the duties and authorities as referred to in paragraph (3), VP Risk Operation & Process Management is assisted by: |
|  | a. | Assistant Vice President (AVP) Process Management. |
|  | b. | Assistant Vice President (AVP) Financial & Compliance Risk Management. |
|  | c. | Assistant Vice President (AVP) Operational Risk Management. |

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**RISK MANAGEMENT DEPARTMENT'S TRAINING AND CERTIFICATION**

To improve the competency and quality of risk management, Telkom regularly involves members of Risk Management Department in various professional education and training programs. Furthermore, the company also holds outreach activities and workshops at its head office, regional divisions, and all subsidiaries to ensure a comprehensive understanding of risk management implementation across all TelkomGroup unit.

**Risk Management Training in 2025**

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| | | |
|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Name**<br><BORDER_TOP> | **Organization Institution**<br><BORDER_TOP> |
| 1. | GRC Professional | OCEG (Open Compliance & Ethics Group) |
| 2. | Financial Risk Analyst for Corporation | CRMS |
| 3. | Certified Risk Professional | Tap Kapital |
| 4. | Qualified Risk Management Professional | CRMS |
| 5. | Financial Risk Academy Preparation Program | BINUS |
| 6. | IRCA BCMS ISO 22301:2019 | BSI Training Academy |

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[Table of Content](#TOC)

**Risk Management Professional Certification**

Members of Telkom's Risk Management Department are professionals with in-depth expertise and experience in risk management. By the end of 2025, 23 members of this department had successfully obtained various professional certifications relevant to risk management. These certifications cover various aspects of risk management to ensure that the risk management system is implemented effectively and in accordance with international standards, while continuing to support the company's business sustainability.

**Professional Certification of Members of Telkom's Risk Management Department as of December 31, 2025**

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Member's Name**<br><BORDER_TOP> | **Certification**<br><BORDER_TOP> | **Year of Obtained**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
| 1. | Hendri Purnaratman | Qualified Chief Risk Officer (QCRO) | 2023 | Active |
|  |  | Certified Integrity Officer | 2023 | Active |
|  |  | Certified Compliance Professional | 2023 | Active |
|  |  | Certified Governance Professional  | 2024 | Active |
|  |  | GRC Professional | 2025 | Active |
|  |  | Financial Risk Analyst for Corporation | 2025 | Active |
| 2. | Tatwanto Prastistho | Compliance Management Fundamentals with CCP Certification) Batch 3 | 2024 | Active |
|  |  | Qualified Chief Risk Officer (QCRO) | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation | 2025 | Active |
|  |  | Certified Risk Professional | 2025 | Active |
| 3. | Rizky Ponti Annastuti | Certified Accountant | 2022 | Active |
|  |  | Certified Management Accountant | 2014 | Active |
|  |  | Certified Risk Professional | 2023 | Active |
|  |  | Qualified Risk Mgt Professional | 2023 | Active |
| 4. | Bima Aryo Putro | Certified Management Accountant | 2019 | Active |
|  |  | Certified Risk Professional | 2024 | Active |
| 5. | Arie Hestiningdaru | Qualified Risk Management Professional (QRMP) | 2023 | Active |
|  |  | Certified Risk Professional | 2023 | Active |
|  |  | IFRS Training & Certification | 2012 | Active |
| 6. | Rudi Sudiro | Certified Risk Professional | 2024 | Active |
|  |  | Qualified Risk Management Professional (QRMP) | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation (FRAC) | 2025 | Active |
| 7. | Leonard Sutardodo Parapat | Qualified Risk Management Professional (QRMP) | 2023 | Active |
|  |  | Certified Governance Professional  | 2024 | Active |
|  |  | Ahli Pembangun Integritas Muda | 2023 | Active |
|  |  | PECB Certified ISO 37001 Lead Auditor | 2023 | Active |
| 8. | Mahditya | Governance, Risk and Compliance for Executives  | 2023 | Active |
|  |  | Qualified Risk Management Professional (QRMP)  | 2025 | Active |
| 9. | Tati Krisnayanti | Qualified Risk Management Professional (QRMP) | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation (FRAC) | 2025 | Active |
|  |  | Certified Risk Professional | 2024 | Active |
|  |  | Certified of Professional Industrial Relation (CPIR) | 2024 | Active |
| 10. | Marisi P. Purba | ASEAN Chartered Professional Accountant | 2017 | Active |
|  |  | Chartered Accountant | 2014 | Active |
|  |  | Certified Professional Accountant (Australia) | 2022 | Active |
| 11. | Nofriandi Rosa | Certified Risk Professional | 2024 | Active |
|  |  | PECB Certified ISO 37001 Lead Auditor | 2023 | Active |
|  |  | Qualified Risk Management Professional | 2023 | Active |

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Member's Name**<br><BORDER_TOP> | **Certification**<br><BORDER_TOP> | **Year of Obtained**<br><BORDER_TOP> | **Status**<br><BORDER_TOP> |
|  |  | Ahli Pembangun Integritas Muda | 2023 | Active |
| 12. | Iswatoen Hasanah | Lead Auditor IRCA BCMS ISO 22301:2019 | 2025 | Active |
|  |  | Lead Auditor IRCA QMS ISO 9001:2015 | 2024 | Active |
|  |  | Certified Project Risk Manager | 2024 | Active |
|  |  | Qualified Risk Management Professional | 2023 | Active |
|  |  | Certified Risk Professional  | 2027 | Active |
| 13. | Dear Ahmad A'dhomul Syafaat | Certified Risk Professional | 2023 | Active |
|  |  | Certified Risk Professional | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation | 2023 | Active |
| 14. | Meylia Candrawati | Certified Governance Professional | 2024 | Active |
|  |  | Good Corporate Governance | 2023 | Active |
|  |  | Certified Public Accountant of Indonesia | 2025 | Active |
|  |  | Qualified Risk Management Analyst (QRMA) | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation | 2025 | Active |
| 15. | Ardistya Wirawan | Certified Risk Professional | 2025 | Active |
|  |  | Financial Risk Analyst for Corporation  | 2025 | Active |
|  |  | Qualified Risk Management Analyst | 2023 | Active |
| 16. | Alya Mutiara Basti | Certified Risk Professional | 2025 | Active |
|  |  | Qualified Risk Management Analyst (QRMA) | 2023 | Active |
|  |  | Financial Risk Analyst for Corporation (FRAC) | 2025 | Active |
|  |  | Financial Risk Academy Preparation Program | 2025 | Active |
|  |  | Certified Financial Risk Management (CFRM) | 2024 | Active |
| 17. | Rizka Raniah Rahmat  | Qualified Risk Management Analyst | 2023 | Active |
|  |  | Certified in Financial Risk Management (CFRM) | 2024 | Active |
|  |  | Certified Risk Professional | 2025 | Active |
|  |  | Qualified Risk Management Professional | 2025 | Active |
| 18. | Fabri Tobal H. Situmeang | Certified Risk Professional | 2025 | Active |
| 19. | Niken Dwi T. | Certified Risk Professional  | 2022 | Active |
|  |  | Qualified Risk Management Analyst (QRMA) | 2023 | Active |
|  |  | Certified Project Risk Manager (CPRM) | 2024 | Active |
| 20. | Dimas Prasstyo | Certified Management Accountant | 2019 | Active |
|  |  | Financial Risk Analyst for Corporations | 2025 | Active |
|  |  | Certified Financial Risk Management (CFRM) | 2024 | Active |
|  |  | Certified Risk Professional | 2021 | Active |
| 21. | Gustaf Geysbert Lontoh | Financial Risk Manager | 2024 | Active |
| 22. | Muhammad Azhar Ashari | Certified Compliance Professional | 2024 | Active |
|  |  | Certified Risk Professional | 2025 | Active |
| 23. | Lely Firda Anggraeni | Certified Risk Professional | 2025 | Active |
|  |  | User Experience Research and Design | 2020 | Active |

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In 2025, Telkom will implement a professional certification program in the field of risk management and extend certification for employees who act as primary risk manager in their respective division and/or sub-unit.

**RISK AWARENESS AND CULTURE**

Enhancing Risk Aware-Culture is one of the key factors in achieving the company's targets and objectives, in line with 2020-2025 Strategic Plan for State-Owned Enterprises Regulatory Agency, particularly in relation to strengthening risk management and corporate governance functions of state-owned enterprises. A good Risk Aware-Culture can improve:

1. Organizational capability to manage measurable risk level.

2. Improving Corporate Governance Compliance.

3. Achievement of company performance target.

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[Table of Content](#TOC)

Risk Aware-Culture also embodies one of AKHLAK's Core Values, specifically the Competence aspect, which involves continuous learning and developing capabilities. Therefore, the risk awareness program is divided into three categories: leader journey, people journey, and program journey.

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| | | | |
|:---|:---|:---|:---|
| **1.**  | **Leader Journey** | **Leader Journey** | **Leader Journey** |
|  | a.  | Sharing session involving Telkom leaders | Sharing session involving Telkom leaders |
|  |  | Telkom routinely conducts sharing sessions involving C-Level Executive from divisions and subsidiaries with the aim of building a commitment to risk management implementation. | Telkom routinely conducts sharing sessions involving C-Level Executive from divisions and subsidiaries with the aim of building a commitment to risk management implementation. |
|  | b. | Training and certification | Training and certification |
|  |  | Telkom also strengthens risk management through relevant training program that are attended by head of unit and management of subsidiaries. | Telkom also strengthens risk management through relevant training program that are attended by head of unit and management of subsidiaries. |
|  | c. | Webinar with external expert | Webinar with external expert |
|  |  | The webinar program is conducted by external expert, both consultant, practitioner, and academic. | The webinar program is conducted by external expert, both consultant, practitioner, and academic. |
| **2.** | **People Journey** | **People Journey** | **People Journey** |
|  | a. | Communicate clearly (Compile Story) | Communicate clearly (Compile Story) |
|  |  | Telkom's Risk Management Department intensively provides advisory and coaching to units and subsidiaries in order to strengthen risk management through several platforms, including: | Telkom's Risk Management Department intensively provides advisory and coaching to units and subsidiaries in order to strengthen risk management through several platforms, including: |
|  |  | i. | Diarium (Digital Poster). |
|  |  | ii. | Telegram Channel. |
|  | b. | Mandatory digital learning | Mandatory digital learning |
|  |  | Telkom is conducting digital training on refreshment knowledge of risk management, which is mandatory for all TelkomGroup entities. The minimum score to meet the passing threshold is 70. | Telkom is conducting digital training on refreshment knowledge of risk management, which is mandatory for all TelkomGroup entities. The minimum score to meet the passing threshold is 70. |
|  | c. | New employee training program | New employee training program |
|  |  | Every new employee is required to attend several training courses, one of which is regarding Risk Management. | Every new employee is required to attend several training courses, one of which is regarding Risk Management. |
| **3.** | **Program Journey** | **Program Journey** | **Program Journey** |
|  | a. | Breakdown silos | Breakdown silos |
|  |  | Risk Management Department acts as an intermediary and communication center across divisions and subsidiaries to be able to carry out collaborative cooperation in the context of mitigating corporate risk. One form of activity that has been implemented is advisory for the alignment of strategy and risk management of all units. | Risk Management Department acts as an intermediary and communication center across divisions and subsidiaries to be able to carry out collaborative cooperation in the context of mitigating corporate risk. One form of activity that has been implemented is advisory for the alignment of strategy and risk management of all units. |
|  | b. | Assigning responsibility for risk  | Assigning responsibility for risk  |
|  |  | There is a risk manager in each division and subsidiary who conducts direct identification and monitoring so that it is expected to be able to capture all possible risk that exist in the company. | There is a risk manager in each division and subsidiary who conducts direct identification and monitoring so that it is expected to be able to capture all possible risk that exist in the company. |
|  | c. | Utilization of technology and IT Tools | Utilization of technology and IT Tools |
|  |  | Telkom has an online ERM application that is used by all divisions and subsidiaries in real time. Some of the modules that have been developed include: | Telkom has an online ERM application that is used by all divisions and subsidiaries in real time. Some of the modules that have been developed include: |
|  |  | i. | Telkom and subsidiaries' Risk Register Module. |
|  |  | ii. | Telkom and subsidiaries' Risk Reporting Module. |
|  |  | iii. | Risk Project Module. |
|  |  | iv. | EWS (Early Warning System) Module. |
|  |  | v. | LED (Loss Event Database) Module. |
|  |  | vi. | Support Needed Module. |
|  |  | vii. | Repository Module. |
|  |  | viii. | Helpdesk dan Ticketing Module. |
|  |  | ix. | Risk Universe Module. |
|  |  | x. | Risk Taxonomy Module. |
|  | d. | Implementing risk management KPI | Implementing risk management KPI |
|  | e. | Senior Leader's commitment to implementing risk management is demonstrated by the implementation of Risk Management Effectiveness KPI as one of the performance indicators assessed for all BOD-1 unit at Telkom. The assessment is conducted quarterly by Telkom's Risk Management Department on the Risk Register and Risk Reporting of all BOD-1 unit. The parameter used to assess Risk Management effectiveness include completeness, quality, and reporting time delivery | Senior Leader's commitment to implementing risk management is demonstrated by the implementation of Risk Management Effectiveness KPI as one of the performance indicators assessed for all BOD-1 unit at Telkom. The assessment is conducted quarterly by Telkom's Risk Management Department on the Risk Register and Risk Reporting of all BOD-1 unit. The parameter used to assess Risk Management effectiveness include completeness, quality, and reporting time delivery |

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[Table of Content](#TOC)

**List of Risk Awareness Program Improvement**

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| | | | |
|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Dimension**<br><BORDER_TOP> | **2025**<br><BORDER_TOP> | **2026**<br><BORDER_TOP> |
| 1. | Risk Culture and Capability | The company has a comprehensive risk culture program and risk skill enhancement training program for risk manager. | Develop a corporate risk culture program based on the result of the risk culture evaluation. |
| 2. | Organization and Risk Governance | The completeness of risk management organ, their function, and responsibility are in accordance with the provisions in PER-2/MBU/03/2023. | Encourage subsidiaries to carry out RMI assessment periodically. |
| 3. | Risk and Compliance Framework | The company has a risk management policy that is continually reviewed and updated. The company also has a risk capacity, which serves as the basis for determining threshold values and their derivatives. | Update to risk management policiy in accordance with the latest shareholder provision. |
| 4. | Risk Process and Control | The company has conducted an assessment of the company's objective target and monitored them to ensure the achievement of the company's objective. | Conduct regular monitoring of the alignment of business strategy planning and corporate risk management. |
| 5. | Model, Data, and Risk Technology | The company has a risk reporting mechanism from business unit and subsidiary using an online application. | Develop a risk management application support system in stages by taking into account the company's needs. |

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**RISK MANAGEMENT DEPARTMENT'S IMPLEMENTATION ACTIVITIES**

The duties and responsibilities carried out by Risk Management Department in managing risk during 2025 are:

1. Develop and update Risk Strategy which includes a Risk Appetite Statement and Risk Limits (Risk Capacity, Risk Tolerance and Risk Appetite).

2. Calculate unexpected loss and tail loss along with developing management strategies.

3. Assist in the preparation of risk factors for documents:

a. Company Long-Term Plan **  (RJPP) for a 5 years period; and

b. Corporate Strategic Scenario for a 3 years period.

4. Compile and update TelkomGroup's risk profile and reporting on its implementation.

5. Assist in the preparation of Risk-Based RKAP.

6. Prepare Contingency Plan and Stress Testing documents for potentially detrimental macro condition.

7. Coordinate and carry out advisory activities in the context of preparing risk register, risk review, and overseeing ERM improvement in both unit and subsidiary.

8. Perform risk universe update.

9. Conduct risk taxonomy mapping based on Regulation of Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activity.

10. Conduct a review of the Risk Profile and Parameter based on the Letter from PT Danantara Asset Management Number SR.122/DI-DAM/DO/2025 regarding Strategic Guidelines for the Preparation of the Company Work Plan and Budget (RKAP) of PT Danantara Asset Management's Subsidiary.

11. Conduct alignment the implementation of Risk Management with subsidiary.

12. Support the 2025 Risk Maturity Index measurement activity for 2024 performance at TelkomGroup together with the company's Internal Audit.

13. Monitor the follow-up of recommendation for the company's ERM improvement roadmap.

14. Develop and update policies:

a. Integrated Governance Guidelines;

b. ICoFR Policy;

c. Good Corporate Governance (GCG) Guideline; and

d. Guideline Key Performance Indicator Risk Management Effectiveness (KPI RME).

15. Support Performance and Financial Accountability Assessment activity by BPKP.

16. Support ACGS Leadership Governance GCG Assessment activity.

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[Table of Content](#TOC)

17. Support and carry out Anti-Bribery Management System (SMAP) Surveillance activity.

18. Conduct advisory and outreach regarding company risk management policy.

19. Conduct quarterly KPI RME assessment.

20. Conduct liaison officer survey and online ERM application.

21. Monitor the implementation of risk competency qualification fulfillment (training module, risk management organ certification, and people development plan).

22. Monitor and support the implementation of Charter 8 Policy & Process.

23. Orchestrate the fulfillment of competency and/or certification of risk management organ at the level of the Board of Directors, Board of Commissioners, senior leader, and all employees.

24. Coordinate the preparation/updating of the BCP Set.

25. Coordinate risk assessment and business impact analysis.

26. Conduct BCP evaluation and testing.

27. Conduct the 1<sup>st</sup> Surveillance Audit of ISO 22301: 2019 BCMS.

28. Support insurance management (property all risk (PAR) insurance, Director & Officer/D&O, personal accident (ASKEDIR), in-orbit satellite insurance, etc.).

29. Support revenue assurance.

30. Monitor the implementation of fraud management.

31. Conduct Risk Assessment Scoping & Significant ICoFR periodically.

32. Conduct ICoFR Entity Level Control (ELC) design.

33. Conduct design, evaluation, and remediation of the Business Process & Risk Control Matrix design as part of ICoFR Transaction Level Control (TLC) design.

34. Conduct Risk Assessment Key Control Business Process ICoFR periodically.

35. Monitor and evaluate ICoFR Control Self-Assessment carried out by the Business Process Owner.

36. Carry out ICoFR fraud risk assessment business process.

37. Develop and update ERM policies and SOPs (ERM PR, ERM SOP, risk assessment implementation instruction, BCMS, insurance, fraud management, and revenue).

38. Review the organization's business process high layer.

39. Conduct Fraud Risk Assessment of new product/service.

40. Preparation/update of SOP Business Continuity Plan (BCP).

41. Conduct a review of the risk aspect of the company's corporate action plan.

42. Conduct a review of the risk aspect of the company's collaboration initiative.

43. Carry out advisory activity for risk aspect to prepare a risk register for the company's corporate action plan.

44. Conduct a review of risk aspect related to changes in company policy/regulation.

45. Conduct a review of risk aspect in the company's OPEX & CAPEX management.

**TYPE OF RISK AND MANAGEMENT METHOD**

Risk Management Department identified several strategic risks that impact Telkom's business activities, including:

**Table of Risk and Management Method**

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| | | | | |
|:---|:---|:---|:---|:---|
| **Type of Risk**<br><BORDER_TOP> | **Type of Risk**<br><BORDER_TOP>.1 | **Risk that is Faced**<br><BORDER_TOP> | **Impact to Telkom**<br><BORDER_TOP> | **Mitigation/Risk Management**<br><BORDER_TOP> |
| **1**. | **Systemic Risk** | **Systemic Risk** | **Systemic Risk** | **Systemic Risk** |
| Political and Social | Political and Social | Disruptions to political stability, social, and security turmoil both domestically and internationally caused by specific issues such as geopolitical crises, trade wars, and so on. | It has a negative impact on business growth, operations, financial condition, results of operations, supply chain of production equipment and prospects, as well as market prices of securities. | a.<br>Monitoring the influence of socio-political turmoil on operational/service disruptions.<br>b.<br>The maintenance of awareness through the improvement of safety & security functions.<br>c.<br>Monitoring supply chain issues related to raw materials and looking for alternatives to materials/device designs.<br>|
| Macro Economy | Macro Economy | a.<br>Changes in the rate of inflation.<br>| a.<br>Affects the purchasing power and ability to pay customers.<br>b.<br>Have the impact on the business, financial condition, business result or business prospect.<br>c.<br>Have a material adverse effect to the business, financial, condition, business proceeds or business prospect.<br>| a.<br>Monitoring of the influence of macroeconomy to the change to <br>|

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[Table of Content](#TOC)

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| | | | | |
|:---|:---|:---|:---|:---|
| **Type of Risk**<br><BORDER_TOP> | **Type of Risk**<br><BORDER_TOP>.1 | **Risk that is Faced**<br><BORDER_TOP> | **Impact to Telkom**<br><BORDER_TOP> | **Mitigation/Risk Management**<br><BORDER_TOP> |
| | | b.<br>The fluctuation of Rupiah exchange rate.<br>c.<br>Increase in energy and fuel prices.<br>d.<br>Increase in loan interest rates.<br>e.<br>The decrease of government or company's credit rating.<br>| | <br>increase the expense through Cost Leadership program.<br>b.<br>Maintain healthy financial ratio to get competitive interest rates.<br>c.<br>Loan restructuring with less competitive interest rates.<br>d.<br>Maintain sufficient foreign currency asset according to business needs.<br>|
| Risk of Disaster and Epidemic | Risk of Disaster and Epidemic | Natural disasters such as hurricane, earthquake, tsunami, volcanic eruption, fire, drought, endemic, and pandemic. | Disrupting its business operations and give negative impact to the financial performance and profit, business prospect as well as market price of securities. | a.<br>Monitoring indicators that have the potential to cause disturbances to equipment such as device humidity and temperature, ship traffic on the SKKL route through the system.<br>b.<br>Transfer of risk by using the insurance of asset to anticipate the natural disaster and fire.<br>c.<br>Coordination with ASKALSI (Indonesian Sea Cable Association) and BAKAMLA (Indonesian Marine Safety Agency) to secure SKKL.<br>d.<br>Preventive & corrective action by preparing the disaster recovery plan and crisis management team.<br>|
| Risk of Climate Change | Risk of Climate Change | Unpreparedness to respond to climate-related risk is driving extreme weather event such as flood, and long-term change in climate pattern such as rising temperature. | Damage to network asset and infrastructure, operational disruption including on-grid power outage, decreased employee productivity due to disruption to transportation or site access, and safety threat to field employee. | a.<br>Upgrade infrastructure to increase resilience to climate change-induced disaster.<br>b.<br>Have Business Continuity Management procedure and disaster management guideline.<br>c.<br>Mitigate the risk of overheating by ensuring the building has optimal cooling condition.<br>d.<br>Establish GHG emission reduction initiative.<br>e.<br>Carbon-offset program through reforestation and conservation effort, utilization of renewable energy and energy efficiency.<br>f.<br>The Energy Efficiency Awareness Movement (GePEE) is implemented in all office buildings and Plazas.<br>|
| **2.** | **Business Related Risks** | **Business Related Risks** | **Business Related Risks** | **Business Related Risks** |
| Operational Risk | Operational Risk | The failure in the sustainability of network operation, main system, gateway on Telkom's network, or other operator's network. | It has a negative impact to the business, financial condition, proceeds from the operation and business prospect. | a.<br>Implementation of BCM, BCP, and DRP.<br>b.<br>Integrated Management System (IMS) Certification for infrastructure management.<br>|
|  |  | Physical security threats such as theft, vandalism, riot, terrorist attack that are beyond Telkom's control or other actions as well as cyber security threats such as  | Has the negative impact to the business, financial condition, result from the operation materially. | a.<br>The upgrade of preventive action in the form of vulnerability assessment and penetration test periodically.<br>b.<br>Monitor and identify all types of attack in the real-time as well as to choose and conduct the necessary action immediately.<br>c.<br>Preparing the recommendation to handle cyber-attack based on the historical incident analysis*.*<br>d.<br>Intensive coordination with relevant parties to handle the cyber-attack.<br>e.<br>Monitor the situation and coordinate with relevant law enforcement officer (e.g., Police) to maintain the security of asset and building.<br>|

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| | | | |
|:---|:---|:---|:---|
| **Type of Risk**<br><BORDER_TOP> | **Risk that is Faced**<br><BORDER_TOP> | **Impact to Telkom**<br><BORDER_TOP> | **Mitigation/Risk Management**<br><BORDER_TOP> |
| | brute force attack, DDoS attack, and threat in Data Center. | | |
|  | Delay in adoption of new technology. | Negative impact on competitiveness. | a.<br>Preparation of a technology roadmap by considering future technology and potential implementation of competitor technology.<br>b.<br>High-Level-Design (HLD) evaluation and validation through LAN simulation to check interoperability between platform.<br>|
| Financial Risk | Credit risk mainly comes from trade receivable and other receivable.<br>| Have an adverse impact on financial condition, operational performance, and business prospect. | Continuous monitoring of account receivable balance and carrying out regular collection effort. |
|  | Liquidity risk.<br>| Impact on the ability to meet financial liability, when these financial liabilities fall due. | a.<br>Preparation of a technology roadmap by considering future technology and potential implementation of competitor technology.<br>b.<br>Conduct analysis to monitor the liquidity ratios of the financial position statement such as the current ratio and debt to equity ratio against the requirements required by the debt agreement.<br>|
|  | Limitation in finding funding source for investment initiative. | Have a material adverse impact on the business, financial condition, operational performance, and business prospect. | Maintain and improve company performance to gain trust from national and global funding institution/source. |
| Legal and Compliance Risk | Civil lawsuit and/or breach of contract from third party (vendor, partner or cooperation partner). | Reduce Telkom's revenue and negative impact on business, reputation, and profit.  | a.<br>Strengthening legal review of contract document with third party and monitoring the settlement of right and obligation according to the contract.<br>b.<br>Strengthening internal policy related to procurement and cooperation process.<br>|

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| | | | |
|:---|:---|:---|:---|
| **Type of Risk**<br><BORDER_TOP> | **Risk that is Faced**<br><BORDER_TOP> | **Impact to Telkom**<br><BORDER_TOP> | **Mitigation/Risk Management**<br><BORDER_TOP> |
|  | Personal data leak. | A maximum fine of 2% of income based on regulation on personal data protection. | a.<br>Program to increase employee awareness of personal data protection regulation.<br>b.<br>Supervision and evaluation of data transaction mechanism and implementation within the company.<br>c.<br>Strengthening cyber security to ensure protection of personal data managed in the company.<br>|
| Regulation Risk | The change of Indonesian or International regulation. | Has the impact to the business, financial condition, operational performance, and business prospect. | a.<br>Analysis on the impact of the regulation plan towards the industry in general and Telkom in particular.<br>b.<br>Giving inputs so that the regulation that will be stipulated will give positive impact to the company and industry.<br>|
| Transformation Risk | The failure of significant business and organizational transformation initiatives. | Has an impact on business growth and the company's financial performance in the short and long-term. | a.<br>Preparation of strategic fit and roadmap for transformation initiative.<br>b.<br>Conduct risk assessment on transformation initiative both at the pre- and post-transformation stage (including ensuring that customer service continue to run).<br>c.<br>Implementation of change management by maximizing the Project Management Office (PMO) function.<br>|

---

**RISK MANAGEMENT SYSTEM'S REVIEW ON THE EFFECTIVENESS**

Throughout 2025, Telkom's risk management system has been operating effectively in managing various business risks to support every policy and process within the TelkomGroup. Telkom utilizes several risk management tools or information systems, including:

1. Generic Tools Enterprise Risk Management Online (ERM Online) which is used by all units for Risk Register management.

2. Specific Tools for specific risk management purposes e.g.:

a. Fraud Management System (FRAMES) application is used for the early detection system of potential Customer and Third-Party Fraud.

b. Telkom Legal Intelligence System (TELIS) is used as a repository for internal policy and external company regulation.

c. ICoFR Control Self-Assessment (ICSA) is a tool or application used to facilitate the self-assessment process for the implementation of business process at the transaction level control (TLC) level and enable timely reporting of self-assessment result.

d. EITA (Enterprise IT Architecture) application is an application that manages the ICoFR business process repository.

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Telkom has also carried out an assessment process for the effectiveness of risk management implementation in 2025, namely:

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| | |
|:---|:---|
| 1. | Measurement of Risk Maturity Index (RMI). |
| 2. | Monitoring and evaluation of the effectiveness of risk mitigation through ERM Online application. |
| 3. | Evaluation/discussion and advisory on a one-on-one basis with business unit as needed. |
| 4. | Reporting and evaluation together with the BOD and Committee for Planning and Risk Evaluation and Monitoring (KEMPR). |
| 5 | Preparation and reporting document of 2025 Contingency Plan. |

---

**STATEMENT OF THE BOARD OF DIRECTORS AND BOARD OF COMMISSIONERS ON ADEQUACY OF RISK MANAGEMENT SYSTEM**

The Board of Directors and Board of Commissioners, through Committee for Planning and Risk Evaluation and Monitoring (KEMPR), regularly hold meetings with Risk Management Department to discuss risk monitoring throughout the company. This meeting also covers follow-up actions taken by risk owner to minimize identified risk. Risk Management Department reports the result of risk monitoring to the Board of Directors and Board of Commissioners on a quarterly basis, ensuring that risk management is carried out effectively and sustainably.

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| | |
|:---|:---|
| **1.** | **Adequacy of Risk Management Information System** |
|  | Risk management system implemented in the company refers to the ISO 31000:2018 framework and adopt various international standards to ensure the best implementation of risk management. The preparation of the company's risk register and risk profile has utilized the ERM Online application, as well as the monitoring and evaluation process as well as the dashboard. |
| **2.** | **Adequacy of Risk Identification, Measurement, Monitoring, and Control Process** |
|  | The Board of Directors through Internal Audit function has carry out inspection, evaluation, report, and/or recommendation for improvement of adequacy and the effectiveness of the risk management process then followed up through evaluation by Committee for Planning and Risk Evaluation and Monitoring. |

---

**TELKOM RISK APPETITE STATEMENT**

---

| | | |
|:---|:---|:---|
| **Attitude** | **Telkom Risk Appetite Statement** | **Telkom Risk Appetite Statement** |
| Intolerance | 1. | TelkomGroup does not tolerate any deviation from integrity and compliance, including environmental damage and negligence regarding cybersecurity and personal data protection, which could impact the company's reputation. |
|  | 2. | TelkomGroup is committed to meeting the target of dividend payment to SOE in accordance with the target that has been set. |
| Conservative | 1. | TelkomGroup strives to maximize the potential of Digital Infrastructure, Integrated B2C Service, and B2B ICT Service business, which are included in "Core Investment" category, with achievement that are right on target. |
|  | 2. | TelkomGroup is committed to fulfilling its financial obligation and maintaining a healthy financial structure and ensuring sustainable business continuity. |
|  | 3. | TelkomGroup is committed to carrying out its core business activity with the highest quality by fulfilling ESG aspect. |
| Moderate | 1. | TelkomGroup strives to optimize the business potential of Digital Infrastructure, Integrated B2C Service, and B2B ICT Service which are included in "Next Core Investment" category with prudent and measurable management. |
|  | 2. | TelkomGroup SOE optimize the management of market and macroeconomic volatility by accepting the consequences of these burdens in a measured manner. |
| Strategic | 1. | TelkomGroup strives to carry out transformation with strict governance for the management and development of selective "New Play Investment" business, with reasonable and measurable risk and commensurate investment return. |

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### SIGNIFICANT LEGAL DISPUTES
Throughout 2025, Telkom faced 255 legal cases, consisting of 130 criminal law cases and 125 civil law cases. Of that number, 58 criminal cases and 56 civil cases were continuations from the previous year, while 72 criminal cases and 69 civil cases were new cases that began in 2025.

In addition to the matters mentioned above, in October 2023, Telkom received a document request from the US Securities and Exchange Commission (SEC) regarding Telkominfra's involvement in a project with the Telecommunications and Information Accessibility Agency of the Ministry of Communication and Information Technology of the Republic of Indonesia (BAKTI Kominfo) related to the provision of 4G Base Transceiver Station (BTS) infrastructure. The SEC subsequently expanded its investigation to include a review of accounting and disclosure issues related to revenue recognition and financial reporting practices, as well as internal control over financial reporting in general, and public reports regarding legal proceedings in Indonesia involving the company, various subsidiaries and affiliates, as well as several of Telkom's clients and suppliers. In early May 2024, Telkom also received an additional request for documents from the US Department of Justice (DOJ) regarding legal matters concerning compliance with the US Foreign Corrupt Practices Act (FCPA). Telkom is cooperating with US authorities and has appointed foreign legal counsel to conduct an internal investigation into these issues.

As of the date hereof, based on the results of our internal investigation, we believe that substantially all of the approximately 140 transactions that we have identified as lacking economic substance resulted in an overstatement of certain financial information, including revenues, gross trade receivables and net trade receivables, as set out in our consolidated financial statements relating to prior financial years.

We are also conducting a co-led investigation with our internal investigation committee focused on mobile phone sales from our subsidiary PT Pins Indonesia ("PINS") to our customer Inter Pulsa Mandiri ("IPM"). As of the date hereof, this investigation is ongoing, and we will continue to provide updates to the SEC and DOJ as findings develop. The SEC's and DOJ's investigations remain ongoing, and we continue to cooperate fully with the SEC and DOJ.

We cannot predict the duration, outcome, or impact of these investigations. Potential consequences include the imposition of material fines or penalties, civil or criminal enforcement actions, restrictions on our business, potential delisting, additional government investigations or enforcement actions, or an inability to finalize our financial results in a timely manner, including a delay in the filing of our Annual Report on Form 20-F for the year ended December 31, 2025, any of which could have a material adverse effect on our business, financial condition, results of operations, and the market price of our shares and American Depositary Shares. While an investigation or inquiry by the SEC or DOJ should not be construed as an indication that any violation of law has occurred or as a reflection upon any person, entity, or security, any enforcement action or settlement, even if ultimately resolved favorably, could adversely impact our reputation, business, prospects, financial condition, and results of operations.

Furthermore, in February 2025, the US administration issued an executive order titled "Pausing Foreign Corrupt Practices Act Enforcement to Further American Economic and National Security," pausing DOJ enforcement of the FCPA for 180 days (renewable for an additional 180 days) until the US Attorney General issues amended FCPA enforcement guidelines. Due to the changing nature and uncertainty surrounding the regulations, Telkom cannot determine how the DOJ's FCPA enforcement will change or impact the outcome of the DOJ's investigation into Telkom's business. Furthermore, there is no certainty as to whether Telkom, its affiliates, employees, agents, or contractors will meet the requirements for individual exemptions from the FCPA enforcement moratorium.

We are also cooperating with, and have in certain instances self-reported to, government authorities in Indonesia, including the Indonesian National Police, the Public Prosecution Service, and the Corruption Eradication Commission, various matters involving alleged or potential violations of Indonesian laws and regulations by our business units, subsidiaries, and affiliates, including anti-corruption, alleged fraud, embezzlement, and issues associated with trade receivables, some of which are related to the matters under investigation by the SEC and DOJ. On May 2025, the DKI Jakarta High Prosecutor's Office determined eleven individuals to be suspects and detained them in connection with

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alleged corruption involving fictitious financing at our company, relating to conduct primarily between 2016 and 2019, following our submission of internal audit findings in support of the Government's *Bersih-Bersih* BUMN program. We have taken corrective actions including disciplinary action against involved employees, asset recovery efforts, and policy changes. We fully support the applicable legal processes in Indonesia and continue to cooperate with Indonesian authorities. The outcomes of these proceedings remain uncertain and could expose us to additional liability, reputational harm, or operational disruption.

**Recapitulation of Legal Cases in 2023 - 2025**

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| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Status** | **Legal Cases** | **Legal Cases** | **Legal Cases** | **Legal Cases** | **Legal Cases** | **Legal Cases** |
| **Status** | **2025** | **2025** | **2024** | **2024** | **2023** | **2023** |
| **Status** | **Criminal** | **Civil\*** | **Criminal** | **Civil\*** | **Criminal** | **Civil\*** |
| In progress | 87 | 66 | 62 | 91 | 42 | 55 |
| Completed | 43 | 59 | 36 | 35 | 13 | 43 |
| Sub Total  | 130 | 125 | 98 | 126 | 55 | 98 |
| **Total**  | **255** | **255** | **224** | **224** | **153** | **153** |

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Remark:

\* Combination of Civil and Non-Litigation cases.

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### CORPORATE CODE OF CONDUCT

### CODE OF CONDUCT'S IMPLEMENTATION FOR BOARD OF DIRECTORS, BOARD OF COMMISSIONERS, AND EMPLOYEES
TelkomGroup believes that sustainability is not only about business growth, but also how that growth occurs with the principles of business ethics that are shared by all Directors, Board of Commissioners, and employees.

Based on Sarbanes-Oxley Act (SOA) 2002 Section 406, Telkom has a code of ethics which is regulated in several regulations as follows:

1. KD.36/HK290/COP-D0053000/2009 regarding Integrity Pact.

2. PD.201.01/r.00/PS150/COP-B0400000/2014 regarding Business Ethics in TelkomGroup Environment.

3. PD. 602.00/r.00/HK000/COP-D0030000/2011 regarding Telkom's GCG Management Guidelines.

4. PR.209.10/r.02/HK200/COP-A0700000/2023 regarding Respectful Workplace.

5. PR.209.05/r.02/HK250/COP-A0900000/2024 regarding Employee Discipline.

6. PR.209.03/r.02/HK270/COP-A0900000/2024 regarding Obligation to Submit LHKPN within TelkomGroup Environment.

7. PR.209.04/r.02/HK270/COP-A0900000/2024 regarding Gratification Control.

One of the implementations of code of ethics is obligation for employees to undergo business ethics certification, which includes a Business Ethics Statement Letter and an Integrity Pact, completed and signed by all TelkomGroup employees annually. This certification is also carried out by the Board of Directors as company leaders to demonstrate the leadership's commitment to business practices and ethical behavior within the company.

Management ensures the effective implementation of Good Corporate Governance by implementing business ethics policies to achieve superior, sustainable business performance, and to comply with ethical principles consistent with applicable laws and regulations. This also applies to vendors collaborating with Telkom, who also complete an Integrity Pact.

**CODE OF CONDUCT'S PRINCIPLES** 

Telkom's Code of Conduct, among others, regulates the following key matters:

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| | |
|:---|:---|
| **1.** | **Employee Ethics** |
|  | Contains a system of values or norms used by all employees and leaders in their daily work, both the main behavior of employees and the main behavior of leaders. |
| **2.** | **Business Ethics** |
|  | Contains a system of values or norms adopted by the company as a reference for the company, management, and employees to relate to external parties, including regulators, stakeholders, and other external parties. |

---

**SOCIALIZATION OF THE CODE OF ETHICS AND ITS EFFORTS TO ENFORCEMENT**

Every year, Telkom management carries outreach to all employees in the TelkomGroup regarding understanding GCG, Business Ethics, Integrity Pact, Fraud, Risk Management, Internal Control (SOA), Whistleblowing, Prohibition of Gratification, IT Governance, Information Security, Anti-Bribery Management System and other matters. Others related to ethics and corporate governance practices.

Telkom's code of ethics socialization aims to not only raise awareness but also continuously improve understanding of the applicable code of ethics. Periodic awareness enhancements, both in terms of policy and implementation, are carried out through various channels owned by TelkomGroup, including internal company media such as Web Portal, Instagram, Diarium, WhatsApp Blast, E-mail Blast, and other media.

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Senior Leader also regularly provides reminders regarding business practices and ethical behavior at events, such as RAPIM (Ministry of Work Meetings), Townhall, Briefing Unit, Coffee Morning, Culture Event, and other formal and informal events. New employees are also provided with an understanding of business practices and ethical behavior through Great People Trainee Program (GPTP) briefing material. Sharing session are also held with experts (KPK, Ministry of State-Owned Enterprises, Ministry of Manpower, and practitioners), as well as benchmarking activities conducted at other companies.

**Socialization of the Code of Conduct in 2025**

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| | | |
|:---|:---|:---|
| **No.** | **Approach** | **Amount Reached/Participation** |
| 1. | E-learning | 4782/4782 |
| 2. | Face to face (training, communication forum/workshop) | 145/4782 |
| 3. | Socialization material through the internet portal | 4782/4782 |

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In practice, any violation of the code of ethics will potentially result in sanctions, following a mechanism in accordance with applicable company policies. The following are the categories of sanctions applicable to Telkom employees.

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.** | **Main Point** | **Type of Violation** | **Type of Violation** | **Sanction** |
| 1. | Employee Work Ethics | 1. | Misdemeanor | Minor Disciplinary Sanction |
| 1. | Employee Work Ethics | 2. | Moderate Violation | Moderate Disciplinary Sanction |
| 1. | Employee Work Ethics | 3. | Serious Violation | Severe Disciplinary Sanction |
| 2. | Business Ethics | 1. | Insider Trading | Integrity Committee Decision |
| 2. | Business Ethics | 2. | Conflict of Interest | Employee Discipline Committee Decision |
| 2. | Business Ethics | 3. | Window Dressing | Integrity Committee Decision |
| 2. | Business Ethics | 4. | Gratification | Employee Discipline Committee Decision |

---

**CODE OF CONDUCT IMPLEMENTATION REPORT**

In 2025, Telkom processed 19 cases of violations of the code of conduct and employee discipline involving 93 perpetrators. Of these, 17 cases have been resolved while 3 other cases are still in process. Employees who have received decisions are 86 perpetrators while 7 other perpetrators are still in process. This number shows a significant increase in case resolution compared to the previous year, where out of 12 cases with 131 perpetrators, there were still 5 cases involving 27 employees that were still in process. Therefore, Telkom continues to make various efforts to improve the quality of internal control to reduce the number of code of conduct violations in the future.

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**Enforcement of Code of Conduct in 2025**

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **Form of Code Violation**<br><BORDER_TOP> | **Number of Code Violation**<br><BORDER_TOP> | **Sanction Given**<br><BORDER_TOP> | **Sanction Given**<br><BORDER_TOP>.1 |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | Disciplinary Sanction | Disciplinary Sanction |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | &nbsp;&nbsp;&nbsp;Minor | : 0 |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | &nbsp;&nbsp;&nbsp;Medium | : 7 |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | &nbsp;&nbsp;&nbsp;Severe | : 41 |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | &nbsp;&nbsp;&nbsp;Cleared/Warning Issued | : 30 |
| 1. | Misuse of Goods/Assets/Money/Authority-Position | 11 cases | &nbsp;&nbsp;&nbsp;In Progress | : 7 |
| 2. | Absenteeism | 5 cases | Resigned Voluntarily | : 1 |
| 2. | Absenteeism | 5 cases | Cleared/Warning Issued | : 0 |
| 2. | Absenteeism | 5 cases | Severe | : 4 |
| 3. | Criminal Case | 1 case | Severe | : 1 |
| 4. | Violations of Moral Norms | 2 cases | Severe | : 2 |
| 5. | Others | 0 case | Disciplinary Sanction | Disciplinary Sanction |
| 5. | Others | 0 case | &nbsp;&nbsp;&nbsp;Minor | : 0 |
| 5. | Others | 0 case | &nbsp;&nbsp;&nbsp;Medium | : 0 |
| 5. | Others | 0 case | &nbsp;&nbsp;&nbsp;Severe | : 0 |
| 5. | Others | 0 case | &nbsp;&nbsp;&nbsp;Cleared/Warning Issued | : 0 |
| 5. | Others | 0 case | &nbsp;&nbsp;&nbsp;In Progress | : 0 |

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### EMPLOYEE STOCK OWNERSHIP PROGRAM
Telkom has a policy of providing long-term performance-based compensation for employees and management through share ownership program, namely the Employee Stock Ownership Program (ESOP) and Management Stock Ownership Program (MSOP). The program aims to foster a sense of belonging and retain and appreciate employee contribution. This share ownership program started in 1995 when Telkom conducted an Initial Public Offering (IPO) and was carried out again on June 14, 2013. The conditions for implementing the ESOP carried out in 2013 were:

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| | | | |
|:---|:---|:---|:---|
| **1.** | **Number of Shares** | **Number of Shares** | **Number of Shares** |
|  | Number of shares offered during ESOP program period in 2013 was 64,284,000 Series B stock which were the result of buyback phase III or Treasury Stock. The amount was allocated to each participant under the following conditions: | Number of shares offered during ESOP program period in 2013 was 64,284,000 Series B stock which were the result of buyback phase III or Treasury Stock. The amount was allocated to each participant under the following conditions: | Number of shares offered during ESOP program period in 2013 was 64,284,000 Series B stock which were the result of buyback phase III or Treasury Stock. The amount was allocated to each participant under the following conditions: |
|  | a. | Participants have an active status, referring to the Band Position level, Role Category, and participant's contribution period as of December 31, 2012; temporary | Participants have an active status, referring to the Band Position level, Role Category, and participant's contribution period as of December 31, 2012; temporary |
|  | b. | Participants have a non-active status, referring to the Band Position level and the contribution period during 2012, however, if the participant has passed away, contributions are calculated at 100%. | Participants have a non-active status, referring to the Band Position level and the contribution period during 2012, however, if the participant has passed away, contributions are calculated at 100%. |
|  | Regarding the stock transfer process, employees who become program participants are subject to the provisions of the Lock-Up Period based on the following levels: | Regarding the stock transfer process, employees who become program participants are subject to the provisions of the Lock-Up Period based on the following levels: | Regarding the stock transfer process, employees who become program participants are subject to the provisions of the Lock-Up Period based on the following levels: |
|  | a. | Level BP I and II are subject to a Lock Up Period of 12 (twelve) months. | Level BP I and II are subject to a Lock Up Period of 12 (twelve) months. |
|  | b. | Level BP III and IV are subject to a Lock Up Period of 6 (six) months. | Level BP III and IV are subject to a Lock Up Period of 6 (six) months. |
|  | c. | Levels BP V to VII are subject to a Lock Up Period of 3 (three) months. | Levels BP V to VII are subject to a Lock Up Period of 3 (three) months. |
| **2.** | **Execution Time** | **Execution Time** | **Execution Time** |
|  | Telkom stock ownership program by employees and/or management was implemented on June 14, 2013. | Telkom stock ownership program by employees and/or management was implemented on June 14, 2013. | Telkom stock ownership program by employees and/or management was implemented on June 14, 2013. |
| **3.** | **Employee and/or Management Requirements in Telkom Stock Ownership Program** | **Employee and/or Management Requirements in Telkom Stock Ownership Program** | **Employee and/or Management Requirements in Telkom Stock Ownership Program** |
|  | a. | Meet Eligibility Criteria: | Meet Eligibility Criteria: |
|  |  | i. | Employees of company and Employees of subsidiaries/affiliates whose financial statements are consolidated in Telkom Financial Statements. |
|  |  | ii. | Directors of subsidiaries/affiliates whose financial statements are consolidated, except BOD/BOC Telkom and Telkomsel. |
|  | b. | Have contributed at least 1 month in 2012; | Have contributed at least 1 month in 2012; |
|  | c. | If employee has an inactive status in 2013, then: | If employee has an inactive status in 2013, then: |
|  |  | i. | The person concerned is still entitled to participate in the program, with the allocation of stock calculated proportionally according to the contribution of the person concerned in 2012. |
|  |  | ii. | The person concerned is still entitled to participate in the program if he/she does not resign at his/her own request (APS), is dismissed due to serious employee disciplinary violations, and/or resigns due to being appointed as a Director of a SOE. |
|  | d. | The program is an option with the provisions that the right to purchase cannot be transferred and expires if it is not used during the offer period. | The program is an option with the provisions that the right to purchase cannot be transferred and expires if it is not used during the offer period. |
| **4.** | **Exercise Price or Price Determination** | **Exercise Price or Price Determination** | **Exercise Price or Price Determination** |
|  | Whereas in the implementation of employee stock ownership program in 2013, Telkom set a stock transfer price of Rp10,714 (ten thousand seven hundred and fourteen rupiah), which is 90% of the average closing price of stock trading for a period of 25 days prior to the price fixing date. | Whereas in the implementation of employee stock ownership program in 2013, Telkom set a stock transfer price of Rp10,714 (ten thousand seven hundred and fourteen rupiah), which is 90% of the average closing price of stock trading for a period of 25 days prior to the price fixing date. | Whereas in the implementation of employee stock ownership program in 2013, Telkom set a stock transfer price of Rp10,714 (ten thousand seven hundred and fourteen rupiah), which is 90% of the average closing price of stock trading for a period of 25 days prior to the price fixing date. |

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.** | **Date** | **Number of Employees** | **Number of Shares** | **Stock Value** |
| 1. | November 14, 1995 | 43218 | 116,666,475 shares | Rp239 billion |
| 2. | June 14, 2013 | 24993 | 59,811,400 shares<br>(equivalent to 299,057,000 shares after a stock split) | Rp661 billion |

---

Eligibility criteria for ESOP participants are as follows:

1. Company or Telkom Employees.

2. Telkom employees who are seconded or employed in TelkomGroup or outside TelkomGroup.

3. Employees of subsidiaries whose financial report are consolidated into Telkom's Financial Reports.

4. Employees of indirect subsidiaries whose financial statement are consolidated into Telkom subsidiaries' Financial Statements.

5. Directors of subsidiaries and Directors of indirect subsidiaries whose financial statement are consolidated, but not included:

a. Members of the Board of Directors and Board of Commissioners of the company.

b. Members of the Board of Directors and Board of Commissioners of PT Telekomunikasi Seluler Indonesia.

6. Contract employees at a certain level who are still active in TelkomGroup.

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### POLICY REGARDING REPORTING SHARE OWNERSHIP OF DIRECTORS AND COMMISSIONERS
Each member of the Board of Directors and Board of Commissioners of Telkom has reported to the Financial Services Authority, either directly or indirectly, regarding ownership and any changes in ownership of Public Company shares in accordance with the provisions of OJK Regulation No. 4 Year 2024 regarding Reporting of Share Ownership and Share Pledging Activities at the Public Companies. Provisions regarding reporting of share ownership are also regulated internally in the Board Manual for the Board of Directors and Board of Commissioners as stated in the Joint Regulation of the Board of Commissioners and Directors No. 05/KEP/DK/2022 and No. PD.620.00/r.01/HK200/COP-M4000000/2022 regarding Guidelines for the Work Procedures of the Board of Commissioners and Directors (Board Manual) of the Company (Persero) PT Telekomunikasi Indonesia, Tbk.

The Company routinely reports on the share ownership of members of the Board of Directors and members of the Board of Commissioners every month. It is disclosed in the Annual Report and Financial Report. In the Annual Report for 2025 Financial Year, Telkom reports information on share ownership by members of the Board of Directors and Board of Commissioners, as well as changes in the "Shareholder Composition" section.

All members of the Board of Directors and Board of Commissioners are required to report changes in their share ownership no later than three working days after the occurrence of ownership or changes in ownership of Public Company shares. This policy applies to all members of the Board of Directors and Board of Commissioners. In 2023 and 2024, several members of the Board of Directors and Board of Commissioners received Long-Term Incentive (LTI) and deferred Tantiem in the form of Telkom shares.

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### WHISTLEBLOWING SYSTEM
Telkom has established a violation reporting system or Whistleblowing System (WBS) since 2006. This WBS is part of Telkom's efforts to prevent fraud and provides a medium for all individuals within Telkom and third parties to report violation, fraud, or other form of ethical violation related to TelkomGroup.

As part of continuous improvement, on January 31, 2022, Telkom launched Telkom Integrity Line, the latest version of the WBS, with the involvement of Deloitte as an Independent Consultant. The policies and procedures of this system are regulated through Regulation of the Board of Commissioners Number 01/KEP/DK/2022 dated January 25, 2022, and ratified through the Regulation of the Board of Directors Number PD.622/r.00/HK200/COP-C0000000/2022 on February 22, 2022. The Company is updating the policies and procedures for handling WBS to be relevant to the latest regulatory development.

One of the regulatory considerations that Telkom pays attention to in revising WBS policies and procedures is POJK Number 12 of 2024 regarding Implementation of Anti-Fraud Strategies for Financial Services Institutions. Although the company is not a financial institution, the important things regulated in the POJK are relevant to be applied in Telkom.

**SUBMISSION OF VIOLATION REPORTS**

Public can submit complaints through the following channels for the Telkom Integrity Line reporting system.

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| | |
|:---|:---|
| Website | : https://id.deloitte-halo.com/telkomwbs/ |
| Hotline | : (021) 5088 4601  |
| Facsimile | : (021) 5088 4602  |
| E-mail | : telkomwbs@tipoffs.info |
| PO Box | : Telkom Integrity Line PO Box 2800 JKP 10028  |
| SMS | : 0813 9000 3217  |
| WhatsApp | : 0813 9000 3217  |

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Types of complaint that can be followed through the WBS mechanism include:

1*.* Fraud **  is a statement or action in the form of deception, conflict of interest, or the unauthorized use of something in any form to obtain material or immaterial benefit that should not be obtained or to avoid obligation that should be fulfilled, resulting in losses for TelkomGroup. Types of action that are classified as fraud include:

a. Corruption, includes:

i. Conflict of interest that is detrimental to the company and/or consumers;

ii. Bribery;

iii. Invalid admission; and/or

iv. Extortion.

b. Misuse of asset, includes:

i. Misuse of cash;

ii. Misuse of supplies; and/or

iii. Misuse of other asset.

c. Financial Statement fraud, includes:

i. Overstating net worth and/or net income; or

ii. Resulting in a reduction of net worth and/or net income.

d. Deception.

e. Leakage of confidential information; and/or

f. Other actions that can be equated with fraud in accordance with the provision of law and regulation.

2. Accounting issue and internal control over financial reporting that have the potential to result in material misstatements in the company's Financial Statements other than those described in point 1.c.

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3. Audit issue, especially those related to the independence of Public Accounting Firms.

4. Violation of Capital Market law and regulation related to the company's operations.

5. Violation of internal regulation that have the potential to result in losses to the company.

6. Behavior of the Board of Commissioners, Board of Commissioners' organ, Directors, management and company employees that is not commendable, such as but not limited to abuse of office and/or providing misleading information to the public which directly or indirectly has the potential to tarnish the reputation and/or result in losses for the company.

7. Offensive action or behavior such as degrading, insulting, harassing or humiliating someone, and are identified as inappropriate within social and moral norms.

**PROTECTION FOR THE WHISTLEBLOWER**

Telkom consistently prioritizes confidentiality and the presumption of innocence in following up on every report submitted through the WBS. This is done to encourage all parties to have the courage and feel safe without fear or worry in reporting violation and is one aspect of the TPK (*Terintegrasi Telkom dan* KPK) collaboration. Telkom has included a protection policy for the whistleblower in the draft policy for handling complaints of alleged violations (Whistleblowing System).

**COMPLAINT HANDLING**

Telkom's WBS mechanism is under the responsibility of the Audit Committee and refers to Financial Service Authority Regulation Number 55/POJK.04/2015 and Sarbanes-Oxley Act 2002 Section 301 regarding Public Company Audit Committee. To fulfill a complaint report that is responsible and not defamatory, Telkom determines the requirement for complaint with report supported by sufficient evidence. Report can be followed immediately if the type of complaint is in accordance with the scope of the Whistleblowing System mechanism, supporting evidence can be relied on as preliminary data for further examination. Some WBS complaints cannot be followed up due to incomplete, inaccurate and unreliable data and information.

![Graphic](tmb-20260512x6k039.jpg)

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**COMPLAINT HANDLING PARTY**

Telkom's WBS mechanism is managed by the Audit Committee, Internal Audit Department, Investigation Committee, and Consultants/Independent Third Party and is implemented by each party in accordance with their respective responsibilities.

Audit Committee is a committee formed by the Board of Commissioners of PT Telkom Indonesia Tbk to carry out oversight of the quality and integrity of the company's financial reporting with the scope of its duties covering all companies within the TelkomGroup and following up on complaint received according to its authority.

Internal Audit Department is an organization appointed to monitor all complaints received from Independent Consultants who manage the receipt of complaint from all WBS channels and follow up on complaint in accordance with their authority.

Investigation Committee is a committee formed by the President Director of the company to follow up on report of the results of investigation into complaint that require further investigative audit process according to their authority. Consultant/independent third party are third party appointed by Telkom to participate and play an active role in receiving and distributing complaint and/or playing an active role in the process of resolving complaint received through the complaint management system.

Audit Committee is responsible for:

1*.* Together with Consultant/Third Party managing the complaint report, receive and submit qualified complaint report to the Internal Audit Department or other independent party for examination.

2. Monitoring the progress of the examination process on complaint report.

3. Evaluating and deciding whether the result of the Internal Audit Department's or other independent investigation require further investigation process, or do not require further investigation processes and stored it as an archive.

4. Drafting an internal investigation request letter to the President Director for an investigation process that does not require the assistance of an independent party. Furthermore, the President Director assigns the Investigation Committee to conduct an investigative audit.

5. Seeking the approval of the Board of Commissioners for an investigation process that requires the assistance of an independent party. In the event that the Board of Commissioners approves, it will be continued by conducting a selection process, appointing and assigning selected Independent Consultant/Third Party to conduct investigation and report the result.

Internal Audit Department is responsible for:

1*.* Conducting an examination of complaint report received from the Audit Committee or Consultant/Third Party managing complaint report.

2. Collaborating with relevant unit to ensure the correctness of complaint report, prove the existence or absence of violation and subsequent follow-up.

3. If in the audit process there is a need to conduct an in-depth investigation through an investigation audit, then the SVP of Internal Audit can report the matter to the President Director, who will then assign the Investigation Committee to carry out the investigation audit.

4. Reporting the result of audit and closing the Complaint Report through the Complaint Report system which can be accessed and analyzed by the Audit Committee for further follow-up.

Investigation Committee is responsible for:

1*.* Reviewing issue and the result of investigation into complaint that require an investigation audit process. If the investigation process involves personnel and/or unit in subsidiary, Investigation Committee will report this to the Commissioners and Directors of the relevant subsidiaries.

2. Forming an investigation team to conduct the investigation audit process, within its authority and pursuant to applicable regulation. The investigation team may include personnel from subsidiaries as needed.

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3. Submitting the investigation result report to the President Director and/or Audit Committee as material for company management evaluation to be followed up to the next stage.

Consultant/Third Party appointed as the complaint report manager is responsible for:

1. Receive and distribute complaint received from all Telkom Integrity Line channels.

2. Conduct an initial review and verification to ensure that the complaint has met the requirement to be designated as a valid complaint and will be further processed.

3. Keeping an archive of whistleblowing management including complaint that do not meet the requirement.

4. Monitor the complaint resolution process received through the complaint management system.

**COMPLAINT HANDLING PROCEDURE**

Handling process for complaint received are as follows:

1. Unit or Consultant/Third Party appointed as the party responsible for receiving complaint in the whistleblowing system monitor complaint received from all existing complaint channels.

2. The complaint received are reviewed and verified to ensure that the complaint meets the requirement to be determined as a valid complaint and will be followed up. Meanwhile, complaint that do not meet the requirement is not processed and stored as archive for the whistleblowing manager.

3. For complaint that meet the requirement and will be processed further, they are sorted based on the level of the complaint and submitted to:

a. The Board of Commissioners through Audit Committee, for complaint against one or more members of the Board of Directors of Telkom (including the President Director), employees on duty at Telkom's Internal Audit Department or employee within the supporting organ of the Board of Commissioners.

b. President Director of Telkom through SVP Internal Audit, for all complaint against all TelkomGroup employees including member of the Board of Directors and/or Commissioners of subsidiaries, except for Telkom Directors and Telkom employees who serve in the Internal Audit Department.

c. Ministry of SOE, for complaint against the Board of Commissioners.

4. For complaint that meet the requirement as referred to in points 3.a. and 3.b. above, an examination will be carried out by the company's Internal Audit Department or other independent parties if necessary.

5. Internal Audit Department reports the result of examination and closing complaint report through the Complaint Report system, which can be accessed and further analyzed by Audit Committee for further follow-up.

6. Based on the result of the inspection by Internal Audit Department or an independent party, Audit Committee will evaluate and decide whether the result of the audit needs to be followed up and processed further through an audit investigation or whether there is no need for a further investigation process and will be stored as an archive.

7. If it is decided to carry out an audit investigation process that does not require the assistance of an independent party, Audit Committee and/or SVP Internal Audit can make a letter requesting an internal investigation to the President Director, who will then assign the Investigation Committee to carry out the investigation audit process and prepare an Investigation Result Report.

8. If it is decided to carry out an audit investigation process that requires the assistance of an independent party, Audit Committee will request approval from the Board of Commissioners. If the Board of Commissioners approves, Audit Committee will select, appoint, and assign selected Consultant/Independent Party to conduct audit investigation and prepare Investigation Result Report.

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**INVESTIGATION PROCESS**

As a follow-up to instruction from the President Director to carry out the audit investigation process, accordingly, Investigation Committee undertakes the following actions:

1. Reviewing issue and the result of investigation into complaint that require an investigation audit process. If the investigation process involves personnel and/or unit in subsidiary, Investigation Committee will report this to the Commissioners and Directors of the relevant subsidiaries.

2. If an investigation is conducted on a subsidiary, an investigative team shall be formed to conduct the investigative audit process within the authority established by applicable regulation. The investigation team may include personnel from the subsidiary as needed.

3. Submitting the Investigation Result Report to the President Director and/or Audit Committee as material for evaluating subsidiary management for follow-up to the next stage.

4. If expert assistance is required to carry out the audit investigation process, Investigation Committee may request the President Director to process the appointment and assignment of a team of expert to assist in handling the relevant audit investigation process.

**INTEGRATED WBS HANDLING COOPERATION**

Telkom along with 26 other State-Owned Enterprises and Corruption Eradication Commission (KPK) signed a Cooperation Agreement (PKS) for Complaint Handling on March 2, 2021, which is outlined in the Cooperation Agreement between the Corruption Eradication Commission and PT Telkom Indonesia (Persero) Tbk. Number: 84 of 2021/Number:K.TEL.06/HK.810/TEL-000000002021 dated March 2, 2021 regarding Complaint Handling in Efforts to Eradicate Criminal Acts of Corruption. This PKS aims to be an effort to eradicate criminal acts of corruption through the implementation of an integrated WBS. The scope of this cooperation includes:

1. Formulation and/or strengthening of the internal rules for handling complaint.

2. Commitment to complaint handling management.

3. Handling complaint through application.

4. Coordination and joint activities for handling complaint.

5. Exchange of data and/or information.

Further discussion of WBS can be found in the Sustainability Report.

**RESULT OF COMPLAINT HANDLING**

Throughout 2025, Telkom received 53 complaints. Of these 53 complaints, 52 were worthy of follow-up with 5 were proven, 13 were unproven, and 34 were in the process of being followed up. Of these 34 reports, 10 are still awaiting additional data for further action.

**Total Complaint Based on Category**

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| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **Category** | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Total in 2025** |
| **Category** | **Internet Site**<br><BORDER_TOP> | **E-mail**<br><BORDER_TOP> | **PO Box**<br><BORDER_TOP> | **Hotline**<br><BORDER_TOP> | **WhatsApp**<br><BORDER_TOP> | **SMS**<br><BORDER_TOP> | **Total in 2025** |
| Accounting issues and internal control over financial reporting | 0 | 0 | 0 | 0 | 0 | 0 | **0** |
| Audit issues | 0 | 0 | 0 | 0 | 0 | 0 | **0** |
| Violations of Capital Market law and regulation related to the company's operation | 0 | 0 | 0 | 0 | 0 | 0 | **0** |
| Violation of internal regulation | 17 | 6 | 0 | 1 | 4 | 0 | **28** |
| Fraud and/or abuse of position | 10 | 1 | 0 | 0 | 3 | 0 | **14** |
| Uncommendable behavior  | 6 | 1 | 0 | 0 | 0 | 0 | **7** |

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| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Category**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Reporting Channel**<br><BORDER_TOP> | **Total in 2025**<br><BORDER_TOP> |
| **Category**<br><BORDER_TOP> | **Internet Site**<br><BORDER_TOP> | **E-mail**<br><BORDER_TOP> | **PO Box**<br><BORDER_TOP> | **Fax**<br><BORDER_TOP> | **Hotline**<br><BORDER_TOP> | **WhatsApp**<br><BORDER_TOP> | **SMS**<br><BORDER_TOP> | **Total in 2025**<br><BORDER_TOP> |
| Gratification and bribery | 1 | 0 | 0 | 0 | 0 | 0 | 1 | **2** |
| Harassment | 0 | 0 | 0 | 0 | 0 | 2 | 0 | **2** |
| **Total in 2025** | **34** | **8** | **0** | **0** | **1** | **9** | **1** | **53** |

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**Comparison of Complaint Handling with the Previous Year**

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| | | | | |
|:---|:---|:---|:---|:---|
| **Description** | **Total**<br><BORDER_TOP> | **Total**<br><BORDER_TOP> | **Total**<br><BORDER_TOP> | **Remark** |
| **Description** | **2025**<br>**(Deloitte)**<br><BORDER_TOP> | **2024**<br>**(Deloitte)**<br><BORDER_TOP> | **2023**<br>**(Deloitte)**<br><BORDER_TOP> | **Remark** |
| &nbsp;&nbsp;&nbsp;Total complaint | 53 | 56 | 59 | Complaint received |
| &nbsp;&nbsp;&nbsp;Qualified | 52 | 46 | 28 | Complaint worthy of action |
| Follow-up: | Follow-up: | Follow-up: | Follow-up: | Follow-up: |
| &nbsp;&nbsp;&nbsp;Closed (not proven/not fulfilled) | 18 | 33 | 19 | - |
| &nbsp;&nbsp;&nbsp;Additional data | 10 | 12 | 9 | - |
| &nbsp;&nbsp;&nbsp;Further studies according to the procedure | 24 | 1 | 0 | - |

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**TRANSPARENCY OF BAD GOVERNANCE PRACTICES**

The company is committed to implementing good corporate governance throughout 2025. This commitment is carried out by the company through compliance with the requirements imposed on the company and operational activities that do not engage in bad corporate governance practices.

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| | | |
|:---|:---|:---|
| **No.** | **Information** | **Practice** |
| 1. | Report on the company's activities that pollute the environment | Zero |
| 2. | Non-compliance in fulfilling tax obligation | Zero |
| 3. | Inconsistency between the presentation of Annual Report and Financial Statement with applicable regulation and Financial Accounting Standards (SAK) | Zero |
| 4. | Does not submitting legal case/case related to labor and employee | Zero |
| 5. | Does not disclose an overview of the operating segment | Zero |
| 6. | Annual Report file discrepancy  | Zero |

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### ANTI-CORRUPTION POLICY
Telkom is committed to preventing and eradicating corruption through the implementation of various national and international standards through three main stages, namely setting policies, integrating them into business operational activities, and implementing anti-corruption programs.

Telkom's various anti-corruption policies and programs are designed to identify, prevent, and address corrupt practices, including potential corruption across all aspects of the business based on a comprehensive risk assessment. Some examples of policies related to anti-corruption include Integrity Pact, Business Ethics, LHKPN, Employee Discipline, and Gratification Control.

Telkom has implemented the ISO 37001:2016 standard regarding Anti-Bribery Management System (SMAP) since 2020, which is equipped with ISO 37001:2016 Anti-Bribery Management System manual document and 17 Procedures. All manuals and procedures cover operational steps and controls to prevent, detect, and handle bribery and corruption cases, as well as ensuring the company avoids corrupt practices, kickbacks, bribery, fraud, and illegal gratification. In addition to SMAP, Telkom has implemented Corruption Prevention Guidelines (PANCEK) from Corruption Eradication Commission (KPK), whistleblowing, GCG principles, and various anti-corruption policies. Telkom also actively participated in HAKORDIA (World Anti-Corruption Day) 2025 by conducting outreach to all TelkomGroup employees.

**ANTI-CORRUPTION, KICKBACKS, ANTI-GRATIFICATION, AND ANTI-FRAUD POLICY**

The following are Telkom's internal policies related to anti-corruption:

1. Resolution of the Board of Directors of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number: KD.36/HK290/COP-D0053000/2009 regarding Integrity Pact.

2. Company Regulation PD.201.01/r.00/PS150/COP-B0400000/2014 regarding Business Ethics in TelkomGroup.

3. Regulation of the Board of Directors of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number PD 622.00/r.00/HK200/COP-C0000000/2022 regarding Ratification of the Decision of the Board of Commissioners Number 01/KEP/DK/2022 regarding Policies and Procedures for Handling Complaints (Whistleblowing System) Within TelkomGroup Environment.

4. Regulation of the Director of Human Capital Management of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number PR.209.05/r.02/HK250/COP-A0900000/2024 regarding Employee Discipline.

5. Regulation of the Director of Human Capital Management of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number PR.209.03/r.02/HK270/COP-A0900000/2024 regarding Obligation to Submit LHKPN within TelkomGroup Environment.

6. Regulation of the Director of Human Capital Management of the Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number PR.209.04/r.02/HK270/COP-A0900000/2024 regarding Gratification Control.

7. Resolution of the President Director of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number SK 31/PS 170/COP-A0900000/2025 regarding Organizational Structure of Anti-Bribery Management System.

8. Amendment to PKB No. KTel 02/HK800/TEL-00000000/2024 dated February 13, 2024 between Company (Persero) PT Telekomunikasi Indonesia Tbk and Employees Union of the Company (Persero) PT Telekomunikasi Indonesia Tbk

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**IMPLEMENTATION PROGRAM AND PROCEDURE OF ANTI-CORRUPTION, KICKBACKS, ANTI-GRATIFICATION, AND ANTI-FRAUD**

To support the management of anti-corruption programs, such as the implementation of reporting, integrity pact obligations, and awareness for the implementation of anti-corruption, kickbacks, anti-gratification, and anti-fraud, Telkom uses the following platforms:

1. ![Graphic](tmb-20260512x6k040.jpg) State Official Wealth Report (LHKPN) functions to prevent corruption by monitoring the wealth of public official, as well as allowing public supervision of the asset of Commissioners, Directors and Positions I, II and Commissioners and Directors of subsidiaries.

2. ![Graphic](tmb-20260512x6k041.jpg) Implementation of Business Ethics certification and signing of the Integrity Pact carried out by all Directors and all employees as a form of commitment to the code of ethics applicable in the company.

3. ![Graphic](tmb-20260512x6k042.jpg) Telkom also using digital platform owned by Corruption Eradication Commission (KPK) to report the receipt of gratification and is integrated with KPK in accordance with applicable regulations to prevent corruption, increase transparency, accountability, and build a culture of integrity.

4. ![Graphic](tmb-20260512x6k043.jpg) PANCEK is a guide that contains measure to prevent corrupt crime. PANCEK is designed to assist business entities in building a business environment that is free from corruption and has integrity by inputting data into JAGA application.

5. ![Graphic](tmb-20260512x6k044.jpg) Based on Letter of the Ministry of SOE No. S-17/S.MBU/02/2020 regarding ISO 37001 Certification of Anti-Bribery Management System in SOE, it is required that all SOE must carry out ISO 37001:2016 SMAP certification before August 17, 2020.

**GRATIFICATION**

**Gratification Management Unit**

There is a unit that is responsible for performing the function of helpdesk, supervision, management, and control of gratification at Telkom, namely Gratification Management Unit (UPG). UPG is determined through a decision from the Director in charge of human capital function. UPG has the following duties and authorities:

1. Receiving, analyzing, and administering gratification report from the reporting party.

2. Receiving and administering refusal of gratification report, in the event that the reporting party report a refusal of gratification.

3. Forwarding the gratification report to KPK.

4. Reporting the recapitulation of report on acceptance and rejection of gratification and proposed gratification control policy to the head of Telkom.

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5. Submitting the result of managing report on the acceptance and rejection of gratification and proposed gratification control policy to the head of Telkom.

6. Socializing the provision of gratification to internal and external party.

7. Carrying out the maintenance of gratification goods until the status of the goods is determined.

8. Monitoring and evaluating in the context of gratification control.

9. Monitoring and evaluating report for each period reported to the KPK.

**Gratification Reporting Flow**

![Graphic](tmb-20260512x6k045.jpg)

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**Gratification Report for 2025**

Gratification handling is carried out by Gratification Control Unit (UPG). Report can be submitted by organic and non-organic employees through myintegrity.telkom.co.id application on gratification report page. If needed, the report received by UPG will be followed by KPK through gol.kpk.go.go.id.

![Graphic](tmb-20260512x6k046.jpg)

**LHKPN**

**LHKPN Guidelines**

1. Regulation of the Corruption Eradication Commission Number 7 of 2016 regarding Procedures for Registration, Announcement, and Inspection of Assets of State Administrator has been amended through Regulation of the Corruption Eradication Commission Number 2 of 2020 and subsequently a second amendment was made through Regulation of the Corruption Eradication Commission Number 3 of 2024.

2. Circular Letter of the Minister of State-Owned Enterprises Number: SE-12/MBU/10/2021 dated October 5, 2021 regarding Obligation to Submit State Official Wealth Report (LHKPN) for Official in State-Owned Enterprises, stipulates that the Board of Directors of State-Owned Enterprises (SOE) must appoint official one level below the Board of Directors who are required to submit LHKPN and enforce the obligation to submit LKHPN to the Board of Directors and Board of Commissioners of subsidiaries/affiliated companies consolidated with SOE.

3. Regulation of the Director of Human Capital Management of the Company (Persero) PT Telekomunikasi Indonesia Tbk Number: PR.209.05/r.02/HK250/COP-A0900000/2024 dated August 9, 2024 regarding Employee Discipline.

4. Regulation of the Director of Human Capital Management Number PR. 209.03/r.02/PS000/COP-A4000000/2024 dated December 31, 2024 regarding Obligation to Submit the State Official Wealth Report within TelkomGroup.

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![Graphic](tmb-20260512x6k047.jpg)

**Mandatory Reporting and LKHPN Management Reporting**

TelkomGroup officials and employees who are required to report LHKPN annually are:

1. Member of the Board of Commissioners of Telkom.

2. Member of the Board of Directors of Telkom.

3. Member of the Board of Commissioners of affiliated subsidiaries consolidated with Telkom (EDLT).

4. Member of the Board of Directors of affiliated subsidiaries consolidated with Telkom (EDLT).

5. Telkom employees Band Position I and II including talent mobility in employees and talent mobility out employees.

6. Contract employees who occupy positions are required to report.

To support the orderly implementation of LHKPN reporting, Telkom has a unit appointed by the Board of Directors to manage Official Wealth Report within TelkomGroup. Manager of Official Wealth Report is responsible for:

1. Become a partner of KPK in managing LHKPN within TelkomGroup.

2. Coordinate with KPK regarding changes in regulation on the management of LHKPN in TelkomGroup.

3. Provide notification to LHKPN reporting obligation regarding the obligation to submit LHKPN.

4. Register new employees who are required to report using KPK application.

5. Provide assistance in filling out LHKPN.

6. Monitor compliance with mandatory reporting requirement in submitting LHPKN through KPK application.

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7. Provide data and information regarding changes in position from mandatory reporting to KPK.

8. Perform update or adjustment to company data affiliated and consolidated with TelkomGroup.

**Socialization of LHKPN**

To ensure that LHKPN reporting at Telkom is carried out in an orderly manner and in accordance with applicable regulation, Telkom provides periodic LHKPN filing notifications during LHKPN submission period. In addition to official memo to mandatory reporting party, socialization regarding the 2025 LHKPN filing process is also being conducted:

![Graphic](tmb-20260512x6k048.jpg)

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**TRAINING AND SOCIALIZATION PROGRAM FOR PREVENTION OF CORRUPTION, KICKBACKS, GRATIFICATION, AND FRAUD IN THE COMPANY ENVIRONMENT**

Telkom has conducted training and outreach programs for all employees to support the prevention of corruption, kickbacks, gratification, and fraud within the company. Outreach programs implemented by Telkom throughout 2025 include:

![Graphic](tmb-20260512x6k049.jpg)

The training programs carried out by Telkom during 2025 include:

1. Conducting training and understanding of Business Ethics as well as signing the annual Integrity Pact which is required for all employees.

2. Holding awareness training of ISO 37001:2016 Anti-Bribery Management System (SMAP) by expert to the scope team and FKAP Committee.

3. Extending Lead Auditor certificate of ISO 37001:2016 Anti-Bribery Management System (SMAP) through an external institution Professional Evaluation and Certification Board to the certificate owner.

4. Completing e-learning training of SNI ISO 37001:2016 Anti-Bribery Management System (SMAP).

5. Conducting Internal Auditor training of ISO 19011:2018 for new personnel within the certification scope of Anti-Bribery Management System and FKAP Committee.

6. Conducting internal audit of ISO 37001:2016 Anti-Bribery Management System.

7. Conducting e-learning on Strengthening Integrity for all Telkom employees which contains various materials including Business Ethics, Corporate Culture, Respectful Workplace, LHKPN, Gratification, SMAP, and Employee Discipline.

8. Conducting external surveillance audit II for ISO 37001:2016 Anti-Bribery Management System.

9. Holding a program to commemorate World Anti-Corruption Day (HAKORDIA) in TelkomGroup environment.

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Through this socialization and training program, it is hope that it will create a conducive working environment in TelkomGroup and free from corruption practice.

**INSIDER TRADING POLICY**

Regarding insider trading, TelkomGroup has regulated this in several policies, including the following:

1. Resolution of the Board of Directors of the Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number: KD.36/HK290/COP-D0053000/2009 regarding Integrity Pact.

2. Company Regulation PD.201.01/r.00/PS150/COP-B0400000/2014 regarding Business Ethics in TelkomGroup Environment.

3. Regulation of the Director of Human Capital Management of Limited Liability Company (Persero) PT Telekomunikasi Indonesia Tbk Number PR.209.05/r.02/HK250/COP-A0900000/2024 regarding Employee Discipline.

4. Regulation of the Director of Finance and Risk Management Number PR.705.02/r.00/HK270/COP-KOF00000/2024 regarding Insider Trading (Insider Trading policy).

In Insider Trading policy, the company defines insider trading as securities transactions of issuers or public companies conducted by insiders. The criteria for insiders as stipulated in Insider Trading policy are:

1. Commissioner, Director, or employee of issuer or public company.

2. Major shareholder of issuer or public company.

3. A party who, due to their position, profession, and/or business relationship with the issuer or public company, is in a position to obtain insider information.

4. A party that within the last 6 (six) months is no longer a party as referred to in point 1, 2, and 3.

Furthermore, Insider Trading policy prohibits insiders from tipping or providing information about issuers or public companies or other companies that conduct transactions with Telkom to other parties.

In addition, the company also enforces a Blackout Period, during which insiders are prohibited from:

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| | |
|:---|:---|
| .<br>|  |
| 1. | Conducting corporate securities transactions to obtain personal gain. |
| 2. | Conducting securities transactions of issuers or public companies or other companies that are conducting transactions with Telkom. |
| 3. | Using insider information to request another party to conduct a transaction involving the company's securities. |

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The implementation of Insider Trading policy by Telkom is a preventive measure to avoid Insider Trading practices within TelkomGroup, as well as to ensure that all activities of TelkomGroup employees are in accordance with the principles of good corporate governance, particularly in relation to integrity and transparency.

**GOODS AND/OR SERVICES PROCUREMENT POLICY**

Telkom has established several policies that serve as guidelines in the implementation of procurement of goods and/or services. The policy set by the company refers to Regulation of the Minister of State-Owned Enterprises No. PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises.

Telkom's Goods and/or Services Procurement policy includes:

1. PD.301.00/r.02/HK240/COP-K0700000/2022 dated April 6, 2022 regarding Procurement Synergy and Strategic Sourcing of TelkomGroup.

2. PD.302.00/r.00/HK240/COP-K0E00000/2024 dated October 29, 2024 regarding Logistics Management.

3. PR.301.08/r.07/HK240/COP-K0700000/2023 dated November 24, 2023 regarding Guidelines for Procurement Implementation.

4. PR.301.09/r.01/HK240/COP-K0700000/2023 dated December 8, 2023 regarding Guidelines for Implementing Procurement Synergy and Strategic Sourcing of TelkomGroup.

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The scope of the goods and/or services procurement policy at Telkom regulates the goods and/or services procurement mechanism, including planning, implementation, document, acceptance, and reporting.

**General Provisions for Procurement of Goods and/or Services in Telkom**

The implementation of goods and/or services procurement in Telkom is guided by the principles of Good Corporate Governance as follows:

1. Efficient, means that the procurement of goods and/or services must endeavor to obtain the optimal and best result in a short time by using the maximum possible funds and capabilities reasonably and not only based on the lowest price, except strategic procurement of goods and/or services that have significant value, but a total cost of ownership approach can also be taken.

2. Effective, means that the procurement of goods and/or services must be in accordance with the predetermined needs and provide benefit in accordance with the specified object.

3. Competitive, means that the procurement of goods and/or services must be open to providers who meet the requirement and carried out through fair competition among equal providers and meet specific requirement/criteria based on provision and transparent procedure.

4. Transparent, means that all provisions and information regarding the procurement of goods and/or services, including the technical requirement of procurement administration, evaluation procedure, evaluation result, and determination of prospective provider, must be open to provider participant that interested.

5. Fair and reasonable, means that in the implementation of goods and/or services procurement, Telkom provides equal treatment for all qualified prospective provider.

6. Open, means that the procurement of goods and/or services can be participated by all qualified provider.

7. Accountable, means that the procurement of goods and/or services must achieve target and be accountable, thus avoiding potential abuse and irregularities.

TelkomGroup's procurement of goods and services can be conducted through auction, direct selection, or direct appointment, for both construction and non-construction work, conducted using e-Auction or Manual Auction application. The company prioritizes the use of domestic product and the empowerment of micro and small businesses, provided the quality, price, and objectives are accountable.

Telkom is committed to implementing ISO 37001:2016 standard regarding Anti-Bribery Management System (SMAP), so in the implementation of procurement of goods and services within TelkomGroup environment there is an obligation to sign an Integrity Pact.

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### INFORMATION REGARDING ADMINISTRATIVE SANCTIONS
Throughout 2025, no administrative sanctions were imposed on Telkom, members of the Board of Commissioners, and/or the Board of Directors, by OJK and other authorities.

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**INFORMATION ACCESS AND** **COMPANY'S DATA TO PUBLIC**

Telkom provides easy access to information for stakeholders to establish good relationships with all stakeholders and fulfill the provision of Regulation of the Financial Service Authority No. 31/POJK.04/2015 regarding Disclosure of Material Information and Facts by Issuers or Public Companies. Telkom provides several approaches and media as communication channels, namely:

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| | |
|:---|:---|
| **1.** | **General Meeting of Shareholders (GMS)** |
|  | GMS is a media for Telkom to convey information related to the company's performance to shareholders. Shareholders can participate in strategic decision making, for the betterment of the company. |
| **2.** | **Media** |
|  | Throughout 2025, Telkom made news release and sent them to the mass media to disseminate company information to stakeholders. |
| **3.** | **Website** |
|  | Telkom's website, www.telkom.co.id, is available in both Indonesian and English. Stakeholders can access the latest information on Telkom's profile, GCG practices, CSR program implementation, job and career development opportunities, and products. Telkom's reports, including the Annual Report, Financial Statements, Sustainability Report, and other reports, are also accessible on the website. |
| **4**. | **Information and Documentation Management Officer (PPID)** |
|  | PPID manages Telkom's public information disclosure and is responsible for storing, documenting, providing, and/or servicing public information. PPID provides accurate and accountable public information through fast, timely, and simple public information services to fulfill the right of public information applicants in accordance with statutory provisions.<br>Telkom has an E-PPID channel which is an online service for public information requests and as a form of implementation of information disclosure in TelkomGroup. E-PPID utilizes information and communication technology to support public information management, which can be accessed on the Telkom website through PPID menu or through the page https://eppid.telkom.co.id. |
| **5.** | **Meeting with Analyst and Investor** |
|  | Telkom regularly holds meetings with analyst and investor as a means of providing information on the company's performance and prospects, as well as providing the latest information on the telecommunication industry in general. |
| **6.** | **Contact via E-mail** |
|  | Stakeholders can also communicate via e-mail. Customers can use the e-mail address customercare@telkom.co.id, while investors can use the e-mail address investor@telkom.co.id. |
| **7.** | **Internal Media** |
|  | Telkom has various internal media, namely TelkomGroup Portal as a medium for information, education, and socialization for all employees, and Diarium which is the social media for TelkomGroup employees in the internal scope. |
| **8.** | **Social Media** |
|  | As the digital era continues to develop, Telkom is using various social and digital media that can reach stakeholders and the wider community, as well as making it easier for the company to communicate with the millennial generation. |

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| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Social Media** | **Twitter/X** | **Facebook** | **Instagram** | **YouTube** | **TikTok** |
| **Account** | @TelkomIndonesia | Telkom Indonesia | @telkomindonesia | Telkom Indonesia Official | @telkomindonesia |
| **Followers/Subscribers** | 146,500<br>Followers | 530,000<br>Followers | 705,758<br>Followers | 658,000<br>Subscribers | 122,200<br>Followers |

---

Remark:

Data as of December 31, 2025.

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**SPECIAL** **ASSIGNMENTS**

As a state-owned enterprise playing a strategic role in national development, PT Telkom Indonesia (Persero) Tbk has been tasked by the government with supporting the acceleration of digital transformation in the public sector. This mandate is being carried out as part of the Company's contribution to strengthening government governance to make it more efficient, transparent, and accountable through the use of digital technology.

One of the Company's assignments is to support the digital transformation of the government goods and services procurement system through the development of the GovTech Procurement ecosystem in collaboration with the Government Goods and Services Procurement Policy Agency (LKPP). This initiative plays a vital role in supporting the national development agenda, which emphasizes efficient management of the state budget, increased transparency, and the promotion of domestic products and the involvement of SMEs in government procurement.

This mandate is grounded in various government policies, including Presidential Instruction No. 2 of 2022 regarding the acceleration of increased use of domestic products and the empowerment of SMEs in government procurement, as well as Presidential Regulation No. 17 of 2023, which regulates the reform of the electronic procurement system. In addition, Regulation of Minister of Finance No. 117 of 2023 establishes the tariff mechanism and types of non-tax state revenue (PNBP) related to the implementation of the procurement system.

In carrying out this assignment, Telkom plays a role in providing infrastructure and developing a comprehensive digital government procurement system. The scope of the Company's role includes funding, planning, construction, development, integration, operation, and maintenance of the electronic procurement system and its various supporting systems, as well as implementing socialization, communication, and publication of information related to various system or service updates to stakeholders. Thus, Telkom not only contributes to building an integrated, reliable, and secure digital procurement platform, but also ensures the effective delivery of information to support a more transparent, adaptive, and efficient government procurement process.

This digital transformation of national procurement is being realized through the development of INAPROC, a digital ecosystem that integrates various government procurement systems into a single, unified service. This ecosystem encompasses key applications such as *Sistem Pengadaan Secara Elektronik* (SPSE), *Sistem Informasi Rencana Umum Pengadaan* (SIRUP), *Katalog Elektronik* (e-Catalog), e-Purchasing platform, *Sistem Informasi Kinerja Penyedia* (SIKAP), and various other supporting applications that facilitate supplier data management, document security, and user support services. Through the integration and optimization of systems within INAPROC ecosystem, particularly through the enhanced use of the SPSE system, supported by the centralization policy of the Electronic Procurement Service (LPSE), government procurement processes are being driven toward greater standardization, transparency, and proper documentation, while simultaneously improving the efficiency and quality of national spending. Initiatives within this ecosystem also have a direct impact on the optimization of the government budget, with projected savings of up to Rp315 billion by 2026.

The use of digital technology within INAPROC ecosystem provides various strategic benefits for the government, including improving the efficiency of procurement process, enhancing the transparency of transaction data, and strengthening the security of digital system. The entire procurement process is conducted electronically with high system availability and adequate digital security protection, including measures to address various potential cyber threats. Additionally, the platform is beginning to adopt artificial intelligence technology to support more effective monitoring, transaction verification, and procurement oversight.

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## CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENT (CSR)

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|:---|:---|
| 348 | [Brief Summary of Corporate Social Responsibility and Environment](#f001_Brief_Summary_CSR) |
| 349 | [Implementation Report on Corporate Social Responsibility and Environment](#f002_Implementation_Report_CSR) |

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### BRIEF SUMMARY OF CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENT
Telkom Indonesia implements its Social and Environmental Responsibility (SER) or Corporate Social Responsibility (CSR) as an integral part of its good corporate governance practices, balancing business value creation with sustainable contributions to society and the environment. This commitment is realized through SER management that is oriented towards stakeholders, environmental protection, and sustainable social welfare improvement. The implementation and reporting of Telkom's CSR refer to internationally recognized standards and frameworks, including the Global Reporting Initiative (GRI), ISO 26000 Guidance on Social Responsibility, and the Sustainable Development Goals (SDGs). This approach ensures that every CSR initiative is carried out in a measurable, accountable manner and is in line with national and global development agendas.

Telkom discloses information on the implementation of CSR in a separate Sustainability Report, in accordance with SEOJK No. 16/POJK.04/2021 concerning the Form and Content of Annual Reports of Issuers or Public Companies, with the basis for preparation based on OJK Regulation No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies.

Access to the 2025 Sustainability Report:

![Graphic](tmb-20260512x6k050.jpg)

As a SOE, Telkom also implements CSR based on the Regulation of the Minister of State-Owned Enterprises Number PER-1/MBU/03/2023 concerning Special Assignments and Social and Environmental Responsibility Programs of State-Owned Enterprises, which revokes and replaces the Regulation of the Minister of State-Owned Enterprises Number PER-05/MBU/04/ 2021 concerning Social and Environmental Responsibility Programs of State-Owned Enterprises as amended by Regulation of the Minister of State-Owned Enterprises Number PER-6/MBU/09/2022 concerning Amendments to Regulation of the Minister of State-Owned Enterprises Number PER-05/MBU/04/2021 concerning Social and Environmental Responsibility Programs of State-Owned Enterprises. Article 33 of PM BUMN PER-1/2023 stipulates that financial reports and the implementation of the CSR SOE Program must be reported in Periodic Reports and Annual Reports. Telkom presents the implementation report of the TJSL Program in the Annual Report under the sub-chapter "Report on the Implementation of the Company's Social and Environmental Responsibility Program," while the CSR Financial Report is presented in the appendix to this Annual Report, namely the Financial Report on the MSME Funding Program.

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### CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENT PROGRAM IMPLEMENTATION REPORT

### SOCIAL AND ENVIRONMENTAL RESPONSIBILITY COMMITMENTS AND POLICIES
Telkom's Board of Directors ensures the implementation and supervision of sustainable practices in the CSR program with the aim of providing benefits for economic development, social development, environmental development, and legal and governance development for the Company; Contributing to the creation of added value for the Company with integrated, targeted, and measurable principles that are accountable; Fostering micro and small businesses to be more resilient and independent, as well as the communities surrounding the Company; and Aligning the TelkomGroup's ESG strategic directions with the integration of the CSR & SDG Program in order to increase value co-creation efforts.

The legal basis for the implementation of the CSR Program activities are:

1. Regulation of the Minister of State-Owned Enterprises Number: PER-1/MBU/03/2023 regarding Special Assignments and State-Owned Enterprises' Social and Environmental Responsibility Programs dated March 26, 2023;

2. Decision of the Board of Commissioners of PT Telekomunikasi Indonesia Tbk (Persero) Number: 17/KEP/DK/2024/RHS dated December 5, 2024 regarding Approval of the 2025 Work Plan and Budget (RKAP) of PT Telekomunikasi Indonesia Tbk (Persero);

3. Regulation of the Board of Directors of PT Telekomunikasi Indonesia Tbk Number: PD.703.00/r.01/HK200/CDC-A1000000/2023 dated November 24, 2023 regarding the Social and Environmental Responsibility Program;

4. Regulation of the Director of Human Capital Management of State-Owned Enterprise (Persero) PT Telekomunikasi Indonesia Tbk Number: PR.703.01/r.01/HK200/SRC-A1000000/ 2024 regarding Guidelines for the Operational Implementation of the Social and Environmental Responsibility Program;

5. Regulation of the Director of Human Capital Management of PT Telekomunikasi Indonesia Tbk (Persero) Number: PR.202.60/r.03/HK200/COP-A2000000/2021 dated February 29, 2024 regarding the Social Responsibility Center Organization;

6. Regulation of the Director of Human Capital Management of PT Telekomunikasi Indonesia Tbk Number: PR.301.01/r.00/HK200/CDC-A1000000/2022 dated March 30, 2022 regarding Social and Environmental Responsibility.

### CSR PROGRAM SUSTAINABILITY STRATEGY FRAMEWORK
Telkom's Corporate Social and Environmental Responsibility (CSER) program sustainability strategy is designed through the **SUSTAIN** framework, which serves as the foundation for ensuring that every corporate social program not only provides short-term benefits but also creates a sustainable impact on society, the environment, and economic growth. This framework was developed by integrating **Environmental, Social, and Governance (ESG)** principles and contributions toward achieving the **Sustainable Development Goals (SDGs)**, while adhering to the principles of Good Corporate Governance (GCG) in accordance with ISO 26000 (on Social and Environmental Responsibility) as part of Telkom's commitment to supporting sustainable development.

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![Graphic](tmb-20260512x6k051.jpg)

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| | |
|:---|:---|
| The details of the main program are as follows: | The details of the main program are as follows: |
| 1. | **Sustainable Net Zero Initiatives**, which are initiatives to implement climate action-based environmental programs through the creation of carbon sinks to encourage the reduction and compensation of carbon emissions resulting from company operations through carbon offset schemes.<br>The carbon stock enhancement initiative comprises five programs: green and blue carbon actions, renewable energy, green communities, waste management, and water provision and conservation, as illustrated in the following framework:<br>![Graphic](tmb-20260512x6k052.jpg) |
| 2. | **Uplift Impactful Social Empowerment,** which encourages the realization of inclusive education and a good quality of healthy life to support a prosperous and competitive nation, through digital infrastructure support and inclusive digital talent education to support the improvement of national digital literacy.<br>Education programs are a priority under social initiatives. The framework for education programs includes digital competency, digital literacy, and digital education, as shown in the figure below. |

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| | |
|:---|:---|
|  | ![Graphic](tmb-20260512x6k053.jpg) |
| 3. | **Strengthen Excellent MSME Digital Capacity**, namely increasing the capacity of Micro and Small Enterprises (MSEs) through the provision of access to financial services, increasing capabilities and access to national and international markets to expand employment, increase labor productivity, and encourage economic growth.<br>The SME development framework is designed as an ecosystem-based approach focused on the sustainable transformation of SME capabilities. Through the stages of Go Modern, Go Digital, Go Online, and Go Global, SMEs are nurtured progressively according to their business maturity level, ranging from strengthening business foundations, adopting digital technology, expanding market access, to achieving export readiness. This approach ensures relevant, measurable, and impactful capacity-building interventions supported by competent mentors, a structured curriculum, and the network of Rumah BUMN and Telkom infrastructure across various regions. The UMK Hub platform strengthens implementation and data-driven monitoring and evaluation systems. <br>The implementation of this framework drives the advancement of SMEs, contributes to SDG 8, and represents a Creating Shared Value initiative through the strengthening of the local economy in alignment with the development of Telkom's digital business ecosystem.<br>![Graphic](tmb-20260512x6k054.jpg) |

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| | | |
|:---|:---|:---|
| 4. | **Transform Effective CSR Governance**, maintaining the accountability aspects of CSR Program management a<br>nd the aspects of risk management implementation and compliance, by applying integrated, targeted, measurable impact, and accountable principles; | **Transform Effective CSR Governance**, maintaining the accountability aspects of CSR Program management a<br>nd the aspects of risk management implementation and compliance, by applying integrated, targeted, measurable impact, and accountable principles; |
| 5. | **Amplify CSR Branding & Communication**, namely activating communication on the implementation of the CSR Program to stakeholders by prioritizing the impact aspects of Telkom's CSR Program through multi-party partnerships/collaborations; | **Amplify CSR Branding & Communication**, namely activating communication on the implementation of the CSR Program to stakeholders by prioritizing the impact aspects of Telkom's CSR Program through multi-party partnerships/collaborations; |
| 6. | **Intensify CSR Digitization & Data Analytics**, namely strengthens the management of TJSL programs focused on impact, encompassing excellent people, excellent processes, and an excellent platform. | **Intensify CSR Digitization & Data Analytics**, namely strengthens the management of TJSL programs focused on impact, encompassing excellent people, excellent processes, and an excellent platform. |
|  | **Excellent People**<br>Through continuous human resource capacity building and competency development, Telkom ensures that the implementation of its CSR strategy is supported not only by a robust policy framework but also by human resources capable of managing programs in a professional and adaptive manner, with a focus on creating shared value for both the community and the company. The following are the various competency development programs participated in by Telkom CSR employees in 2025:<br>![Graphic](tmb-20260512x6k055.jpg)<br>![Graphic](tmb-20260512x6k056.jpg) | **Excellent People**<br>Through continuous human resource capacity building and competency development, Telkom ensures that the implementation of its CSR strategy is supported not only by a robust policy framework but also by human resources capable of managing programs in a professional and adaptive manner, with a focus on creating shared value for both the community and the company. The following are the various competency development programs participated in by Telkom CSR employees in 2025:<br>![Graphic](tmb-20260512x6k055.jpg)<br>![Graphic](tmb-20260512x6k056.jpg) |
|  | **Excellent Process**<br>As part of our continuous improvement efforts, we follow several steps toward achieving an excellent process, including: | **Excellent Process**<br>As part of our continuous improvement efforts, we follow several steps toward achieving an excellent process, including: |
|  | a. | Process mapping |
|  |  | Process mapping is conducted based on the results of evaluations of process implementation effectiveness, follow-up on audit findings, and ensuring that processes are updated to remain relevant and compliant with applicable regulations or new policies. |
|  | a. | Process redesign or improvement |
|  |  | The need for process adjustments identified during the process mapping phase is addressed by redesigning the processes to make them more effective, supported by digitization and digital transformation within the integrated SIMTJSL platform. |
|  | b. | Process implementation  |
|  |  | Outreach and training are conducted to ensure the effective implementation of the redesigned processes and continuous improvement initiatives. |
|  | c. | Process Monitoring and Control |
|  |  | Monitoring and control of process implementation are carried out through, among other things, the implementation of TJSL OKRs (Objectives and Key Results), the development of process and program  |

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| | |
|:---|:---|
|  | performance dashboards within the SIMTJSL information system, and the conduct of periodic self-assessments. |
|  | **Excellent Platform**<br>Telkom is also strengthening its governance by developing an integrated digital platform that supports the management, collaboration, monitoring, and reporting of Telkom's TJSL programs in a more effective, transparent, and data-driven manner. This involves the digital transformation and digitization of TJSL program management through the enhancement and maintenance of information systems, as well as the use of data analytics in strategic decision-making.<br>![Graphic](tmb-20260512x6k057.jpg) |
| 7. | **Nurture Innovation Culture**, namely maintaining a culture of innovation in CSR Program management as an identity of sustainable value creation. |

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### PROGRAM IMPLEMENTATION OF CORPORATE SOCIAL AND RESPONSIBILITY (CSR) 2025
In 2025, the amount of funds realized for the CSR Program activities was Rp169.3 billion.

**Realization of the CSR Program in 2025**

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| | | |
|:---|:---|:---|
| &nbsp;&nbsp;**No.** | &nbsp;&nbsp;**CSR Pillars** | &nbsp;&nbsp;**Realizations**<br>**(Rp)** |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;Social Pillar | &nbsp;&nbsp;43876496715 |
| &nbsp;&nbsp;2. | &nbsp;&nbsp;Economic Pillar | &nbsp;&nbsp;75003431207 |
| &nbsp;&nbsp;3. | &nbsp;&nbsp;Environmental Pillar | &nbsp;&nbsp;47293146390 |
| &nbsp;&nbsp;4. | &nbsp;&nbsp;Pillar of Law and Governance | &nbsp;&nbsp;3139258468 |
|  | &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**169312332780** |

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### IMPLEMENTATION OF CSR BASED ON PER PRIORITY FIELDS

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| | | | | |
|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**A.**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> |
|  | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> |
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Featured Program**<br><BORDER_TOP> | &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> | &nbsp;&nbsp;**'25 Realizations**<br><BORDER_TOP> | &nbsp;&nbsp;**Impact**<br><BORDER_TOP> |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;Integrated waste management solutions and circular economy development<br>![Graphic](tmb-20260512x6k058.jpg) | &nbsp;&nbsp;Pollution is one of the leading environmental problems in Indonesia and the world today. Proper waste management can reduce pollution. Telkom developed an integrated waste management development initiative with a recycling and circular economy approach, strengthened by the integration of digital platforms to facilitate access to TPS service information. The expected positive impacts include social, environmental, and economic benefits for the community.<br>![Graphic](tmb-20260512x6k059.jpg)<br>| &nbsp;&nbsp;● 9 location points<br>● 25,871 kg of waste managed<br>● 6,849 beneficiary households<br>| &nbsp;&nbsp;SROI 1.81<br>|
| &nbsp;&nbsp;2. | &nbsp;&nbsp;E-waste reduction through digital device recycling (EDUVICE) <br>![Graphic](tmb-20260512x6k058.jpg) | &nbsp;&nbsp;As a digital and telecommunications service provider, Telkom seeks to manage electronic waste that potentially contains hazardous waste. This effort involves company employees and uses the 3R approach (Reduce, Reuse, Recycle). Some results of electronic waste collection and management (recycling) are distributed to beneficiaries, especially in the education community.<br>| &nbsp;&nbsp;● 187 electronic devices managed<br>● 90 electronic devices were distributed<br>| &nbsp;&nbsp;SROI 1.81<br>|

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| | | | | |
|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**A.**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Environmental Priorities**<br><BORDER_TOP> |
|  | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> | &nbsp;&nbsp;As part of the company's commitment to supporting sustainability and climate change mitigation efforts, Telkom has developed various environmental programs under the Carbon Offsetting & Biodiversity Initiative framework. This initiative is designed to strengthen the company's contributions to reducing carbon emissions, conserving biodiversity, and enhancing environmental resilience through an integrated and collaborative approach with various stakeholders.<br><BORDER_TOP> |
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Featured Program**<br><BORDER_TOP> | &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> | &nbsp;&nbsp;**'25 Realizations**<br><BORDER_TOP> | &nbsp;&nbsp;**Impact**<br><BORDER_TOP> |
|  |  | &nbsp;&nbsp;![Graphic](tmb-20260512x6k061.jpg)<br>|  |  |
| &nbsp;&nbsp;3. | &nbsp;&nbsp;Greenhouse Gas reduction through mangrove planting and coral reef rehabilitation<br>![Graphic](tmb-20260512x6k062.jpg) | &nbsp;&nbsp;In addition to restoring and conserving terrestrial ecosystems, Telkom also runs ecosystem restoration and conservation programs in coastal and marine areas through mangrove planting and coral reef rehabilitation. This program supports the realization of the Net Zero 2060 commitment by contributing to the increase in blue carbon (carbon absorbed and stored by coastal and marine ecosystems).<br>![Graphic](tmb-20260512x6k063.jpg)<br>| &nbsp;&nbsp;● 95,911 mangrove trees and seagrass<br>● 760 coral reefs<br>| &nbsp;&nbsp;SROI 6.29<br>|
| &nbsp;&nbsp;4. | &nbsp;&nbsp;Addressing climate change through restoration and conservation of assisted forests<br>![Graphic](tmb-20260512x6k064.jpg) | &nbsp;&nbsp;Telkom's initiatives to improve environmental ecosystems are to restore and protect forests damaged or lost in synergy with institutions/communities that care and have an ecological culture. This program supports realizing the Net Zero 2060 commitment by increasing green carbon (carbon stored in the land ecosystem).<br>![Graphic](tmb-20260512x6k065.jpg)<br>| &nbsp;&nbsp;● 80,800 tree seedlings<br>● 8 location points<br>| &nbsp;&nbsp;SROI 6.29<br>|

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|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**B.**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> |
|  | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> |
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Featured Program**<br><BORDER_TOP> | &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> | &nbsp;&nbsp;**'25 Realizations**<br><BORDER_TOP> | &nbsp;&nbsp;**Impact**<br><BORDER_TOP> |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;Digital Learning School & Cybersecurity Awareness<br>![Graphic](tmb-20260512x6k066.jpg) | &nbsp;&nbsp;First, the CSR education program is aimed at schools because they are essential in improving digital literacy in Indonesia. Telkom helps schools provide students access to learning applications, internet connections, and computer devices. As a digital and telecommunications service provider, Telkom strengthens its role in improving ICT (Information and Communication Technology) skills and cybersecurity awareness to support the learning process, healthy internet usage, and continuous improvement of digital literacy in Indonesia.<br>![Graphic](tmb-20260512x6k067.jpg)<br>| &nbsp;&nbsp;● 495 location points<br>● 35,380 benefit recipients<br>| &nbsp;&nbsp;SROI 1.57<br>|
| &nbsp;&nbsp;2. | &nbsp;&nbsp;Digital certification program for vocational (DIGI-UP)<br>![Graphic](tmb-20260512x6k066.jpg) | &nbsp;&nbsp;Second, the CSR program in education is aimed at students to develop digital talent in Indonesia. Telkom collaborates with the National Education Office at the district/city, province, universities, and certification institutions to provide guidance and training in digital skills targeting high school students and the equivalent. This program consists of training programs, case-based experience, and certification, which are expected to encourage digital talents in Indonesia who are ready to work.<br>![Graphic](tmb-20260512x6k069.jpg)<br>| &nbsp;&nbsp;● 5,123 applicants <br>● 1,598 training participants<br>● 1,471 participants passed certification<br>| &nbsp;&nbsp;SROI 1.2<br>|
| &nbsp;&nbsp;3. | &nbsp;&nbsp;Indonesia Digital Learning Program<br>![Graphic](tmb-20260512x6k066.jpg) | &nbsp;&nbsp;Third, the CSR program in the education sector is aimed at teachers. Teacher competence is essential in improving the quality of education in Indonesia. Telkom collaborates with the Ministry of National Education at the district/city, province, PGRI, and universities to provide training assistance to improve teacher competence. This program includes digitization-based training and certification to enhance competence and prepare teachers for the Teacher Competency Test (UKG).<br>| &nbsp;&nbsp;1,371 teachers passed digital certification | &nbsp;&nbsp;SROI 2.96<br>|

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| | | | | |
|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**B.**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> | &nbsp;&nbsp;**Education Priorities**<br><BORDER_TOP> |
|  | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> | &nbsp;&nbsp;Telkom's education priority program is designed using an integrated approach that encompasses the enhancement of digital competencies, digital literacy, and the digital education ecosystem—all of which complement one another to strengthen the digital learning ecosystem in Indonesia.<br><BORDER_TOP> |
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Featured Program**<br><BORDER_TOP> | &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> | &nbsp;&nbsp;**'25 Realizations**<br><BORDER_TOP> | &nbsp;&nbsp;**Impact**<br><BORDER_TOP> |
|  |  | &nbsp;&nbsp;![Graphic](tmb-20260512x6k071.jpg)<br>|  |  |
| &nbsp;&nbsp;4. | &nbsp;&nbsp;Empowerment of disabled groups to increase the independence of vulnerable communities<br>![Graphic](tmb-20260512x6k066.jpg) | &nbsp;&nbsp;Telkom's commitment to inclusive education is realized through infrastructure assistance and improving digital literacy for people with disabilities to access education, training, and digital certification. The initiative's purpose is to increase the capabilities and competencies of people with disabilities to open opportunities for decent work. The program is realized through collaboration with Yayasan Pendidikan Telkom (YPT).<br>![Graphic](tmb-20260512x6k073.jpg)<br>| &nbsp;&nbsp;● 778 applicants<br>● 703 participants passed<br>| &nbsp;&nbsp;SROI 4.24<br>|

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| | | | | |
|:---|:---|:---|:---|:---|
| &nbsp;&nbsp;**C.**<br><BORDER_TOP> | &nbsp;&nbsp;**Priorities for MSE Development**<br><BORDER_TOP> | &nbsp;&nbsp;**Priorities for MSE Development**<br><BORDER_TOP> | &nbsp;&nbsp;**Priorities for MSE Development**<br><BORDER_TOP> | &nbsp;&nbsp;**Priorities for MSE Development**<br><BORDER_TOP> |
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Featured Program**<br><BORDER_TOP> | &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> | &nbsp;&nbsp;**Realizations**<br><BORDER_TOP> | &nbsp;&nbsp;**Impact**<br><BORDER_TOP> |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;Increasing MSEs' access to Financial Services (Access to Capital)<br>![Graphic](tmb-20260512x6k074.jpg) | &nbsp;&nbsp;In 2025, Telkom implemented the MSE Funding program through a cooperation mechanism with BRI, as recommended in letter S-721/MBU/11/2022. The business sectors covered by the MSE Mentoring Program include various sectors such as trade, livestock, plantations, fisheries, agriculture, services, and others. | &nbsp;&nbsp;Rp50 billion distribution of PUMK funds through BRI collaboration | &nbsp;&nbsp;12.6% MSE Upgraded Level |
| &nbsp;&nbsp;2. | &nbsp;&nbsp;Strengthening the Business Capacity of MSEs through Go Modern and Go Digital Coaching (Access to Competence)<br>![Graphic](tmb-20260512x6k074.jpg) | &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Strengthening the capacity of MSEs is very important so that MSEs can continue to grow sustainably. The program scope at this stage is:<br>● Through the **Go Modern** approach, Telkom assists MSEs in product standardization, business licensing and legal compliance, enhancing entrepreneurial capacity, and strengthening business identity through improved branding and product packaging design. These efforts aim to improve the quality and competitiveness of MSE products so they can meet broader market standards.<br>● Through the **Go Digital** program, Telkom encourages the use of digital technology in MSE business management. This support includes improving digital literacy, utilizing digital platforms for business operations and marketing, and using various digital solutions that support efficiency and expanded market access.<br>![Graphic](tmb-20260512x6k076.jpg)<br>| &nbsp;&nbsp;● GM 24,646 MSEs<br>● Halal 2,512 MSEs<br>● NIB 10,257 MSEs<br>● PIRT 2,032 MSEs<br>● NF 1,773 MSEs<br>● 451,000 PackFest Packaging Grants<br>● GD 24,263 MSEs<br>● Registered POS 5,596<br>● HSI 1,895 SSL<br>● Antares 732<br>● 9,822 MSEs participated in training<br>| &nbsp;&nbsp;12.6% MSE Upgraded Level |
| &nbsp;&nbsp;3. | &nbsp;&nbsp;Penetration of digital and global market access: online marketplace and virtual expo (Access to Commerce)<br>![Graphic](tmb-20260512x6k074.jpg) | &nbsp;&nbsp;The next critical stage in the development of MSEs is to increase access to markets at the national and international scope, including:<br>● Through the **Go Online** initiative, Telkom helps MSEs optimize their use of digital platforms for marketing and sales activities. The support provided includes digital marketing training, management of online marketplace stores, and assistance with participation in trade shows and promotional events at both the local and national levels. These efforts are expected to increase the visibility of MSE products while expanding access to a broader consumer base through digital channels.<br>● Through the **Go Global** program, Telkom encourages MSEs to introduce their products to international markets. Support provided includes facilitating product promotions, participation in international and virtual expos, and strengthening MSEs' readiness to meet global market standards.<br>| &nbsp;&nbsp;● Go Online 14,488 <br>● PaDi Registeration 4,752 <br>● PaDi Onboarding 1,416<br>● Exhibition 2,220<br>● Go Global 146<br>● Go Global Sales 380<br>| &nbsp;&nbsp;12.6% MSE Upgraded Level |

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| |
|:---|
| &nbsp;&nbsp;**Priorities for MSE Development**<br><BORDER_TOP> |
| &nbsp;&nbsp;**Descriptions**<br><BORDER_TOP> |
| &nbsp;&nbsp;![Graphic](tmb-20260512x6k078.jpg)<br>|

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### FINANCIAL STATEMENTS of the MSME Funding Program
Audited Figures (In Millions Rupiah)

---

| | |
|:---|:---|
| **STATEMENT OF FINANCIAL POSITION (Rp)** | **STATEMENT OF FINANCIAL POSITION (Rp)** |
| **ASSETS** | **ASSETS** |
| Cash in Banks | &nbsp;&nbsp;&nbsp;&nbsp; 241180 |
| Loan to Foster Partners after deducting allowance for impairment losses of Rp36,437 | &nbsp;&nbsp;&nbsp;&nbsp; 6317  |
| PUMK cooperation receivables from Foster Partners after deducting impairment losses of Rp176 | &nbsp;&nbsp;&nbsp;&nbsp; 22171 |
| PUMK Cooperation Receivables to PT Bank Rakyat Indonesia Tbk. ("BRI") | &nbsp;&nbsp;&nbsp;&nbsp; 58561 |
| Non-performing loans after deducting impairment allowances of Rp334,548 | &nbsp;&nbsp;&nbsp;&nbsp; -  |
| **TOTAL ASSETS** | &nbsp;&nbsp;&nbsp;&nbsp; **328229** |
| **LIABILITIES AND NET ASSETS** | **LIABILITIES AND NET ASSETS** |
| **LIABILITIES** |  |
| Payables and other current liabilities | &nbsp;&nbsp;&nbsp;&nbsp; 417 |
| Overpayment of Installments | 259  |
| **TOTAL LIABILITIES** | &nbsp;&nbsp;&nbsp;&nbsp; **676** |
| **NET ASSETS** | **NET ASSETS** |
| Without restrictions from resource provider | &nbsp;&nbsp;&nbsp;&nbsp; 327553 |
| **TOTAL NET ASSETS** | &nbsp;&nbsp;&nbsp;&nbsp; **327553** |
| **TOTAL LIABILITIES DAN NET ASSETS** | &nbsp;&nbsp;&nbsp;&nbsp; **328229** |

---

---

| | |
|:---|:---|
| **STATEMENT OF PROFIT OR LOSS AND NET ASSETS (Rp)** | **STATEMENT OF PROFIT OR LOSS AND NET ASSETS (Rp)** |
| **WITHOUT RESTRICTIONS FROM RESOURCE PROVIDER** | |
| **REVENUES** | |
| Loan Administration Service Income | &nbsp;&nbsp;&nbsp;&nbsp; 500 |
| BRI Cooperation Loan Administration Service Income | 789 |
| Interest Income from Current Accounts | &nbsp;&nbsp;&nbsp;&nbsp; 3722 |
| Other Income | 2 |
| **TOTAL REVENUES** | &nbsp;&nbsp;&nbsp;&nbsp; **5013** |
| **INCOME (EXPENSES)** |  |
| Provision for Impairment Losses on Loans to PUMK Partners – net<br>| (3091) |
| Recovery of Allowance for Impairment Losses on Non-performing Loans | &nbsp;&nbsp;&nbsp;&nbsp; 5671  |
| Provision for Impairment Losses on PUMK Cooperation Receivables to BRI | (176) |
| Other Expenses | &nbsp;&nbsp;&nbsp;&nbsp; (245) |
| **TOTAL INCOME/(EXPENSES)** | &nbsp;&nbsp;&nbsp;&nbsp; **2159** |
| **INCREASE IN NET ASSETS WITHOUT DONOR RESTRICTIONS** | &nbsp;&nbsp;&nbsp;&nbsp; **7172** |
| **TOTAL COMPREHENSIVE INCOME** | &nbsp;&nbsp;&nbsp;&nbsp; **7172** |
| **NET ASSETS WITHOUT DONOR RESTRICTIONS AT THE BEGINNING OF THE YEAR** | **320381** |
| **NET ASSETS WITHOUT DONOR RESTRICTIONS AT THE END OF THE YEAR** | **327553** |

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---

| | |
|:---|:---|
| **STATEMENT OF CASH FLOWS (Rp)** | **STATEMENT OF CASH FLOWS (Rp)** |
| **OPERATING ACTIVITIES** | |
| Loan Repayments from Fostered Partners | &nbsp;&nbsp;&nbsp;&nbsp; 26356 |
| Recovery of Non-performing Loans | 5671 |
| Payment of Payables | &nbsp;&nbsp;&nbsp;&nbsp; (5) |
| Receipt of Loan Administration Service Fees | 569 |
| Interest Income from Current Accounts | &nbsp;&nbsp;&nbsp;&nbsp; 3722 |
| Disbursement of PUMK Funds to BRI | &nbsp;&nbsp;&nbsp;&nbsp; (50000) |
| Refunds of Excess Installments to Fostered Partners | &nbsp;&nbsp;&nbsp;&nbsp; (48) |
| **NET CASH RECEIVED FROM/(USED IN) OPERATING ACTIVITIES** | &nbsp;&nbsp;&nbsp;&nbsp; **(13735)** |
| **INCREASE/(DECREASE) IN CASH IN BANKS** | &nbsp;&nbsp;&nbsp;&nbsp; **(13735)** |
| **CASH IN BANKS AT THE BEGINNING OF THE PERIOD** | &nbsp;&nbsp;&nbsp;&nbsp; **254915** |
| **CASH IN BANKS AT THE END OF THE PERIOD** | **241180** |

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### IMPLEMENTATION OF THE COMPANY'S CREATING SHARED VALUE PROGRAM
![Graphic](tmb-20260512x6k079.jpg)

Telkom's Creating Shared Value (CSV) Program is a strategic approach to CSR management designed to simultaneously create business and social value by leveraging Telkom's core capabilities in connectivity, digital services, platforms, and digital talent to address national development challenges. Conceptually, Telkom's CSV Program:

a. Bringing together business opportunities and social pain points, particularly in Indonesia's digital transformation (digital literacy, MSMEs, education, inclusion, and the digital ecosystem).

b. Leveraging Telkom's core competencies, namely connectivity infrastructure, digital products and platforms, and digital talent development.

Implementation of Telkom's CSV program in 2025:

---

| | | |
|:---|:---|:---|
| &nbsp;&nbsp;a. | &nbsp;&nbsp;**CSV Tipe 1** | &nbsp;&nbsp;**CSV Tipe 1** |
| &nbsp;&nbsp;a. | &nbsp;&nbsp;*Reconceiving Products and Markets*: developing digital products/services that address social needs. | &nbsp;&nbsp;*Reconceiving Products and Markets*: developing digital products/services that address social needs. |
|  |  | &nbsp;&nbsp;**Digitalization of MSE Development** <br>|

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&nbsp;&nbsp;![Graphic](tmb-20260512x6k080.jpg)<br>As part of the company's commitment to supporting community economic empowerment through the development of Micro and Small Enterprises (MSEs), Telkom has developed a digital-based coaching approach through the **UKM Hub** platform, which integrates various elements of the MSE development ecosystem. This approach is designed to address several key challenges in MSE development in Indonesia, including limited accuracy of business data, potential duplication of development programs, difficulties in monitoring facilitator performance, and the need for more measurable and accountable program evaluation. Through the digitization of the coaching process, Telkom has introduced a system capable of managing MSE profiles in an integrated manner through the Satu Data UKM platform, enabling a more targeted coaching process. This platform allows for the comprehensive collection and management of business data, which is then used as a basis for designing sustainable MSE capacity building programs. In addition, the digitization of MSE development is also strengthened through the integration of **various digital solutions from TelkomGroup, such as online learning platforms, digital financial recording applications, electronic payment services, and internet connectivity access to support business operations.** This integration forms a comprehensive digital ecosystem to accelerate the transformation of MSEs into more modern, adaptive, and competitive businesses.<br>

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| | |
|:---|:---|
|  | &nbsp;&nbsp;![Graphic](tmb-20260512x6k081.jpg)<br>|
| &nbsp;&nbsp;b. | &nbsp;&nbsp;**CSV Tipe 3** |
| &nbsp;&nbsp;b. | &nbsp;&nbsp;*Enabling Local Cluster Development*: strengthening the local ecosystem (education, MSMEs, communities) based on digital technology. |
|  | &nbsp;&nbsp;**Innovillage Program:** A social project competition for students.<br>![Graphic](tmb-20260512x6k082.jpg)<br>This initiative is a platform for developing digital talent aimed at enhancing the nation's digital capabilities and adoption rates through the incubation of sociodigipreneurship—a collaborative effort between industry and higher education institutions to improve students' digital skills. This initiative drives social improvement for the community by engaging students and universities while cultivating digital talent to meet the needs of the digital industry.<br>|

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&nbsp;&nbsp;![Graphic](tmb-20260512x6k083.jpg)<br>

### COLLABORATION CSR PROGRAM IMPLEMENTATION
The implementation of the CSR program is carried out effectively through collaboration with various parties (pentahelix), including increasing the internal synergy of TelkomGroup, external cooperation with the government, SOEs, academics, communities, media, and institutions/agencies related to the field of CSR. Collaboration programs with SOEs and other parties implemented in 2025 include:

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| | | | |
|:---|:---|:---|:---|
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Programs**<br><BORDER_TOP> | &nbsp;&nbsp;**Program Realization**<br><BORDER_TOP> | &nbsp;&nbsp;**Participants**<br><BORDER_TOP> |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;**Environmental Collaboration Program** – Blue Carbon Initiative through Mangrove and Coral Reef Planting | &nbsp;&nbsp;An initiative aimed at increasing blue carbon absorption and storage capacity while restoring coastal and marine ecosystems through the rehabilitation of 10,000 mangroves in Rangko Hamlet, Tanjung Boleng Village, Boleng Subdistrict, West Manggarai Regency, East Nusa Tenggara, and the restoration of 200 coral reef substrates on Bone Tambu Island, Makassar.<br>![Graphic](tmb-20260512x6k084.jpg)<br>| &nbsp;&nbsp;Telkom collaborates with the West Manggarai Regency Government of NTT & BMM, Universitas Hasanuddin  |

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| | | | |
|:---|:---|:---|:---|
| &nbsp;&nbsp;**No.**<br><BORDER_TOP> | &nbsp;&nbsp;**Programs**<br><BORDER_TOP> | &nbsp;&nbsp;**Program Realization**<br><BORDER_TOP> | &nbsp;&nbsp;**Participants**<br><BORDER_TOP> |
| &nbsp;&nbsp;2. | &nbsp;&nbsp;**Education Collaboration Program** – Indonesia Digital Learning Program | &nbsp;&nbsp;An initiative aimed at improving the digital capacity and competence of 81 special needs school (SLB) educators from Sleman, Bantul, Gunungkidul, Kulon Progo, and Yogyakarta City through strengthening digital literacy, utilizing learning technology, and developing inclusive and sustainable digital-based educational practices, with the hope of improving the overall quality of education in Indonesia. <br>![Graphic](tmb-20260512x6k085.jpg)<br>| &nbsp;&nbsp;Telkom collaborates with the Univeritas Negeri Yogyakarta |
| &nbsp;&nbsp;3. | &nbsp;&nbsp;**MSE Development Collaboration Program** – Halal Certification Assistance | &nbsp;&nbsp;An initiative aimed at improving compliance, competitiveness, and market access for MSEs through halal certification assistance for 1,512 MSEs.<br>![Graphic](tmb-20260512x6k086.jpg)<br>| &nbsp;&nbsp;Telkom and Surveyor Indonesia |

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### ACHIEVEMENT OF IMPACT-BASED CSR PROGRAM SUCCESS
To ensure the successful implementation of impact-based CSR programs, Telkom Indonesia consistently measures the impact and success of its Social and Environmental Responsibility (CSR) programs. Impact measurement is carried out through an integrated approach, namely the Social Return on Investment (SROI) method, CSR (TJSL) Index, Net Promoter Score (NPS), and Community Satisfaction Index (IKM). These methods are used to ensure that the CSR programs implemented provide real added value to the community, while also supporting the company's reputation.

Social Return on Investment (SROI) measurements were conducted on four priority programs covering the areas of environment, education, MSME development, and creating shared values. The measurement results showed an average SROI value of 2.71, exceeding the target of 1.5. This achievement reflects the success of the program in creating social, environmental, and economic benefits for stakeholders. The details of the SROI value per area are as follows:

● Environmental Priority Program through the Tarumaja Mentored Village program with a score of 1.92.

● Education Priority Program through the Digital Learning Lab program with a score of 2.44.

● PUMK Program through the Go Modern program with a score of 4.16.

● CSV Program through the Mentored MSE Digitalization program with a score of 2.31.

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![Graphic](tmb-20260512x6k087.jpg)

In addition, Telkom successfully recorded a CSR (TJSL) Index score of 87.87% in 2025. This achievement places Telkom's CSR activities in the good or strong category, which shows a positive impact on the company's image. This improvement was driven by positive perceptions from beneficiaries, assisted MSMEs, and the surrounding community towards Telkom's CSR program, especially in the aspects of Corporate Governance and Economic Responsibility.

On the other hand, to measure the success of the CSR program in increasing community involvement, Telkom uses the Net Promoter Score (NPS). The NPS measurement results in 2025 reached 74.36, which reflects the high level of trust and satisfaction of the community in recommending Telkom products and services. Thus, Telkom's CSR program provides social benefits and supports strengthening customer loyalty to the company's products and services.

The company also recorded a Community Satisfaction Index (CSI) score of 90.17, which reflects a high level of satisfaction from respondents or beneficiaries with the CSR programs that have been implemented. This result shows that most beneficiaries are satisfied with the various initiatives designed to have a positive impact.

Telkom Indonesia continues to be committed to running relevant CSR programs that provide measurable positive impacts in line with sustainable development goals and support the sustainability of the company's business.

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![Graphic](tmb-20260512x6k088.jpg)

![Graphic](tmb-20260512x6k089.jpg)

![Graphic](tmb-20260512x6k090.jpg)

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### AWARDS OF CSR PROGRAM 2025

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| | | | |
|:---|:---|:---|:---|
| &nbsp;&nbsp;**No.** | &nbsp;&nbsp;**Events** | &nbsp;&nbsp;**Awards** | &nbsp;&nbsp;**Providing Agencies/Intitutions** |
| &nbsp;&nbsp;**A.** | &nbsp;&nbsp;**International Award/Recognition** | &nbsp;&nbsp;**International Award/Recognition** | &nbsp;&nbsp;**International Award/Recognition** |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;United Nations High Level Political Forum | &nbsp;&nbsp;Best Practices in National Voluntary Review, for SDGs #14 – Telkom Sustainable Undersea Cable Operation | &nbsp;&nbsp;-<br>United Nations<br>-<br>Indonesia SDGs National Secretary, Ministry of Bappenas<br>|
| &nbsp;&nbsp;2. | &nbsp;&nbsp;ESG Asia Positive Impact Awards | &nbsp;&nbsp;Silver in Community Involvement in Development Category | &nbsp;&nbsp;Asia Positive Impact |
| &nbsp;&nbsp;**B.** | &nbsp;&nbsp;**National Award** | &nbsp;&nbsp;**National Award** | &nbsp;&nbsp;**National Award** |
| &nbsp;&nbsp;1. | &nbsp;&nbsp;Indonesia's SDGs Action Awards 2025 | &nbsp;&nbsp;Bronze – Large Company | &nbsp;&nbsp;Ministry of Bappenas |
| &nbsp;&nbsp;2. | &nbsp;&nbsp;Indonesia Corporate Communication & Sustainability Awards (ICCS) | &nbsp;&nbsp;-<br>Gold – Education Pilar<br>-<br>Best TJSL Agent of the Year<br>| &nbsp;&nbsp;BP BUMN |
| &nbsp;&nbsp;3. | &nbsp;&nbsp;IDX Channel Awards | &nbsp;&nbsp;Gold – Health Empowerment | &nbsp;&nbsp;IDX (Pasar Modal Indonesia) |
| &nbsp;&nbsp;4. | &nbsp;&nbsp;Indonesia Corporate Sustainability Awards | &nbsp;&nbsp;Gold – CSR Strategy | &nbsp;&nbsp;Olahkarsa & IBCSD |
| &nbsp;&nbsp;5. | &nbsp;&nbsp;Lestari Awards  | &nbsp;&nbsp;#Gold in Community Involvement & Development | &nbsp;&nbsp;EY & KG Media |
| &nbsp;&nbsp;6. | &nbsp;&nbsp;Republika Awards | &nbsp;&nbsp;Gold in Health Empowerment | &nbsp;&nbsp;Republika Media |

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![Graphic](tmb-20260512x6k091.jpg)

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## APPE NDICES

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| | | | |
|:---|:---|:---|:---|
| 371 | Appendix 1 | : | [Glossary](#g001_Glossary) |
| 378 | Appendix 2 | : | [List of Abbreviations](#g002_List_Abbreviations) |
| 382 | Appendix 3 | : | [Cross Reference to the Circular Letter by the Financial Services Authority No. 16/SEOJK.04/2021](#g003_Cross_Reference_SEOJK16) |
| 396 | Appendix 4 | : | [Affiliate Transactions List](#g004_Affiliate_Transactions_List) |

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### APPENDIX 1: GLOSSARY
**2G**

The abbreviation for second-generation: relating to or using a technology that gave mobile phone users improved features and allowed people to send text messages (SMS).

**3G**

The generic term for third generation mobile telecommunications technology. 3G offers high speed connections to cellular phones and other mobile devices, enabling video conference and other applications requiring broadband connectivity to the internet.

**4G/LTE**

A fourth-generation super-fast internet network technology based on IP that makes the process of data transfer much faster and more stable.

**5G**

A fifth generation of cellular mobile communications which targets high data rate, reduced latency, energy saving, cost reduction, higher system capacity and massive device connectivity.

**ADS**

American Depositary Share (also known as an American Depositary Receipt, or an "ADR"), a certificate traded on a U.S. securities market (such as the New York Stock Exchange) representing several foreign shares. Each of our ADS represents 100 shares of common stock.

**AKHLAK**

Defined as *Amanah* (trustworthy), *Kompeten* (competent), *Harmonis* (harmonious), *Loyal* (loyal), *Adaptif* (adaptive), and *Kolaboratif* (collaborative) values that underline the behavior of SOE personnel.

**ARPU**

Average Revenue per Unit, a measure used primarily by telecommunications and networking companies which states how much revenue is generated by the user on average. It is defined as the total revenue from specified services divided by the number of users of such services.

**Artificial Intelligent**

Defined as computer program developed by humans on a system so that they can think like humans and can complete certain tasks by processing and recognizing data patterns.

**B2B (*Business-to-Business*)**

The sale of products or services provided by one business and intended for another business, not to consumers.

**B2C (*Business-to-Customer*)**

A business that provides services or sales of goods or services to individuals or group of consumers directly.

**Backbone**

The main telecommunications network consists of transmission and switching facilities connecting several network access nodes. The transmission links between nodes and switching facilities include microwave, submarine cable, satellite, fiber optic and other transmission technology.

**Balanced Scorecard**

One of the tools used by managers to measure the performance of a business is seen from four perspectives. The four perspectives consist of a financial perspective, a customer perspective, an internal business process perspective, and a growth and learning perspective.

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**Bandwidth**

The capacity of a communication link.

**Bapepam-LK**

*Badan Pengawas Pasar Modal dan Lembaga Keuangan*, or the Indonesian Capital Market and Financial Institution Supervisory Agency, the predecessor to the OJK.

**Big Data Platform**

Defined as a large, varied, and dynamic data processing platform.

**Broadband**

A signaling method that includes or handles a relatively wide range (or band) of frequencies.

**BTS**

Base Transceiver Station, equipment that transmits and receives radio telephony signals to and from other telecommunication systems.

**CFU**

Customer Facing Unit, like a strategic business unit, is an organizational unit that interacts with certain customer segments, with responsibility for profit and loss respectively, and is responsible for restructuring subsidiaries and business portfolios that are relevant to certain business segments that being its responsibility.

**Cloud Computing**

The practice of using a network of remote servers hosted on the internet to store, manage, and process data, rather than a local server or a personal computer.

**Colocation**

Telecommunication infrastructure leasing service that owned existing sites after the first customer or Anchor Tenant, which offers space in telecommunication infrastructure to install their equipment.

**Common Stock**

Our Series B shares have a par value of Rp50 per share.

**CPE**

Customer Premises Equipment, any handset, receiver, set-top box or other equipment used by the consumer of wireless, fixed line or broadband services, which is the property of the network operator located on the customer's premises.

**Cyber Attack**

A cyber-attack is deliberate of the exploitation of computer systems, technology-dependent enterprises, and networks. Cyber-attacks use malicious code to alter computer code, logic or data, resulting in disruptive consequences that can compromise data and lead to cybercrimes, such as information and identity theft.

**Cyber Security**

An effort to protect information from cyber-attacks. Cyber-attacks in information operations are any kind of deliberate action to disrupt the confidentiality, integrity, and availability of information.

**Data Center**

The facility is composed of networked computers, storage systems and computing infrastructure that organizations use to assemble, process, store and disseminate large amounts of data.

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**Diarium**

A tool or medium used by PT Telkom Indonesia (Persero) Tbk to disseminate information related to the company internally.

**Digitization**

Process of converting non-digital information to digital. If a company uses this digital information to increase business, generate revenue, or simplify some business processes, it is called digitization. The result of the digitization and digitization process is called digital transformation.

**Dwiwarna Share**

The Series A Dwiwarna Share have a par value of Rp50 per share. The Dwiwarna Share is held by the Government and provides special voting rights and veto rights over certain matters related to our corporate governance.

**e-Commerce**

Electronic commerce, the buying and selling of products or services over electronic systems such as the internet and other computer networks.

**e-Procurement**

Electronic procurement, the process of procuring goods and services carried out online.

**Earth Station**

Antennas and related equipment are used to receive or transmit telecommunication signals via satellites.

**EBITDA**

Earnings before interest, taxes, depreciation, and amortization. Adjusted EBITDA and other related ratios contained in this Annual Report are additional indicators of the company's performance and liquidity that are financial measures not regulated in Financial Accounting Standards (SAK).

**Edutainment**

Education and entertainment.

**Fiber Optic**

Cables using optical fiber and laser technology through which modulate light beams representing data are transmitted through thin filaments of glass.

**Fixed Lines**

Fixed wireline and fixed wireless.

**Fixed Wireline**

A fixed wire or cable path linking a subscriber at a fixed location to a local exchange, usually with an individual phone number.

**Gateway**

A peripheral that bridges a packet-based network (IP) and a circuit-based network (PSTN).

**Gbps**

Gigabit per second, the average number of bits, characters, or blocks per unit time passing between equipment in a data transmission system. This is typically measured in multiples of the unit bit per second.

**GHz**

Gigahertz, the hertz (symbol Hz), is the international standard unit of frequency defined as the number of cycles per second of a periodic phenomenon.

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**GMS**

General Meeting of Shareholders, which may be an Annual General Meeting of Shareholders ("AGMS") or an Extraordinary General Meeting of Shareholders ("EGMS").

**GraPARI**

Telkomsel service network.

**GSM**

Global System for Mobile Telecommunication which is the European standard for digital cellular telephones.

**High Throughput Satellite (HTS)**

Communication satellite that provides more throughput than conventional communication satellites (Fixed Satellite Service or FSS), which refers to a significant increase in capacity when using the same amount of orbital spectrum from 2 to more than 100 times as much capacity as the classic FSS.

**Homes Passed**

A connection with access to fixed-line voice, IPTV and broadband services.

**Hyperscale Data Center**

Data center that can accommodate 5,000 or more servers and has an area of more than 10,000 square feet (over 900 square meters).

**Insider Trading**

Trading of a public company's stock or other securities (such as bonds or stock options) by individuals with access to nonpublic information about the company. In various countries, some kinds of trading based on insider information is illegal.

**Interconnection**

The physical linking of a carrier's network with equipment or facilities not belonging to that network.

**Internet of Things (IoT)**

Computing concept that describes the idea of everyday physical objects being connected to the internet and being able to identify with other devices and send and receive data.

**IP** 

Internet Protocol, the method or protocol by which data is sent from one computer to another on the internet.

**IP Transit**

The large-scale interconnection service to the global internet with reliable performance, bundled with extensive features, Block IP with BGP routing, and Autonomous System (AS) owned by clients.

**IPO**

Initial Public Offering, the first sale of stock by a company to the public.

**IPTV**

Internet Protocol Television, a system through which television services are delivered using the Internet Protocol suite over a packet-switched network such as the internet, instead of being delivered through traditional terrestrial, satellite signal, and cable television formats.

**ISP**

Internet Service Provider**,** an organization that provides access to the internet.

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**Latency**

Delay in network communications indicates the time it takes for data to transfer across the network.

**Leased Line**

A dedicated telecommunications transmissions line linking one fixed point to another, rented from an operator for exclusive use.

**Mbps**

Megabit per second, a measure of speed for digital signal transmission expressed in millions of bits per second.

**Metro Ethernet**

Bridge or relationship between locations that are apart geographically. This network connects LAN customers at several different locations.

**MHz**

Megahertz, a unit of measure of frequency equal to one million cycles per second.

**Mobile Broadband**

The marketing term for wireless internet access through a portable modem, mobile phone, USB Wireless Modem or other mobile devices.

**Network Access Point**

A public network exchange facility where ISPs connected in peering arrangements.

**OJK**

*Otoritas Jasa Keuangan*, or the Financial Services Authority, the successor of Bapepam-LK, is an independent institution with the authority to regulate and supervise financial services activities in the banking sector, capital market sector as well as a non-bank financial industry sector.

**OTT**

Over The Top, a generic term commonly used to refer to the delivery of audio, video, and other media over the internet without the involvement of a multiple-system operator in the control or distribution of the content.

**PoP**

Point of Presence. An access point, location or facility that connects to and helps other devices establish a connection with the Internet, which may consist of routers, switches, servers and other data communication devices. We operate two points of presence, namely main and primary points of presence. The "main point of presence" is the main transportation network that contains traffic aggregates within a country. The "primary point of presence" is a collection of major regional transportation networks that can create a service.

**Postpaid**

A type of communication service where customers can use telecommunications services first and then pay for them.

**Prepaid**

A type of communication service where the customer makes advance payments to use telecommunications services.

**Prepaid credit**

Units used in calculating telephone charges.

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**PSA 62**

Audit Standard Statement No. 62 (PSA 62) is a statement issued by the Indonesian Accounting Association which states that in conducting audits of financial statements of government entities or other recipients of government financial assistance which conducts stock offers through the capital market, auditors must comply with the provisions of the Capital Market Law.

**Reverse Stock**

The compression of shares to become a smaller amount of shares using higher value per share.

**Satellite Transponder**

Radio relay equipment embedded in a satellite that receives signals from earth and amplifies and transmits the signal back to the earth.

**Self-Assessment**

Guidelines are used as a form of accountability for assessing the performance of the Board of Commissioners.

**SIM cards**

Subscriber Identity Module card is a stamp-sized smart card placed on a mobile phone that holds the key to the telecommunication service.

**SKKL**

*Sistem Komunikasi Kabel Laut*/Submarine Communications Cable System, a cable laid on the seabed between land-based stations to carry telecommunication signals across stretches of ocean.

**SMS**

Short Messaging Service, a technology allowing the exchange of text messages between mobile phones and between fixed wireless phones.

**SOA**

Sarbanes-Oxley Act, effective from July 30, 2002, also known as the Public Company Accounting Reform and Investor Protection Act and Corporate and Auditing Accountability and Responsibility Act.

**SOE/BUMN**

State-Owned Enterprise/*Badan Usaha Milik Negara* is a government-owned company, state-owned company, state-owned entity, state-owned company, public-owned company, or parastatal which is a legal entity formed by the Government to conduct commercial activities on behalf of the Government as the owner.

**SOX Section 404**

SOX Section 404 (Sarbanes-Oxley Act Section 404) mandates that all publicly traded companies must establish internal controls and procedures for financial reporting and must document, test, and maintain those controls and procedures to ensure their effectiveness.

**Stock Split**

Splitting the number of shares to increase the shares volume using a lower value per share.

**Switching**

A mechanical, electrical or electronic device that opens or closes circuits, completes or breaks an electrical path, or selects paths or circuits, used to route traffic in a telecommunications network.

**TPE**

A normalized way to refer to transponder bandwidth which simply means how many transponders would be used if the same total bandwidths used only 36 Mt transponder (1 TPE = 36 MHz).

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**Treasury Stock**

Stock/share which bought back/repurchased by the issuing company.

**VoIP**

Voice over Internet Protocol, a means of sending voice information using the IP.

**VPN**

Virtual Private Network, a secure private network connection, built on top of publicly accessible infrastructure, such as the internet or the public telephone network. VPN typically employs some combination of encryption, digital certificates, strong user authentication and access control to secure the traffic they carry. VPN provides connectivity to many machines behind a gateway or firewall.

**VSAT**

Very Small Aperture Terminal, a relatively small antenna, typically 1.5 to 3.0 meters in diameter, placed in the user's premises and used for two-way communications by satellite.

**Whistleblower**

The terms are for employees, former employees or workers, members of institutions or organizations who report actions that are considered to violate the regulation to the authorities.

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### APPENDIX 2: LIST OF ABBREVIATIONS

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| | |
|:---|:---|
| **Keyword**<br><BORDER_TOP> | **Descriptions**<br><BORDER_TOP> |
| ACGS | ASEAN Corporate Governance Scorecard |
| ACMF | ASEAN Capital Market Forum |
| ADS | American Depositary Shares |
| AGMS | Annual General Meeting of Shareholders |
| AI | Artificial Intelligence |
| AKHLAK | *Amanah Kompeten Harmonis Loyal Adaptif Kolaboratif* |
| AO | Application Owner |
| AR | Augmented Reality |
| ARPU | Average Revenue per User |
| ASEAN | Association of Southeast Asian Nation |
| ASKALSI | *Asosiasi Kabel Laut Seluruh Indonesia* or Indonesian Submarine Cable Association |
| ATM | Automated Teller Machine |
| AUP | Agreed Upon Procedure |
| B2B | Business-to-Business |
| B2C | Business-to-Consumer |
| BAKAMLA | *Badan Keamanan Laut* or Maritime Security Agency |
| Bapepam-LK | *Badan Pengawas Pasar Modal dan Lembaga Keuangan* or Financial Institution Supervisory Agency |
| BCM | Business Continuity Management |
| BCP | Business Continuity Plan |
| BISA | Bravery, Integrity, Service Excellence, Agility |
| BMD | *Barang Milik Daerah* or Regional Government Assets |
| BOC | Board of Commissioners |
| BOD | Board of Directors |
| BPK | *Badan Pemeriksa Keuangan* or Audit Board of Indonesia |
| BPO | Business Process Outsourcing |
| BTS | Base Transceiver Station |
| CAGR | Compound Annual Growth Rate |
| CAOB | Culture Agent on Boarding |
| CAPEX | Capital Expenditure |
| CD | Control Deficiency |
| CDIO | Chief Digital & Innovation Officer |
| CDN | Content Delivery Networks  |
| CEO | Chief Executive Officer |
| CFO | Chief Financial Officer |
| CFRO | Chief Financial & Risk Officer |
| CHCO | Chief Human Capital Officer |
| CNOP | Collaborative Network Optimization Project |
| COSO | Committee of Sponsoring Organizations of the Treadway Commission |
| CPE | Customer Premises Equipment |
| CRM | Customer Relationship Management |
| CSA | Control Self-Assessment |
| CSI | Customer Satisfaction Index |
| CSR | Corporate Social Responsibility |
| CSS | Corporate Strategic Scenario |
| CSV | Creating Shared Value |
| CVM | Customer Value Management |
| DCP | Disclosure Control & Procedure |
| DRP | Disaster Recovery Plan |
| EBIS | Enterprise & Business Service |
| Edutainment | Education and Entertainment |
| EGMS | Extraordinary General Meeting of Shareholders |
| ELC | Entity Level Control |

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| | |
|:---|:---|
| **Keyword**<br><BORDER_TOP> | **Descriptions**<br><BORDER_TOP> |
| ERM | Enterprise Risk Management |
| ESG | Environmental, Social, and Governance |
| ESOP | Employee Stock Ownership Program |
| EWR | Early Warning Report |
| FHCI | Forum Human Capital Indonesia |
| FMC | Fixed Mobile Convergence |
| FRAMES | Fraud Management System |
| GBO | Group Business Operation |
| Gbps | Gigabit per second |
| GCG | Good Corporate Governance |
| GDP | Gross Domestic Product |
| GEO | Geostationary Earth Orbit |
| GHz | Gigahertz |
| GMS | General Meeting of Shareholders |
| GRI | Global Reporting Initiative |
| GRO | Government Relationship Officer |
| GSMA | Global System for Mobile Communication Association |
| HAKORDIA | *Hari Anti Korupsi Dunia or* World Anti-Corruption Day |
| HCM | Human Capital Management |
| HR | Human Resource |
| HSDC | HyperScale Data Center |
| HSI | High Speed Internet |
| HTS | High Throughput Satellite  |
| IA | Internal Audit |
| IAI | *Ikatan Akuntan Indonesia* or Institute of Indonesia Chartered Accountants |
| IAS | International Accounting Standards |
| ICoFR | Internal Control over Financial Reporting |
| ICT | Information and Communications Technology |
| IDX | Indonesia Stock Exchange |
| IFA | Integrated & Financial Audit |
| IFAS | Indonesian Financial Accounting Standard |
| IFRS | International Financial Reporting Standard |
| IGG | Indonesia Global Gateway |
| IICD | Indonesia Institute for Corporate Directorship |
| IKM | *Indeks Kepuasan Masyarakat* or Community Satisfaction Index |
| IMF | International Monetary Fund |
| IMS | Integrated Management System |
| IOA | Infrastructure & Operation Audit |
| IOH | Indosat Ooredoo Hutchsion |
| IoT | Internet of Things |
| IPLC | International Private Leased Circuit |
| IPO | Initial Public Offering |
| ISAK | *Interpretasi Standar Akuntansi Keuangan* or Interpretation of Statements of Financial Accounting Standards |
| ISO | International Organization for Standardization |
| IT | Information Technology |
| ITA | Information & Technology Audit |
| ITDRI | Indonesia Telecommunication and Digital Research Institute  |
| JaKaLaDeMa | Jawa Kalimantan Sulawesi Denpasar Mataram |
| Jo. | Juncto |
| KA | *Komite Audit* or Audit Committee |
| KAP | *Kantor Akuntan Publik* or Public Accounting Firm |
| KEMPR | *Komite Evaluasi dan Monitoring Perencanaan dan Risiko* or Committee for Planning and Risk Evaluation and Monitoring |
| Kipas Budaya | *Komunitas Provokasi Aktivasi Budaya* or Community Cultural Activation Provocation  |
| KMR | *Keuangan dan Manajemen Risiko* or Finance and Risk Management |

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| | |
|:---|:---|
| **Keyword**<br><BORDER_TOP> | **Descriptions**<br><BORDER_TOP> |
| KNKG | *Komite Nasional Kebijakan* Governance or Governance Policy National Committee |
| KNR | *Komite Nominasi dan Remunerasi* or Committee for Nomination and Remuneration |
| KPI | Key Performance Indicator |
| KPK | *Komisi Pemberantasan Korupsi or* Corruption Eradication Commission |
| KSEI | PT Kustodian Sentral Efek Indonesia |
| KTKT | *Komite Tata Kelola Terintegrasi* or Integrated Governance Committee |
| L&C | Legal & Compliance |
| LED | Loss Event Database |
| LEO | Low Earth Orbit |
| LHKPN | *Laporan Harta Kekayaan Penyelenggara Negara* or State Official Wealth Reports |
| LSA | Long Service Awards |
| LSE | London Stock Exchange |
| LSL | Long Service Leaves |
| LTE | Long-Term Evolution |
| LTI | Long-Term Incentive |
| MSA | Managed Service Agreement |
| MSE | Micro and Small Enterprise |
| MSOP | Managed Service Agreement Management Stock Ownership Program |
| MTN | Medium Term Notes |
| MVNO | Mobile Virtual Network Operator |
| NAP | Network Access Point |
| NIB | *Nomor Induk Berusaha* or Business Identification Number |
| NPS | Net Promoter Score |
| NPWP | *Nomor Pokok Wajib Pajak* or Tax Identification Number |
| NYSE | New York Stock Exchange |
| OECD | Organization for Economic Cooperation and Development |
| OJK | *Otoritas Jasa Keuangan* or Financial Services Authority |
| OLO | Other Licensed Operator |
| OTT | Over the Top |
| PaDi | *Pasar Digital* |
| PANCEK | *Panduan Cegah Korupsi* or Corruption Prevention Guide |
| PDNS | *Pusat Data Nasional Sementara* or Temporary National Data Center |
| Pefindo | PT Pemeringkat Efek Indonesia |
| PKAT | *Program Kerja Audit Tahunan* or Annual Audit Work Program |
| PKNAT | *Program Kerja Non-Audit Tahunan* or Annual Non-Audit Work Program |
| PN | *Perusahaan Negara* or State Company |
| POJK | *Peraturan Otoritas Jasa Keuangan* or Regulation of Indonesia Financial Services Authority |
| PoP | Point of Presence |
| PPID | *Pejabat Pengelola Informasi dan Dokumentasi* or Information Management and Documentation Officer |
| PSAK | *Pernyataan Standar Akuntansi Keuangan* or Statements of Financial Accounting Standards |
| RJPP | *Rencana Jangka Panjang Perseroan* or Company's Long Term Plan |
| RKAP | *Rencana Kerja Anggaran dan Pendapatan* or Budgeting and Revenue Work Plan |
| RMI | Risk Maturity Index |
| ROA | Return on Asset |
| ROE | Return on Equity |
| SaaS | Software as a Service  |
| SAK | *Standar Akuntansi Keuangan* or Financial Accounting Standards |
| SDG | Sustainable Development Goals |
| SD-WAN | Software Defined-Wide Area Network |
| SEA-ME-WE 5 | Southeast Asia-Middle East-Western Europe 5 |
| SEA-US | Southeast Asia-United States |
| SEC | Securities and Exchange Commission |
| SEOJK | *Surat Edaran Otoritas Jasa Keuangan* or Circular Letter of Indonesia Financial Service Authority |
| SIUP | *Surat Izin Usaha Perdagangan* or Business License |
| SKKL | *Sistem Komunikasi Kabel Laut* or Submarine Communications Cable System |

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| | |
|:---|:---|
| **Keyword**<br><BORDER_TOP> | **Descriptions**<br><BORDER_TOP> |
| SLI | *Sambungan Langsung Internasional* or International Direct Dialing |
| SMAP | *Sistem Manajemen Anti Penyuapan* or Anti-Bribery Management System |
| SME | Small and Medium Enterprises |
| SOE | State-Owned Enterprises |
| SOX | Sarbanes-Oxley Act |
| SPI | *Sistem Pengendalian Internal* or Internal Control System |
| SR | Social Responsibility |
| SROI | Social Return on Investment |
| THR | *Tunjangan Hari Raya* or Religious Holiday Allowance |
| TIOC | TelkomGroup Integrated Operation Center |
| TJSL | *Tanggung Jawab Sosial dan Lingkungan* or Social and Environmental Responsibility |
| TJSL - PUMK | *Tanggung Jawab Sosial dan Lingkungan - Program Usaha Mikro dan Kecil* or Social and Environmental Responsibility - Micro and Small Business |
| TLC | Transaction Level Control |
| TLK | Telkom Ticker in New York Stock Exchange |
| TLKM | Telkom Ticker in Indonesia Stock Exchange |
| TPK | *Terintegrasi Telkom dan KPK* or Integrated Telkom and KPK |
| UPG | *Unit Pengendalian Gratifikasi* or Gratification Management Unit |
| VOD | Video on Demand |
| VOD | Voice Over Data |
| VoIP | Voice over Internet Protocol |
| VPN | Virtual Private Network |
| VR | Virtual Reality |
| VSAT | Very Small Aperture Terminal |
| WBS | Whistleblowing System |
| WINS | Wholesale and International Service |
| WSA | Wholesale Agreement |

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### APPENDIX 3: CROSS REFERENCE TO THE CIRCULAR LETTER BY THE FINANCIAL SERVICES AUTHORITY NO. 16/SEOJK.04/2021

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **PAGES**<br><BORDER_TOP> |
| **I** | **FORM OF ANNUAL REPORT** | **FORM OF ANNUAL REPORT** | **FORM OF ANNUAL REPORT** |  |
| 1. | Annual Report is presented in the form of printed documents and electronic copies of documents. | Annual Report is presented in the form of printed documents and electronic copies of documents. | Annual Report is presented in the form of printed documents and electronic copies of documents. |  |
| 2. | Annual Report presented as printed document should be printed on light-colored, good quality, A4 sized paper, bound and possible to be reproduced in good quality. | Annual Report presented as printed document should be printed on light-colored, good quality, A4 sized paper, bound and possible to be reproduced in good quality. | Annual Report presented as printed document should be printed on light-colored, good quality, A4 sized paper, bound and possible to be reproduced in good quality. |  |
| 3. | Annual Report can present information in the form of pictures, graphs, tables, and/or diagrams by including clear titles and/or descriptions, thus they are easy to read and understand. | Annual Report can present information in the form of pictures, graphs, tables, and/or diagrams by including clear titles and/or descriptions, thus they are easy to read and understand. | Annual Report can present information in the form of pictures, graphs, tables, and/or diagrams by including clear titles and/or descriptions, thus they are easy to read and understand. |  |
| 4. | Annual Report presented in the form of a copy of an electronic document is the Annual Report converted in PDF format. | Annual Report presented in the form of a copy of an electronic document is the Annual Report converted in PDF format. | Annual Report presented in the form of a copy of an electronic document is the Annual Report converted in PDF format. |  |
| **II** | **CONTENT OF ANNUAL REPORT** | **CONTENT OF ANNUAL REPORT** | **CONTENT OF ANNUAL REPORT** |  |
| 1. | Annual Report should at least contain information about: | 1) | key financial data highlight; | 16-18 |
| 1. | Annual Report should at least contain information about: | 2) | stock information (if any); | 20-21 |
|  |  | 3) | Board of Commissioners' report; | 26-30 |
|  |  | 4) | Directors' report; | 31-37 |
|  |  | 5) | Issuer or Public Company's profile; | 9-12 |
|  |  | 6) | management discussion and analysis; | 96-150 |
|  |  | 7) | Issuer or Public Company's governance; | 152-346 |
|  |  | 8) | Issuer or Public Company social and environmental responsibility; | 348-369 |
|  |  | 9) | audited annual financial report; and | Exhibit 99 |
|  |  | 10) | statement of Directors and Board of Commissioners on the responsibility for the Annual Report. | 37-38 |
| 2. | Description of the Contents of Annual Report | Description of the Contents of Annual Report | Description of the Contents of Annual Report |  |
| a.  | Key Financial Data Highlight | Highlights of Key Financial Data presents information in comparative form over a period of 3 (three) financial years or since the commencement of business if the Issuer or Public Company has been running for less than 3 (three) years, and should at least contain: | Highlights of Key Financial Data presents information in comparative form over a period of 3 (three) financial years or since the commencement of business if the Issuer or Public Company has been running for less than 3 (three) years, and should at least contain: | 16-18 |
|  |  | 1) | revenue; |  |
|  |  | 2) | gross profit; |  |
|  |  | 3) | profit (loss); |  |
|  |  | 4) | profit (loss) attributable to parent and non-controlling interests; |  |
|  |  | 5) | comprehensive profit (loss); |  |
|  |  | 6) | comprehensive profit (loss) attributable to parent and non-controlling interests; |  |
|  |  | 7) | net profit (loss) per share; |  |
|  |  | 8) | total assets; |  |
|  |  | 9) | total liabilities; |  |
|  |  | 10) | total equity; |  |
|  |  | 11) | profit (loss) to total asset ratio; |  |
|  |  | 12) | profit (loss) to equity ratio; |  |
|  |  | 13) | profit (loss) to revenue ratio; |  |
|  |  | 14) | current ratio; |  |
|  |  | 15) | liabilities to equity ratio; |  |
|  |  | 16) | liabilities to total asset ratio; and |  |
|  |  | 17) | other financial information and ratios relevant to Issuer or Public Company and their industry type; |  |
| b. | Stock Information | Information of stock for Public Company shall at least contains: | Information of stock for Public Company shall at least contains: | 20-21 |
|  |  | 1) | stock issued for three months period (if any) presented in comparative form in the last 2 (two) financial years at least contain: |  |
|  |  | a) | outstanding stock; |  |

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| | | | | |
|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **PAGES**<br><BORDER_TOP> |
|  |  | b)<br>c)<br>d)<br>| market capitalization by the price in the Stock Exchange where the stock is listed;<br>highest, lowest, and closing stock price by the price in the Stock Exchange where the stock is listed;<br>traded volume in the Stock Exchange where the stock is listed; and<br>The information in letters b), c) and d) shall only be disclosed if the shares are listed on a stock exchange; |  |
|  |  | | | 21 |
|  |  | 2)<br>a)<br>b)<br>c)<br>d)<br>e) | in the event of corporate actions that result in changes to shares, such as stock split, reverse stock split, stock dividend, bonus shares, changes in the nominal value of shares, issuance of convertible securities, and capital increase and reduction, the share information referred to in point 1) shall include at least an explanation of:<br>date of corporate actions;<br>ratio of stock split, reverse stock, stock dividend, stock bonus, and the changes of par value;<br>amount of outstanding stock before and after corporate actions;<br>number of conversion effects executed (if any); and<br>stock price before and after corporate actions; | |
|  |  | 3) | in the event of a temporary suspension of stock trading and/or delisting of shares during the financial year, the reason for the temporary suspension of stock trading and/or delisting of shares shall be explained; and | No suspension/delisting |
|  |  | 4) | in the event that the temporary suspension of stock trading (suspension) as referred to in point 3) and/or the process of delisting shares is still ongoing until the end of the Annual Report period, explain the actions taken to resolve the temporary suspension of stock trading (suspension) and/or delisting of shares; | No suspension/delisting |
| c. | Board of Directors' Report | Board of Directors' Report shall at least contain: | Board of Directors' Report shall at least contain: | 31-36 |
|  |  | 1) | brief description about the performance of Issuer or Public Company, that at least include: |  |
|  |  | a) | strategies and strategic policies of Issuer or Public Company;  |  |
|  |  | b) | Board of Directors' role in strategy formulation and the strategic policy of the Issuer or Public Company; |  |
|  |  | c) | the process carried out by the Board of Directors to ensure the implementation of the Issuer's or Company's strategy Public; |  |
|  |  | d) | comparison between the results achieved with those targeted by the Issuer or Public Company; and |  |
|  |  | e) | constraints experienced by Issuers or Public Company; |  |
|  |  | 2) | description of the Issuer or Public Company's business prospects; and |  |
|  |  | 3) | implementation of Issuer or Public Company's governance; |  |
| d. | Board of Commissioners' Report | Board of Commissioners' Report shall at least contain: | Board of Commissioners' Report shall at least contain: | 26-30 |
| d. | Board of Commissioners' Report | 1) | assessment of the performance of the Directors in managing the Issuer or Public Company, including supervision of the Board of Commissioners in the formulation and implementation of the Issuer's or Public Company's strategy by the Board of Directors; |  |
|  |  | 2) | overview of the business prospects of Issuer or Public Company established by the Board of Directors; and |  |
|  |  | 3) | overview of the implementation of Issuer or Public Company's governance; |  |
| e. | Profile of Issuer or Public Company | The Issuer or Public Company's Profile at least contains: | The Issuer or Public Company's Profile at least contains: | 9 |
| e. | Profile of Issuer or Public Company | 1) | name of Issuer or Public Company, including, if any, changes in names, reasons for such changes, and the effective date of name; |  |
|  |  | 2) | access to Issuer or Public Company, including branch or representative offices that enable people to obtain the information of: | 9 |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
| a) | address; | address; |  |
| b) | telephone number; | telephone number; |  |
| c) | e-mail address; and | e-mail address; and |  |
| <br>d) | website address; | website address; |  |
| 3) | brief history of the Issuer or Public Company; | brief history of the Issuer or Public Company; | 44-45 |
| 4) | vision and mission of Issuer or Public Company and corporate culture or company values; | vision and mission of Issuer or Public Company and corporate culture or company values; | 40-43 |
| 5) | business activities according to the latest articles of association, business activities conducted during the financial year, and as well as types of goods and/or services produced; | business activities according to the latest articles of association, business activities conducted during the financial year, and as well as types of goods and/or services produced; | 46-47 |
| 6) | operational area of Issuer or Public Company; is an area for the implementation of operational activities or the range of the company's operational activities; | operational area of Issuer or Public Company; is an area for the implementation of operational activities or the range of the company's operational activities; | 14-15 |
| 7) | organizational structure of Issuer or Public Company in a form of chart, of at least to 1 (one) structural level under Board of Directors including the committees under Board of Directors (if any) and committees under the Board of Commissioners, accompanied by name and position; | organizational structure of Issuer or Public Company in a form of chart, of at least to 1 (one) structural level under Board of Directors including the committees under Board of Directors (if any) and committees under the Board of Commissioners, accompanied by name and position; | 48 |
| 8) | list of industry association memberships both on a national and international scale related to the implementation of sustainable finance; | list of industry association memberships both on a national and international scale related to the implementation of sustainable finance; | 49-50 |
| 9) | profile of the Directors, consisting of at least: | profile of the Directors, consisting of at least: | 62-71 |
| a) | name and position that corresponds to the duties and responsibilities; | name and position that corresponds to the duties and responsibilities; |  |
| b) | latest photograph; | latest photograph; |  |
| c) | age; | age; |  |
| d) | nationality; | nationality; |  |
| e) | educational background; | educational background; |  |
| f) | employment record, consisting of: | employment record, consisting of: |  |
|  | (1) | legal basis of Board of Directors members appointment for the first time at the related Issuer or Public Company; |  |
|  | (2) | concurrent position, whether as a member of the Board of Directors, a member of the Board of Commissioners, and/or a member of a committee, as well as other positions both within and outside the Issuer or Public Company. In the event that a member of the Board of Directors does not hold any concurrent positions, this shall be disclosed; and |  |
|  | (3) | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| g) | affiliation with other members of the Board of Directors, members of the Board of Commissioners, major shareholders, and controllers either directly or indirectly to individual owners, including the names of affiliated parties. In the event that a member of the Board of Directors has no affiliation, the Issuer or Public Company shall disclose this matter; and | affiliation with other members of the Board of Directors, members of the Board of Commissioners, major shareholders, and controllers either directly or indirectly to individual owners, including the names of affiliated parties. In the event that a member of the Board of Directors has no affiliation, the Issuer or Public Company shall disclose this matter; and | 72 |
| <br> h) | changes in the composition of the members of the Board of Directors and the reasons for the changes. In the event that there is no change in the composition of the members of the Board of Directors, it will be disclosed regarding this matter; | changes in the composition of the members of the Board of Directors and the reasons for the changes. In the event that there is no change in the composition of the members of the Board of Directors, it will be disclosed regarding this matter; | 73 |
| 10) | profile of Board of Commissioners, consisting of: | profile of Board of Commissioners, consisting of: | 51-59 |
| a) | name and title; | name and title; |  |
| b) | latest photograph; | latest photograph; |  |
| c) | age; | age; |  |
| d) | nationality; | nationality; |  |
| e) | educational background and/or certification; | educational background and/or certification; |  |
| f) | employment record, consisting of: | employment record, consisting of: |  |
|  | (1) | legal basis for the appointment as a member of the Board of  |  |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
|  |  | Commissioners; |  |
|  | (2) | legal basis for the first appointment as a member of the Board of Commissioners who is an independent commissioner of the related Issuer or Public Company; |  |
|  | (3) | concurrent positions, either as member of Board of Commissioners, Directors, and/or committee, as well as other positions, both inside and outside the Issuer or Public Company. In the event that a member of the Board of Commissioners does not have double positions, then this is disclosed; and |  |
|  | (4) | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| g) | affiliation with other members of the Board of Commissioners, major shareholders, and controllers either directly or indirectly to individual owners, including names of affiliated parties; In the event that a member of the Board of Commissioners does not have any affiliation, the Issuer or Public Company shall disclose this matter; | affiliation with other members of the Board of Commissioners, major shareholders, and controllers either directly or indirectly to individual owners, including names of affiliated parties; In the event that a member of the Board of Commissioners does not have any affiliation, the Issuer or Public Company shall disclose this matter; | 60 |
| h) | statement of independence of the independent commissioner in the event that the independent commissioner has served more than 2 (two) terms; and | statement of independence of the independent commissioner in the event that the independent commissioner has served more than 2 (two) terms; and | 60 |
| i) | changes in the composition of the members of the Board of Commissioners and the reasons for the changes. In the event that there is no change in the composition of the members of the Board of Commissioners, this matter should be disclosed; | changes in the composition of the members of the Board of Commissioners and the reasons for the changes. In the event that there is no change in the composition of the members of the Board of Commissioners, this matter should be disclosed; | 61 |
| 11) | in the event of a change in the composition of the Board of Commissioners and/or Directors taking place after the financial year until the deadline of Annual Report submission, management composition stated in the Annual Report is then the composition of the Board of Commissioners and/or Directors both the latest and the previous one; | in the event of a change in the composition of the Board of Commissioners and/or Directors taking place after the financial year until the deadline of Annual Report submission, management composition stated in the Annual Report is then the composition of the Board of Commissioners and/or Directors both the latest and the previous one; | 61 |
| 12) | number of employees by gender, position, age, education level, and employment status (permanent/contracted) in the financial year. Disclosure of information can be presented in tabular form; | number of employees by gender, position, age, education level, and employment status (permanent/contracted) in the financial year. Disclosure of information can be presented in tabular form; | 75-77 |
| 13) | name of shareholders and ownership percentage at the end of financial year, information includes among others: | name of shareholders and ownership percentage at the end of financial year, information includes among others: | 78-80 |
| a) | shareholders having 5% (five percent) or more shares of Issuer or Public Company; | shareholders having 5% (five percent) or more shares of Issuer or Public Company; |  |
| b) | member of Directors and Board of Commissioners owning shares of Issuer or Public Company. In the event that all members of the Board of Directors and/or all members of the Board of Commissioners do not own shares, then this matter is disclosed; and | member of Directors and Board of Commissioners owning shares of Issuer or Public Company. In the event that all members of the Board of Directors and/or all members of the Board of Commissioners do not own shares, then this matter is disclosed; and |  |
| c) | group of public shareholders each having less than 5% (five percent) share ownership of Issuer or Public Company; | group of public shareholders each having less than 5% (five percent) share ownership of Issuer or Public Company; |  |
|  | The above information can be presented in tabular form; | The above information can be presented in tabular form; |  |
| 14) | the percentage of indirect ownership of the shares of the Issuer or Public Company by members of the Board of Directors and members of the Board of Commissioners at the beginning and end of the financial year, including information on shareholders registered in the shareholder register for the benefit of indirect ownership of members of the Board of Directors and members of the Board of Commissioners;<br>In the event that all members of the Board of Directors and/or all members of the Board of Commissioners do not have indirect ownership of the shares of the Issuer or Public Company, this matter shall be disclosed; | the percentage of indirect ownership of the shares of the Issuer or Public Company by members of the Board of Directors and members of the Board of Commissioners at the beginning and end of the financial year, including information on shareholders registered in the shareholder register for the benefit of indirect ownership of members of the Board of Directors and members of the Board of Commissioners;<br>In the event that all members of the Board of Directors and/or all members of the Board of Commissioners do not have indirect ownership of the shares of the Issuer or Public Company, this matter shall be disclosed; | 79 |
| 15) | number of shareholders and ownership percentage at the end of financial year presented in the following classifications: | number of shareholders and ownership percentage at the end of financial year presented in the following classifications: | 79 |
| a) | local institution ownership; | local institution ownership; |  |

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|:---|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **PAGES**<br><BORDER_TOP> |
|  |  | b)<br>c)<br>d) | foreign institution ownership;<br>local individual ownership; and<br>foreign individual ownership; |  |
|  |  | 16) | information concerning major and controlling shareholder of Issuer or Public Company, both direct and indirect, until the individual owner, presented in the form of scheme or diagram; | 78 |
|  |  | 17) | names of subsidiaries, associated companies, joint ventures in which Issuer or Public Company owns control with the entities, along with the percentage of share ownership, line of business, total asset, and operating status of such companies (if any);<br>For subsidiaries, information about the company's address should be added; | 81-86 |
|  |  | 18) | chronology of stock listing, number of stock, par value, and offering price from the beginning of listing up to the end of the financial year and name of Stock Exchange where Issuer or Public Company's stock are listed including stock split, reverse stock, stock dividend, shares bonus, and changes in the nominal value of shares, implementation of conversion effects, implementation of capital additions and subtractions (if any); | 87-88 |
|  |  | 19) | information of other securities listing other than the securities referred to in point 18) which have not matured in the financial year at least contain the name of the securities, year of issue, interest rate/yield, maturity date, offering value, and rating of securities (if any); | 89-90 |
|  |  | 20)<br>a)<br>b)<br>c)<br>d)<br>e)<br>| information on the use of public accounting services (AP) and public accounting firms (KAP) and their networks/associations/allies include:<br>name and address;<br>assignment period;<br>information on audit and/or non-audit services provided;<br>audit and/or non-audit fee for each assignment given during the financial year; and<br>in the event that AP and KAP and their networks/associations/allies, which are appointed do not provide non-audit services, then the information is disclosed;<br>Disclosure of information on the use of AP and KAP services and their networks/associations/allies can be presented in tabular form; | 91-92<br>|
|  |  | 21) | name and address of capital market supporting institutions and/or professions other than AP and KAP; | 93-94 |
| f. | Management Discussion and Analysis | Annual Report must contain discussion and analysis of Financial Report and other significant information by emphasizing material changes taking place during the year under review. It should at least contain: | Annual Report must contain discussion and analysis of Financial Report and other significant information by emphasizing material changes taking place during the year under review. It should at least contain: | 96-150 |
|  |  | 1) | operational review by business segment in accordance with the industry of Issuer or Public Company, consisting of at least: | 101-110 |
|  |  | a) | production, which includes process, capacity and its development; |  |
|  |  | b) | revenue; and |  |
|  |  | <br> c) | profitability; |  |
|  |  | 2) | comprehensive financial performance including a comparison between the financial performance of the last two financial years, explanation on the causes of such changes and their impact, which among others includes: | 121-135 |
|  |  | a) | current assets, non-current assets, and total assets; |  |
|  |  | b) | short-term liabilities, long-term liabilities, and total liabilities; |  |
|  |  | c) | equity; |  |
|  |  | d) | revenue, expenses and profit (loss), other comprehensive revenue and comprehensive income (loss); and |  |
|  |  | <br> e) | cash flow; |  |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **PAGES**<br><BORDER_TOP> |
| 3) | capability to pay debts by presenting relevant ratio; | 136 |
| 4) | account receivables collectability of Issuer or Public Company receivable by presenting relevant ratio; | 140 |
| 5) | capital structure and management's policies on the capital structure, as well as basis of the policy making; | 137 |
| 6) | discussion on material commitment for the investment of capital expenditure with explanation concerning: | 139 |
| a) | purpose of such commitment; |  |
| b) | sources of funds expected to fulfill the commitment; |  |
| c) | currency of denomination; and |  |
| <br> d) | steps taken by the Issuer or Public Company to protect the position of related foreign currency against risks; |  |
| 7) | discussion on realization of investment of capital expenditure within the last financial year, that at least contains: | 139 |
| a) | type of capital expenditure investments; |  |
| b) | purpose of capital expenditure investments; and |  |
| <br> c) | value of capital expenditure investments issued; |  |
| 8) | material information and facts occurring after the date of accountant's report (if any); | 141 |
| 9) | business prospects of Issuer or Public Company in relation to the industry, economy in general, and international market, and accompanied with the supporting quantitative data from reliable data resource; | 141-143<br>|
| 10) | comparison between target/projection at the beginning of financial year and the realization, that includes: | 144 |
| a) | revenue; |  |
| b) | profit (loss); |  |
| c) | capital structure; or |  |
| <br> d) | other information deemed necessary by the Issuer or Public Company; |  |
| 11) | target/projection of the Issuer or Public Company within 1 (one) year, that includes: | 145 |
| a) | revenue; |  |
| b) | profit (loss); |  |
| c) | capital structure; |  |
| d) | dividend policy; or |  |
| <br> e) | other information deemed necessary by the Issuer or Public Company; |  |
| 12) | marketing aspects of the goods and/or services of Issuer or Public Company, including among others marketing strategies and market share; | 111-120 |
| 13) | description of dividend during the past 2 (two) financial years (if any), includes at least: | 146 |
| a) | dividend policy; including information on the percentage of dividends distributed to net income; |  |
| b) | date of cash dividend payment and/or date of non-cash dividend distribution; |  |
| c) | amount of dividend per share (cash and/or non-cash); and |  |
| d) | amount of dividend paid per year; |  |
|  | Disclosure of information can be presented in tabular form. In the event that the Issuer or Public Company has not distributed dividends in the last 2 (two) years, this matter shall be disclosed; |  |
| 14) | realization of the use of proceeds from Public Offering is under the following conditions: | 147 |
| a) | in the event that during the financial year reported, the Issuer is obliged to submit report on realization of use of proceeds, then Annual Report should disclose accumulated realization of use of proceeds until the end of the financial year; and |  |

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| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
|  |  | <br>b) | in the event that there is a change in the use of proceeds as stipulated in Financial Services Authority Regulation on Report on Realization of Use of Proceeds, the Issuer should then explain such change; | in the event that there is a change in the use of proceeds as stipulated in Financial Services Authority Regulation on Report on Realization of Use of Proceeds, the Issuer should then explain such change; | |
|  |  | | material information (if any) concerning, among others investment, expansion, divestment, merger, acquisition, debt/capital restructuring, affiliated transaction, and transaction with conflict of interests taking place during the financial year (if any). Information includes: | material information (if any) concerning, among others investment, expansion, divestment, merger, acquisition, debt/capital restructuring, affiliated transaction, and transaction with conflict of interests taking place during the financial year (if any). Information includes: | 148 |
|  |  | | date, value and object of transaction; | date, value and object of transaction; |  |
|  |  | | name of transacting parties; | name of transacting parties; |  |
|  |  | | nature of affiliated relation (if any); | nature of affiliated relation (if any); |  |
|  |  | | explanation of fairness of transaction; | explanation of fairness of transaction; |  |
|  |  | | compliance with related rules and regulations; | compliance with related rules and regulations; |  |
|  |  | | in the event that there is an affiliation relationship, in addition to disclosing the information as referred to in letter a) to letter e), the Issuer or Public Company also discloses information: | in the event that there is an affiliation relationship, in addition to disclosing the information as referred to in letter a) to letter e), the Issuer or Public Company also discloses information: |  |
|  |  | | (1) | a statement from the Board of Directors that the affiliate transaction has gone through adequate procedures to ensure that the affiliated transaction is carried out in accordance with generally accepted business practices, among others, by complying with the arms-length principle; and |  |
|  |  | | (2) | the role of the Board of Commissioners and the audit committee in carrying out adequate procedures to ensure that affiliated transactions are carried out in accordance with generally accepted business practices, among others, by complying with the arms-length principle; |  |
|  |  | | for affiliated transactions or material transactions which are business activities carried out in order to generate business income and are carried out regularly, repeatedly and/or continuously, an explanation is added that the affiliated transactions or material transactions are business activities carried out in order to generate business income and are carried out regularly. routine, repetitive, and/or continuous;<br>In the case of affiliate transactions or material transactions referred to has been disclosed in the annual financial report, added information regarding disclosure references in reports the annual finances; | for affiliated transactions or material transactions which are business activities carried out in order to generate business income and are carried out regularly, repeatedly and/or continuously, an explanation is added that the affiliated transactions or material transactions are business activities carried out in order to generate business income and are carried out regularly. routine, repetitive, and/or continuous;<br>In the case of affiliate transactions or material transactions referred to has been disclosed in the annual financial report, added information regarding disclosure references in reports the annual finances; |  |
|  |  | | for disclosure of affiliated transactions and/or conflict of interest transactions resulting from the implementation of affiliated transactions and/or conflict of interest transactions that have been approved by independent shareholders, additional information regarding the date of the GMS which approved the affiliated transactions and/or conflict of interest transactions is added; and | for disclosure of affiliated transactions and/or conflict of interest transactions resulting from the implementation of affiliated transactions and/or conflict of interest transactions that have been approved by independent shareholders, additional information regarding the date of the GMS which approved the affiliated transactions and/or conflict of interest transactions is added; and |  |
|  |  | 15)<br>a)<br>b)<br>c)<br>d)<br>e)<br>f)<br>g)<br>h)<br>i) | in the event that there are no affiliated transactions and/or conflict of interest transactions, then such matters shall be disclosed; | in the event that there are no affiliated transactions and/or conflict of interest transactions, then such matters shall be disclosed; | |
|  |  | 16) | description of changes in regulation which have a significant effect on the Issuer or Public Company and its impact on the financial report (if any); and | description of changes in regulation which have a significant effect on the Issuer or Public Company and its impact on the financial report (if any); and | 149 |
|  |  | 17) | changes in the accounting policy, rationale and impacts on the financial statement (if any); | changes in the accounting policy, rationale and impacts on the financial statement (if any); | 150 |
| g. | Governance of Issuer or Public Company | Governance of Issuer or Public Company at least contains brief description of: | Governance of Issuer or Public Company at least contains brief description of: | Governance of Issuer or Public Company at least contains brief description of: |  |
|  |  | 1) | General Meeting of Shareholders (GMS) shall at least contain: | General Meeting of Shareholders (GMS) shall at least contain: | 163-179 |
|  |  | a) | information regarding the resolutions of the GMS in the financial year and 1 (one) year prior to the financial year includes: | information regarding the resolutions of the GMS in the financial year and 1 (one) year prior to the financial year includes: |  |
|  |  |  | (1) | resolutions of the GMS in the financial year and 1 (one) year before the financial year are realized in the financial year; and |  |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
|  | (2) | resolutions of the GMS for the financial year and 1 (one) year before the financial year that have not been realized and the reasons for not realizing them; |  |
| <br>b) | in the event that the Issuer or Public Company uses an independent party in the conduct of the GMS to calculate the votes, then this matter shall be disclosed; | in the event that the Issuer or Public Company uses an independent party in the conduct of the GMS to calculate the votes, then this matter shall be disclosed; |  |
| 2) | Directors, consisting of among others: | Directors, consisting of among others: | 265-290 |
| a) | scope of work and responsibility of each member of the Directors;<br>Information regarding the duties and responsibilities of each member of the Board of Directors is described and can be presented in tabular form; | scope of work and responsibility of each member of the Directors;<br>Information regarding the duties and responsibilities of each member of the Board of Directors is described and can be presented in tabular form; |  |
| b) | disclosure that the Directors have Directors' charter; | disclosure that the Directors have Directors' charter; |  |
| c) | policies and implementation regarding the frequency of meetings of the Board of Directors, joint meetings of the Board of Commissioners, and the level of attendance of members of the Board of Directors in such meetings including attendance at the GMS;<br>Information on the level of attendance of members of the Board of Directors at the meeting of the Board of Directors, the meeting of the Board of Directors with the Board of Commissioners, or the GMS can be presented in tabular form; | policies and implementation regarding the frequency of meetings of the Board of Directors, joint meetings of the Board of Commissioners, and the level of attendance of members of the Board of Directors in such meetings including attendance at the GMS;<br>Information on the level of attendance of members of the Board of Directors at the meeting of the Board of Directors, the meeting of the Board of Directors with the Board of Commissioners, or the GMS can be presented in tabular form; |  |
| d) | training and/or competency improvement of members of the Board of Directors: | training and/or competency improvement of members of the Board of Directors: |  |
|  | (1) | policies on training and/or improving the competence of members of the Board of Directors, including an orientation program for newly appointed members of the Board of Directors (if any); and |  |
|  | (2) | training and/or competency improvement attended by members of the Board of Directors in the financial year (if any); |  |
| e) | the Board of Directors' assessment of the performance of the committees that support the implementation of the Board of Directors' duties for the financial year shall at least contain: | the Board of Directors' assessment of the performance of the committees that support the implementation of the Board of Directors' duties for the financial year shall at least contain: |  |
|  | (1) | performance appraisal procedures; and |  |
|  | (2) | criteria used such as performance achievement during the financial year, competence and attendance in a meeting; |  |
| <br> f) | in the case that the Issuer or Public Company does not have a committee that supports the implementation of tasks the Board of Directors, then it is disclosed regarding this matter; | in the case that the Issuer or Public Company does not have a committee that supports the implementation of tasks the Board of Directors, then it is disclosed regarding this matter; |  |
| 3) | Board of Commissioners, consisting of among others: | Board of Commissioners, consisting of among others: | 180-200 |
| a) | description of responsibility of the Board of Commissioners; | description of responsibility of the Board of Commissioners; |  |
| b) | disclosure that the Board of Commissioners has Board of Commissioners' charter; | disclosure that the Board of Commissioners has Board of Commissioners' charter; |  |
| c) | policies and implementation of the frequency of meetings of the Board of Commissioners, meetings of the Board of Commissioners with the Board of Directors and the level of attendance of members of the Board of Commissioners in the meeting including attendance at the GMS;<br>Information on the level of attendance of members of the Board of Commissioners at the meeting of the Board of Commissioners, the meeting of the Board of Commissioners with the Board of Directors, or the GMS can be presented in tabular form; | policies and implementation of the frequency of meetings of the Board of Commissioners, meetings of the Board of Commissioners with the Board of Directors and the level of attendance of members of the Board of Commissioners in the meeting including attendance at the GMS;<br>Information on the level of attendance of members of the Board of Commissioners at the meeting of the Board of Commissioners, the meeting of the Board of Commissioners with the Board of Directors, or the GMS can be presented in tabular form; |  |
| d) | training and/or competency improvement of members of the Board of Commissioners: | training and/or competency improvement of members of the Board of Commissioners: |  |
|  | (1) | policies on training and/or improving the competence of members of the Board of Commissioners, including orientation programs for newly appointed members of the Board of Commissioners (if any); and |  |
|  | (2) | training and/or competency improvement attended by members of  |  |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
|  |  | the Board of Commissioners in the financial year (if any); |  |
| e) | performance appraisal of the Board of Directors and the Board of Commissioners as well as each member of the Board of Directors and the Board of Commissioners, including among others: | performance appraisal of the Board of Directors and the Board of Commissioners as well as each member of the Board of Directors and the Board of Commissioners, including among others: |  |
|  | (1) | procedure of performance assessment implementation; |  |
|  | (2) | the criteria used are performance achievements during the financial year, competence and attendance at meetings; and |  |
|  | (3) | parties conducting the assessment; |  |
| f) | the Board of Commissioners' assessment of the performance of the Committees that support the implementation of the duties of the Board of Commissioners in the financial year includes: | the Board of Commissioners' assessment of the performance of the Committees that support the implementation of the duties of the Board of Commissioners in the financial year includes: |  |
|  | (1) | performance appraisal procedures; and |  |
|  | (2) | the criteria used are performance achievements during the financial year, competence and attendance at meetings; |  |
| 4) | the nomination and remuneration of the Board of Directors and the Board of Commissioners shall at least contain: | the nomination and remuneration of the Board of Directors and the Board of Commissioners shall at least contain: | 291-295 |
| a) | nomination procedure, including a brief description of the policies and process for nomination of members of the Board of Directors and/or members of the Board of Commissioners; and | nomination procedure, including a brief description of the policies and process for nomination of members of the Board of Directors and/or members of the Board of Commissioners; and |  |
| b) | procedures and implementation of remuneration for the Board of Directors and the Board of Commissioners, among others: | procedures and implementation of remuneration for the Board of Directors and the Board of Commissioners, among others: |  |
|  | (1) | procedures for determining remuneration for the Board of Directors and the Board of Commissioners; |  |
|  | (2) | the remuneration structure of the Board of Directors and the Board of Commissioners such as salaries, allowances, bonuses and others; and |  |
|  | (3) | the amount of remuneration for each member of the Board of Directors and member of the Board of Commissioners; <br>Disclosure of information can be presented in tabular form; |  |
| 5) | sharia supervisory board, for Issuer or Public Company running business under the principles of sharia as expressed in the Articles of Association, contains at least: | sharia supervisory board, for Issuer or Public Company running business under the principles of sharia as expressed in the Articles of Association, contains at least: | Not relevant |
| a) | name; | name; |  |
| b) | the legal basis for the appointment of the sharia supervisory board; | the legal basis for the appointment of the sharia supervisory board; |  |
| c) | period of assignment of the sharia supervisory board; | period of assignment of the sharia supervisory board; |  |
| d) | tasks and responsibilities of sharia supervisory board; and | tasks and responsibilities of sharia supervisory board; and |  |
| <br> e) | frequency and method of advising and supervisory on the compliance of sharia principles in capital market toward the Issuer or Public Company; | frequency and method of advising and supervisory on the compliance of sharia principles in capital market toward the Issuer or Public Company; |  |
| 6) | Audit Committee, consisting of among others: | Audit Committee, consisting of among others: | 201-219 |
| a) | name and position in the committee; | name and position in the committee; |  |
| b) | age; | age; |  |
| c) | nationality; | nationality; |  |
| d) | educational background; | educational background; |  |
| e) | employment record, consisting of: | employment record, consisting of: |  |
|  | (1) | legal basis of appointment as member of committee; |  |
|  | (2) | double position, either as member of Board of Commissioners, Directors, and/or committee and other positions (if any); and |  |
|  | (3) | work experience and the time period, both inside and outside the Issuer or Public Company; |  |
| f) | period of service of Audit Committee members; | period of service of Audit Committee members; |  |
| g) | disclosure of independence of Audit Committee; | disclosure of independence of Audit Committee; |  |
| h) | training and/or competency improvement that have been followed in the financial year (if any); | training and/or competency improvement that have been followed in the financial year (if any); |  |

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|:---|:---|:---|:---|
| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
| i) | disclosure of company policies and the implementation on frequency of Audit Committee meetings and the attendance of Audit Committee members in such meetings; and | disclosure of company policies and the implementation on frequency of Audit Committee meetings and the attendance of Audit Committee members in such meetings; and |  |
| j) | brief description activities carried out by Audit Committee during the financial year based on what is stated in Audit Committee Charter; | brief description activities carried out by Audit Committee during the financial year based on what is stated in Audit Committee Charter; |  |
| 7) | committee or function of nomination and remuneration of Issuers or Public Companies, consisting of among others: | committee or function of nomination and remuneration of Issuers or Public Companies, consisting of among others: | 220-230 |
| a) | name and position in the committee; | name and position in the committee; |  |
| b) | age; | age; |  |
| c) | nationality; | nationality; |  |
| d) | educational background; | educational background; |  |
| e) | employment record, consisting of: | employment record, consisting of: |  |
|  | (1) | legal basis of appointment as committee member; |  |
|  | (2) | double position, either as member of Board of Commissioners, Directors and/or committee and the other positions (if any); and |  |
|  | (3) | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| f) | period of service of committee members; | period of service of committee members; |  |
| g) | disclosure of independence of committee; | disclosure of independence of committee; |  |
| h) | training and/or competency improvement that have been followed in the financial year (if any); | training and/or competency improvement that have been followed in the financial year (if any); |  |
| i) | description of duties and responsibilities; | description of duties and responsibilities; |  |
| j) | disclosure that the committee has charter of committee; | disclosure that the committee has charter of committee; |  |
| k) | disclosure of company policies and the implementation on frequency of committee meetings and the attendance of committee members in such meetings; | disclosure of company policies and the implementation on frequency of committee meetings and the attendance of committee members in such meetings; |  |
| <br> l) | brief description activities during the financial year; | brief description activities during the financial year; |  |
| m) | in the event that no nomination and remuneration committee is formed, the Issuer or Public Company is sufficient to disclose the information as referred to in letter i) to letter l) and disclose: | in the event that no nomination and remuneration committee is formed, the Issuer or Public Company is sufficient to disclose the information as referred to in letter i) to letter l) and disclose: |  |
|  | (1) | reasons for not forming the committee; and |  |
|  | (2) | the party carrying out the nomination and remuneration function; |  |
| 8) | other committees the Issuer or Public Company has in order to support the function and tasks of Directors (if any) and/or committees that support the functions and duties of the Board of Commissioners, consisting of among others: | other committees the Issuer or Public Company has in order to support the function and tasks of Directors (if any) and/or committees that support the functions and duties of the Board of Commissioners, consisting of among others: | 231-246 |
| a) | name and position in the committee; | name and position in the committee; |  |
| b) | age; | age; |  |
| c) | nationality; | nationality; |  |
| d) | educational background; | educational background; |  |
| e) | employment record, consisting of: | employment record, consisting of: |  |
|  | (1) | legal basis of appointment as committee member; |  |
|  | (2) | double position, either as member of Board of Commissioners, Directors and/or committee and the other positions (if any); and |  |
|  | (3) | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| f) | period of service of committee members; | period of service of committee members; |  |
| g) | disclosure of independence of committee; | disclosure of independence of committee; |  |
| h) | training and/or competency improvement that have been followed in the financial year (if any); | training and/or competency improvement that have been followed in the financial year (if any); |  |
| i) | description of duties and responsibilities; | description of duties and responsibilities; |  |
| j) | disclosure that the committee has charter of committee; | disclosure that the committee has charter of committee; |  |
| k) | disclosure of company policies and the implementation on frequency of committee meetings and the attendance of committee members in  | disclosure of company policies and the implementation on frequency of committee meetings and the attendance of committee members in  |  |

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| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
|  | such meetings; and |  |
| <br>l) | brief description of activities during the financial year; |  |
| 9) | Corporate Secretary, consisting among others: | 296-297 |
| a) | name; |  |
| b) | domicile; |  |
| c) | employment record, consisting of: |  |
|  | legal basis of appointment as Corporate Secretary; and |  |
|  | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| d) | educational background; |  |
| e) | training and/or competency improvement that have been followed in the financial year; and |  |
| <br> f) | brief description activities carried out by Corporate Secretary during the financial year; |  |
| 10) | Internal Audit unit, consisting among others: | 298-300 |
| a) | name of Internal Audit unit's chief; |  |
| b) | employment record, consisting of: |  |
|  | legal basis of appointment as Internal Audit unit's chief; and |  |
|  | work experience and the time period both inside and outside the Issuer or Public Company; |  |
| c) | qualification/certification as an Internal Audit (if any); |  |
| d) | training and/or competency improvement that have been followed in the financial year; |  |
| e) | structure and position of Internal Audit unit; |  |
| f) | description of tasks and responsibilities of Internal Audit unit; |  |
| g) | disclosure that the unit has charter Internal Audit unit; and |  |
| <br> h) | brief description of the implementation of the duties of the Internal Audit unit in the financial year including the policy and implementation of the frequency of meetings with the Board of Directors, Board of Commissioners, and/or Audit Committee; |  |
| 11) | description of internal control system implemented by Issuer or Public Company, consisting of at least: | 301-304 |
| a) | operational and financial control, along with compliance with other prevailing rules and regulations; and |  |
| b) | review on effectiveness of internal control system; |  |
| <br> c) | statement of the Board of Directors and/or Board of Commissioners on the adequacy of the internal control system; |  |
| 12) | risk management system implemented by Issuer or Public Company, consisting of at least: | 305-320 |
| a) | general description of risk management system of Issuer or Public Company; |  |
| b) | types of risks and efforts to manage such risks; |  |
| c) | review on effectiveness of the risk management system of Issuer or Public Company; and |  |
| <br> d) | statement of the Board of Directors and/or Board of Commissioners on the adequacy of the internal control system; |  |
| 13) | legal cases that have a material impact faced by Issuers or Public Companies, subsidiaries, members of the Board of Directors and members of the Board of Commissioners (if any), at least contain: | 321-322 |
| a) | material of the case/claim; |  |
| b) | status of settlement of case/claim; and |  |
| <br> c) | impacts on the financial condition of the Issuer or Public Company; |  |
| 14) | information on administrative sanctions to Issuer or Public Company, members of the Board of Commissioners and Directors, by Financial  | 344 |

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|:---|:---|:---|
| **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.3 | **PAGES**<br><BORDER_TOP> |
| | Service Authority and other authorities during the financial year (if any); | |
| 15) | information on code of conducts and culture of Issuer or Public Company (if any) consisting of: | 323-325 |
| a) | main points of code of conducts; |  |
| b) | form of socialization of code of conducts and efforts to enforce it; and |  |
| c) | disclosure of that code of conducts is applicable to member of Directors, Board of Commissioners, and employee of Issuer or Public Company; |  |
| 16) | a brief description of the policy of providing long-term performance-based compensation to management and/or employees owned by the Issuer or Public Company (if any), including the management stock ownership program (MSOP) and/or share ownership program by employees (employee stock ownership program/ESOP);<br>In terms of providing compensation in the form of a management stock ownership program (MSOP) and/or an employee stock ownership program (ESOP), the information disclosed must at least contain: | 326-327 |
| a) | amount of stock and/or options; |  |
| b) | time period of exercise; |  |
| c) | requirements for eligible employees and/or Management; and |  |
| <br> d) | exercise price; |  |
| 17) | brief description of disclosure policy information regarding: | 328 |
| a) | share ownership of members of the Board of Directors and members Board of Commissioners no later than 3 (three) working days after the occurrence of ownership or any change in ownership of shares in a Public Company; and |  |
| <br> b) | implementation of the said policy; |  |
| 18) | explanation on whistleblowing system at the Issuer or Public Company to report misconduct causing potential loss to the company or the stakeholders (if any), consisting of among others: | 329-334 |
| a) | procedure to submit whistleblowing report; |  |
| b) | protection for whistleblower; |  |
| c) | handling of whistleblowing; |  |
| d) | party managing whistleblowing; and |  |
| e) | results of whistleblowing handling, consisting of at least: |  |
|  | number of whistleblowing registered and processed in financial year; and  |  |
|  | follow up of whistleblowing; |  |
|  | In the event that the Issuer or Public Company does not have a whistleblowing system, it is disclosed regarding this matter; |  |
| 19) | a description of the anti-corruption policy of the Issuer or Public Company, at least containing: | 335-343 |
| a) | programs and procedures implemented in overcoming the practice of corruption, kickbacks, fraud, bribery and/or gratuities in Issuers or Public Companies; and |  |
| b) | anti-corruption training/socialization to employees of Issuers or Public Companies; |  |
|  | In the event that the Issuer or Public Company does not have an anti-corruption policy, the reasons for not having the said policy are explained; |  |
| 20) | implementation of Public Company Governance Guidelines for Issuer that issues Equity Securities or Public Company, consisting of: | 153-160 |
| a) | disclosure of implemented recommendations; and/or |  |
| b) | explanation concerning unimplemented recommendation, including reasons for such conditions and alternatives (if any); |  |
|  | Disclosure of information can be presented in tabular form; |  |

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| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.2 | **PAGES**<br><BORDER_TOP> |
| h. | Social and Environmental Responsibility of Issuer or Public Company | 1) | information disclosed in the social and environmental responsibility section is a Sustainability Report as referred to in the Financial Services Authority's Regulation No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies, containing at least: | Telkom will publish its 2025 Sustainability Report separately |
|  |  | a) | explanation of the sustainability strategy; |  |
|  |  | b) | an overview of sustainability aspects (economic, social, and environmental); |  |
|  |  | c) | brief profile of the Issuer or Public Company; |  |
|  |  | d) | explanation of the Board of Directors; |  |
|  |  | e) | sustainability governance; |  |
|  |  | f) | sustainability performance; |  |
|  |  | g) | written verification from an independent party, if any; |  |
|  |  | h) | feedback sheet for readers, if any; and |  |
|  |  | <br> i) | the response of the Issuer or Public Company to the previous year's report feedback; |  |
|  |  | 2) | the Sustainability Report as referred to in number 1), must be prepared in accordance with the Technical Guidelines for the Preparation of a Sustainability Report for Issuers and Public Companies as contained in Appendix II which is an integral part of this Financial Services Authority Circular Letter; |  |
|  |  | 3) | information on the Sustainability Report in number 1) could be: | Information regarding to Sustainability can be found in Telkom's 2025 Sustainability Report |
|  |  | a) | disclosed in other relevant sections outside of the social and environmental responsibility section, such as the Directors' explanation regarding the Sustainability Report disclosed in the section related to the Directors' Report; and/or |  |
|  |  | <br> b) | refers to other sections outside the social and environmental responsibility section while still referring to the Technical Guidelines for the Preparation of Sustainability Reports for Issuers and Public Companies as listed in Appendix II which is an integral part of this Financial Services Authority Circular Letter, such as profiles Issuer or Public Company; |  |
|  |  | 4) | the Sustainability Report as referred to in number 1) is an inseparable part of the Annual Report but can be presented separately from the Annual Report; | Telkom publish its 2025 Sustainability Report separately |
|  |  | 5) | in the event that the Sustainability Report is presented separately from the Annual Report, the information disclosed in the said Sustainability Report must: |  |
|  |  | a) | contains all the information as referred to in number 1); and |  |
|  |  | b) | prepared in accordance with the Technical Guidelines for the Preparation of a Sustainability Report for Issuers and Public Companies as contained in Appendix II which is an integral part of this Circular Letter of Financial Services Authority; |  |
|  |  | 6) | in the event that the Sustainability Report is presented separately from the Annual Report, then the social and environmental responsibility section contains information that information regarding social and environmental responsibility has been disclosed in the Sustainability Report which is presented separately from the Annual Report; and | 348-369 |
|  |  | 7) | submission of the Sustainability Report which is presented separately from  |  |

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|:---|:---|:---|:---|
| **No.**<br><BORDER_TOP> | **CRITERIA**<br><BORDER_TOP> | **EXPLANATION**<br><BORDER_TOP>.1 | **PAGES**<br><BORDER_TOP> |
| | | the Annual Report must be submitted together with the submission of the Annual Report; | |
| i. | Audited Financial Statement | the annual financial statements contained in the Annual Report are prepared in accordance with financial accounting standards in Indonesia and have been audited by a public accountant registered with the Financial Services Authority. The said annual financial report contains a statement regarding the accountability for financial statements as regulated in the Financial Services Authority Regulation regarding the Board of Directors' responsibility for financial reports or the laws and regulations in the capital market sector which regulates the periodic reports of securities companies in the event that the Issuer is a securities company; | 408 |
| j. | Statement of Members Board of Directors and Board of Commissioners on the Responsibility for the Annual Report | statement of members of Directors and Board of Commissioners on the responsibility for the Annual Report is composed in accordance with the format of Statement of Members of Directors and Board of Commissioners on Responsibility for the Annual Report as attached in the Appendix I as an inseparable part of the Circular Letter of FSA. | 37-38 |

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### APPENDIX 4: AFFILIATE TRANSACTIONS LIST

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|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider** | **NAPSINDO**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **MD Investama**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telin Hong Kong**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkomsel Ekosistem Digital**<br><BORDER_TOP> |
| **Services Provider** | **5**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **12**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **32**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **43**<br><BORDER_TOP> |
| **Telkom** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SHL Interest | ✓ |  | ✓ |  |  |  |  | ✓ |  | ✓ |  |  |  | ✓ |  | ✓ |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Dividend |  |  |  |  |  | ✓ |  |  | ✓ |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;ESOP |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  |  |  | ✓ | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;APP2P Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Technical Assistant/Investigation Survey Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Call Center/Contact Center Services – Outsourcing  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  | ✓ |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;CPE Managed Application Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Credit Voucher Fee Services/RITNAS |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Health Services |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;I/C SLI 007 Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;ii_007 – Signalling Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Domestic Incoming Services (Interconnection) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Incubation Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Device Installation Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Construction Services |  |  | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;IoT Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Lease & Trade Services |  |  | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;License/Application Services |  |  |  |  |  |  |  |  |  |  | ✓ | ✓ |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |

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|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Infomedia Solusi Humanika**<br><BORDER_TOP> | **Media Nusantara Data Global**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Finnet**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Graha Yasa Selaras**<br><BORDER_TOP> | **MD Investama**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NU TECH**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Pojok Celebes Mandiri**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **SSI**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **Telkomsel Mitra Inovasi**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Teknologi Data Infrastruktur**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **TelkoMedika**<br><BORDER_TOP> | **Telkomsel Ekosistem Digital**<br><BORDER_TOP> | **Ultra Mandiri Telekomunikasi**<br><BORDER_TOP> | **Kuncie Pintar Nusantara**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **3**<br><BORDER_TOP> | **4**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **9**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **11**<br><BORDER_TOP> | **12**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **16**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **18**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **20**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **24**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **36**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **42**<br><BORDER_TOP> | **43**<br><BORDER_TOP> | **45**<br><BORDER_TOP> | **46**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  | ✓ |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Outsourcing Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;PE2PE Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Tower Management Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Royalty Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Telecommunication Facilities Services: CINOP, GRX, etc. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN Services |  |  | ✓ |  |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  | ✓ | ✓ |  |  |  |  |  |  |  |  | ✓ |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN (IDR) Services |  |  |  |  |  |  |  |  |  |  | ✓ | ✓ |  |  |  |  |  |  |  |  | ✓ | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-CALLCENTER Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-WIFI.ID (IDR) Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-WIFI.ID (USD) Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  | ✓ |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Link Lease Services: Metroethernet, Astinet, VPN IP, DINACCESS |  | ✓ |  | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |  | ✓ | ✓ | ✓ |  | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |  | ✓ | ✓ | ✓ | ✓ | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;Work Facilities Rental Services/Seat Management |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Training/Assessment Services |  | ✓ |  |  | ✓ |  |  | ✓ | ✓ | ✓ | ✓ | ✓ |  |  | ✓ |  | ✓ |  |  | ✓ | ✓ | ✓ | ✓ | ✓ |  | ✓ |  | ✓ | ✓ | ✓ | ✓ |  | ✓ |  |  | ✓ |
| **Balebat** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Infomedia Solusi Humanika** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Outsourcing Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  | ✓ | ✓ |  | ✓ | ✓ |  |  |  | ✓ | ✓ | ✓ | ✓ |  | ✓ |  |  |  |  | ✓ |  |
| **Media Nusantara Data Global** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **Pojok Celebes Mandiri**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **SSI**<br><BORDER_TOP> | **Telin Malaysia**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telin Singapore**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Teknologi Data Infrastruktur**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **TelkoMedika**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **18**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **20**<br><BORDER_TOP> | **21**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **33**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **36**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **42**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ | ✓ |  | ✓ |  |  |
| **NeutraDC Singapore** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |
| **Admedika** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Health Services | ✓ |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Collega Inti Pratama** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;License/Application Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Finnet** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Collection Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Data Services |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Payment/Money Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| **Graha Sarana Duta** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Hosting Services/CDN |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Construction Services  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services | ✓ | ✓ |  | ✓ |  | ✓ | ✓ | ✓ |  |  | ✓ |  | ✓ |  | ✓ |  | ✓ | ✓ |  | ✓ |  | ✓ |
| &nbsp;&nbsp;&nbsp;Building/Tower Lease Services |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Transport Management Services | ✓ |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Balebat**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **Telkomsel Ekosistem Digital**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **2**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **43**<br><BORDER_TOP> |
| **Graha Yasa Selaras** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **MD Investama** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Dividend |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Incubation Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Metra Digital Media** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services | ✓ |  | ✓ | ✓ |  |  |  | ✓ |  | ✓ | ✓ |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;APP2P Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Satellite Services & VAS | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SMS KA Services | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| **Metra Net** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services | ✓ | ✓ |  |  |  | ✓ |  | ✓ | ✓ |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Services & VAS |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |
| **Metra TV** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB | ✓ |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| **NU TECH** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Infomedia Solusi Humanika**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Finnet**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Graha Yasa Selaras**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NU TECH**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **SSI**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telin Hong Kong**<br><BORDER_TOP> | **Telin Singapore**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **TelkoMedika**<br><BORDER_TOP> | **Telkomsel Ekosistem Digital**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **3**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **9**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **11**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **16**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **20**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **32**<br><BORDER_TOP> | **33**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **42**<br><BORDER_TOP> | **43**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;CPE Managed Application Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;CPE Managed Device Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Payment/Money Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **NUON** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  | ✓ |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Pojok Celebes Mandiri** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Ticketing Services |  |  | ✓ |  |  | ✓ | ✓ | ✓ |  |  |  | ✓ |  |  |  | ✓ | ✓ |  |  |  |  |  |  |  |  | ✓ |  |  |
| **Sigma Cipta Caraka** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services | ✓ | ✓ | ✓ | ✓ | ✓ |  | ✓ |  | ✓ |  | ✓ | ✓ | ✓ |  | ✓ | ✓ | ✓ |  |  |  | ✓ | ✓ |  |  | ✓ | ✓ | ✓ |  |
| &nbsp;&nbsp;&nbsp;License/Application Services |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Server Rental Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Sigma Metrasys** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;License/Application Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  |  |  |  |  |  |
| **SSI** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telin Malaysia** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **NeutraDC Singapore**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NU TECH**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **TSGN**<br><BORDER_TOP> | **Ultra Mandiri Telekomunikasi**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **6**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **16**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **44**<br><BORDER_TOP> | **45**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| **Telkom Akses** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  | ✓ |  |  | ✓ |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Access Network Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Construction Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Lease & Trade Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services | ✓ |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;Transport Management Services |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telkomsat** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Incubation Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Device Installation Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Construction Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Telecommunication Facilities Services: CINOP, GRX, etc. |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services | ✓ |  |  |  | ✓ |  |  | ✓ |  | ✓ |  | ✓ |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Services & VAS |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Collega Inti Pratama**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **8**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> |
| **TIF** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Domestic Incoming Services (Interconnection) | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Mitratel** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services |  |  |  |  |  | ✓ |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Tower Lease Services | ✓ |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN (IDR) Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Power Supply Rental Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| **Digital Aplikasi Solusi** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;CPE Managed Application Services | ✓ |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;License/Application Services |  |  | ✓ |  | ✓ |  |  | ✓ |  |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Management Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Infomedia Nusantara** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Call Center/Contact Center Services – Outsourcing  | ✓ | ✓ |  |  |  | ✓ |  |  |  | ✓ |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Collega Inti Pratama**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Pojok Celebes Mandiri**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telin Australia**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **8**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **18**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **37**<br><BORDER_TOP> | **39**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;Management Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Outsourcing Services | ✓ |  |  |  |  | ✓ |  | ✓ |  | ✓ |  |  | ✓ | ✓ |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |
| **Multimedia Nusantara** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SHL Interest |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Data Services |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB | ✓ |  |  |  |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Data Center Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services | ✓ | ✓ | ✓ | ✓ |  |  | ✓ | ✓ |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| **Persada Sokka Tama** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey | ✓ |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Network Access Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Construction Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Tower Lease Services |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| **PINS** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;CPE Managed Application Services | ✓ |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Balebat**<br><BORDER_TOP> | **Infomedia Solusi Humanika**<br><BORDER_TOP> | **Media Nusantara Data Global**<br><BORDER_TOP> | **NeutraDC Singapore**<br><BORDER_TOP> | **Finnet**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **TIF**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **Telkomsel Ekosistem Digital**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **2**<br><BORDER_TOP> | **3**<br><BORDER_TOP> | **4**<br><BORDER_TOP> | **6**<br><BORDER_TOP> | **9**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **25**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **43**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;CPE Managed Device Services | ✓ |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Lease & Trade Services |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  |  | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Work Facilities Rental Services/Seat Management | ✓ |  | ✓ |  |  |  |  |  |  |  | ✓ |  |  |  | ✓ |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Server Rental Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telin Hong Kong** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;I/C SLI 007 Services | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SMS KA Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  | ✓ |
| **Telin Singapore** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;I/C SLI 007 Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Data Center Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| **Telkomsel** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services | ✓ |  |  |  |  |  | ✓ | ✓ | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;APP2P Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Collection Services |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;CPE Managed Device Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |

---

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NU TECH**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telkom Akses**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Infomedia Nusantara**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **Telin Hong Kong**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> | **TSGN**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **16**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **22**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **28**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **32**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> | **44**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;Credit Voucher Fee Services/RITNAS |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Hosting Services/CDN |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;I/C SLI 007 Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  | ✓ | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Domestic Incoming Services (Interconnection) | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services/PIB | ✓ |  | ✓ | ✓ |  | ✓ |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;e-Payment/Money Services |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;IoT Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;PE2PE Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Service Solution & Power Services |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Tower Lease Services |  |  |  |  |  |  |  |  |  | ✓ |  |  | ✓ |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN Services |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-WIFI.ID (IDR) Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Link Lease Services: Metroethernet, Astinet, VPN IP, DINACCESS | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SMS KA Services |  |  | ✓ |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| **TII** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;ESOP | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Hosting Services/CDN | ✓ |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Construction Services |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |

---

------

[Table of Content](#TOC)

---

| | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Collega Inti Pratama**<br><BORDER_TOP> | **Finnet**<br><BORDER_TOP> | **MD Investama**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra Net**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **Telkomsel Mitra Inovasi**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Digital Aplikasi Solusi**<br><BORDER_TOP> | **Telin Singapore**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telin Australia**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **Telkom Landmark Tower**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **8**<br><BORDER_TOP> | **9**<br><BORDER_TOP> | **12**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **14**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **24**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **27**<br><BORDER_TOP> | **33**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **37**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **41**<br><BORDER_TOP> |
| &nbsp;&nbsp;&nbsp;IPLC/SIMBOX Internasional Services |  |  |  |  |  |  |  |  | ✓ |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-WIFI ROAMING (IDR) Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN-WIFI ROAMING (USD) Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Satellite Link/Transponder/VISAT/Circuit Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Link Lease Services: Metroethernet, Astinet, VPN IP, DINACCESS | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telin Timor-Leste**  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;I/C SLI 007 Services |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Content Services PIB |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |
| **Telin USA** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telkom Data Ekosistem** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services | ✓ | ✓ |  | ✓ |  |  |  |  |  |  | ✓ |  | ✓ |  | ✓ |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Data Center Services | ✓ |  | ✓ |  |  | ✓ |  |  | ✓ |  |  | ✓ |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;SARTEL-SARPEN Services | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telkom Infra** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Device Installation Services |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Maintenance Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;Manage Capacity Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Management Service |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  | ✓ |  |  |  |
| &nbsp;&nbsp;&nbsp;Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |

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[Table of Content](#TOC)

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| | | | | | | | | | | | | | | | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Services Provider**<br><BORDER_TOP> | **Telkom**<br><BORDER_TOP> | **Admedika**<br><BORDER_TOP> | **Finnet**<br><BORDER_TOP> | **Graha Sarana Duta**<br><BORDER_TOP> | **MD Investama**<br><BORDER_TOP> | **Metra Digital Media**<br><BORDER_TOP> | **Metra TV**<br><BORDER_TOP> | **NU TECH**<br><BORDER_TOP> | **NUON**<br><BORDER_TOP> | **Pojok Celebes Mandiri**<br><BORDER_TOP> | **Sigma Cipta Caraka**<br><BORDER_TOP> | **Telin Malaysia**<br><BORDER_TOP> | **Telkomsat**<br><BORDER_TOP> | **Telkomsel Mitra Inovasi**<br><BORDER_TOP> | **Mitratel**<br><BORDER_TOP> | **Multimedia Nusantara**<br><BORDER_TOP> | **Persada Sokka Tama**<br><BORDER_TOP> | **PINS**<br><BORDER_TOP> | **Telin Singapore**<br><BORDER_TOP> | **Telkomsel**<br><BORDER_TOP> | **TII**<br><BORDER_TOP> | **Telin Timor Leste TP USD**<br><BORDER_TOP> | **Telkom Data Ekosistem**<br><BORDER_TOP> | **Telkom Infra**<br><BORDER_TOP> | **TelkoMedika**<br><BORDER_TOP> |
| **Services Provider**<br><BORDER_TOP> | **1**<br><BORDER_TOP> | **7**<br><BORDER_TOP> | **9**<br><BORDER_TOP> | **10**<br><BORDER_TOP> | **12**<br><BORDER_TOP> | **13**<br><BORDER_TOP> | **15**<br><BORDER_TOP> | **16**<br><BORDER_TOP> | **17**<br><BORDER_TOP> | **18**<br><BORDER_TOP> | **19**<br><BORDER_TOP> | **21**<br><BORDER_TOP> | **23**<br><BORDER_TOP> | **24**<br><BORDER_TOP> | **26**<br><BORDER_TOP> | **29**<br><BORDER_TOP> | **30**<br><BORDER_TOP> | **31**<br><BORDER_TOP> | **33**<br><BORDER_TOP> | **34**<br><BORDER_TOP> | **35**<br><BORDER_TOP> | **38**<br><BORDER_TOP> | **39**<br><BORDER_TOP> | **40**<br><BORDER_TOP> | **42**<br><BORDER_TOP> |
| **Telkom Landmark Tower** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Technical Assistance Services/Investigation Survey |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |
| &nbsp;&nbsp;&nbsp;Credit Voucher Fee Services/RITNAS |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Building/Site Management Services | ✓ |  | ✓ |  |  | ✓ |  |  | ✓ |  |  |  | ✓ | ✓ |  | ✓ |  | ✓ |  | ✓ | ✓ |  |  | ✓ | ✓ |
| &nbsp;&nbsp;&nbsp;Building/Tower Lease Services | ✓ |  |  |  | ✓ |  |  |  |  |  | ✓ |  |  |  | ✓ |  | ✓ |  |  |  |  |  |  |  |  |
| **TelkoMedika** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Health Services |  | ✓ | ✓ | ✓ |  |  |  | ✓ |  | ✓ |  | ✓ |  | ✓ |  |  | ✓ |  | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |  |
| &nbsp;&nbsp;&nbsp;Health Equipment Sales |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **Telkomsel Ekosistem Digital** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Advertising/Printing Services |  |  |  |  |  |  | ✓ |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| **TSGN** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Colocation/Maintenance/Supporting Services |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | ✓ |  |  |  |  |

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[Table of Content](#TOC)

## CONSOLIDATED FINANCIAL STATEMENTS
Audited Consolidated Financial Statements 2025 and Audited Financial Statements 2025 for *Program Pendanaan Usaha Mikro dan Usaha Kecil*

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[Table of Content](#TOC)

### ANNUAL REPORT 2025 FEEDBACK FORM PT TELKOM INDONESIA (PERSERO) TBK
Thank you for your willingness to read this 2025 Annual Report. As part of an effort to perfect the contents of the following year's reporting. We look forward to hearing from you by answering the questions below.

**QUESTION**

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| | | | |
|:---|:---|:---|:---|
| 1. | In your opinion, this Annual Report has provided useful information regarding various activities carried out by PT Telkom Indonesia (Persero) Tbk. | In your opinion, this Annual Report has provided useful information regarding various activities carried out by PT Telkom Indonesia (Persero) Tbk. | In your opinion, this Annual Report has provided useful information regarding various activities carried out by PT Telkom Indonesia (Persero) Tbk. |
|  | **SA**<br> **A** | **OTA**<br> **D** | **SD** |
| 2. | In your opinion, the material in this report including the data and information presented is easy to understand and understand. | In your opinion, the material in this report including the data and information presented is easy to understand and understand. | In your opinion, the material in this report including the data and information presented is easy to understand and understand. |
|  | **SA**<br> **A** | **OTA**<br> **D** | **SD** |
| 3. | In your opinion, the material in this report including the data and information presented is quite complete, covering all sustainability issues. | In your opinion, the material in this report including the data and information presented is quite complete, covering all sustainability issues. | In your opinion, the material in this report including the data and information presented is quite complete, covering all sustainability issues. |
|  | **SA**<br> **A** | **OTA**<br> **D** | **SD** |
| 4. | In your opinion, the material in this report including the data and information presented is reliable for<br>decision-making. | In your opinion, the material in this report including the data and information presented is reliable for<br>decision-making. | In your opinion, the material in this report including the data and information presented is reliable for<br>decision-making. |
|  | **SA**<br> **A** | **OTA**<br> **D** | **SD** |

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Remarks:

SA: Strongly Agree A: Agree OTA: On The Average D: Disagree SD: Strongly Disagree

5. In your opinion, what information has been submitted in this report and is felt to be useful?

a. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

b. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

c. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6. In your opinion, what information has been conveyed in this report and is felt to be of little use?

a. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

b. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

c. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7. In your opinion, what about the display of this report both from the contents, design and layout as well as photos included?

a. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

b. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

c. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8. In your opinion, what information is felt to be lacking and must be completed in the upcoming Annual Report?

a. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

b. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

c. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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| | | | | |
|:---|:---|:---|:---|:---|
| **Your profile** |  |  |  |  |
| Full name | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
| Age and Gender | : . . . . . . . . . . .Yo. M / F (cross the unnecessary ones) | : . . . . . . . . . . .Yo. M / F (cross the unnecessary ones) | : . . . . . . . . . . .Yo. M / F (cross the unnecessary ones) | : . . . . . . . . . . .Yo. M / F (cross the unnecessary ones) |
| Institution / Company | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
| Type of Institution / Company | :  | Government | Industry | Media |
|  |  | NGO | Public | Others |

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Returning forms and other matters related to the 2025 Annual Report can be submitted to:

**Corporate Secretary**

The Telkom Hub, Telkom Landmark Tower 36<sup>th</sup> Floor

Jl. Jend. Gatot Subroto Kav. 52, Jakarta 12710

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| | |
|:---|:---|
| Phone  | : 022-4527117 |
| E-mail | : investor@telkom.co.id |
| Facebook | : Telkom Indonesia |
| Instagram | : telkomindonesia |
| Twitter/X | : @telkomindonesia |
| Website | : www.telkom.co.id |

---

------

## Exhibit 99.1

#### Perusahaan Perseroan (Persero)
PT Telekomunikasi Indonesia Tbk. and its subsidiaries

Consolidated financial statements

as of December 31, 2025 and for the year then ended with independent auditor's report

------

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED FINANCIAL STATEMENTS**

**AS OF DECEMBER 31, 2025 AND FOR THE YEAR THEN ENDED**

**WITH INDEPENDENT AUDITOR'S REPORT**

**TABLE OF** **CONTENTS**

---

| | |
|:---|:---|
|  | Page |
| [Statement of the Directors](#BOD_Statement) |  |
| [Independent Auditor's Report](#EY_Report) |  |
| [Consolidated Statements of Financial Position](#Financial_Position) | 1 |
| [Consolidated Statements of Profit or Loss and Other Comprehensive Income](#Profit_Loss) | 2 |
| [Consolidated Statements of Changes in Equity](#Equity) | 3-4 |
| [Consolidated Statements of Cash Flows](#Cashflows) | 5 |
| [Notes to the Consolidated Financial Statements](#Notes) | 6-121 |

---

------

**Statement of the Board of Directors**

**regarding the Board of Director's Responsibility for**

**Consolidated Financ** **ial Statements**

**as of December 31, 2025 and for the year ended**

**Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk and its Subsidiaries**

On behalf of the Board of Directors, we undersigned:

---

| | | |
|:---|:---|:---|
| 1. | Name | Dian Siswarini |
|  | Business Address | Jl. Japati No.1 Bandung 40133 |
|  | Address | Jl. Tebet Utara II C/18 RT 004 RW 001 |
|  |  | Kelurahan Tebet Timur, Kecamatan Tebet, Jakarta Selatan |
|  | Phone | (022) 452 7101 |
|  | Position | President Director |
| 2. | Name | Arthur Angelo Syailendra |
|  | Business Address | Jl. Japati No.1 Bandung 40133 |
|  | Address | Jl. Jenderal Sudirman Kav. 59 RT 004 RW 003 |
|  |  | Kelurahan Senayan Kecamatan Kebayoran Baru, Jakarta Selatan |
|  | Phone | (022) 452 7201/ (021) 520 9824 |
|  | Position | Director of Finance and Risk Management |

---

hereby state as follows:

1. We are responsible for the preparation and presentation of the consolidated financial statements of Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk (the "Company") and its subsidiaries as of December 31, 2025 and for the year ended.

2. The Company and its subsidiaries' consolidated financial statements as of December 31, 2025 and for the year ended have been prepared and presented in accordance with Indonesian Financial Accounting Standards.

3. All information has been fully and correctly disclosed in the Company and its subsidiaries' consolidated financial statements.

4. The Company and its subsidiaries' consolidated financial statements do not contain false material information or facts, nor do they omit any material information or facts.

5. We are responsible for the Company and its subsidiaries' internal control system.

This statement is considered to be true and correct.

Jakarta, May 11, 2026

for and behalf of

PT Telkom Indonesia (Persero) Tbk.

---

| | |
|:---|:---|
| /s/ Dian Siswarini<br>**Dian Siswarini**<br>**President Director** | /s/ Arthur Angelo Syailendra<br>**Arthur Angelo Syailendra**<br>**Director of Finance and Risk Management** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

**Independent Auditor's Report**

**Report No. 01320/2.1505/AU.1/06/0687-4/1/V/2026**

The Shareholders and the Boards of Commissioners and Directors

Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk.

Opinion

We have audited the accompanying consolidated financial statements of Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. (the "Company") and its subsidiaries (collectively referred to as the "Group"), which comprise the consolidated statement of financial position as of December 31, 2025, and the consolidated statement of profit or loss and other comprehensive income, consolidated statement of changes in equity, and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including material accounting policy information.

In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position as of December 31, 2025, and its consolidated financial performance and cash flows for the year then ended, in accordance with Indonesian Financial Accounting Standards.

Basis for opinion

We conducted our audit in accordance with Standards on Auditing established by the Indonesian Institute of Certified Public Accountants ("IICPA"). Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Consolidated Financial Statements paragraph of our report. We are independent of the Group in accordance with the ethical requirements relevant to our audit of the consolidated financial statements in Indonesia, and we have fulfilled our other ethical responsibilities in accordance with such requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Key audit matters

Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial statements of the current period. Such key audit matters were addressed in the context of our audit of the consolidated financial statements taken as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on such key audit matters. For the key audit matter below, our description of how our audit addressed such key audit matter is provided in such context.

i

KAP Purwanto Susanti dan Surja

Registered Public Accountants KMK No. 69/MK/SK/2025

A member firm of Ernst & Young Global Limited

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

![Graphic](tmb-20260512xex99d1003.jpg)

**Independent Auditor's Report (continued)**

**Report No. 01320/2.1505/AU.1/06/0687-4/1/V/2026 (continued)**

Key audit matters (continued)

We have fulfilled the responsibilities described in the Auditor's Responsibilities for the Audit of the Consolidated Financial Statements paragraph of our report, including in relation to the key audit matter communicated below. Accordingly, our audit included the performance of procedures designed to respond to our assessment of the risks of material misstatement of the accompanying consolidated financial statements. The results of our audit procedures, including the procedures performed to address the key audit matter below, provide the basis for our opinion on the accompanying consolidated financial statements.

<u>Evaluation of telecommunication infrastructure estimated useful lives</u>

Description of the key audit matter:

As of December 31, 2025, the balance of consolidated telecommunication infrastructures amounted to Rp144,713 billion which represents 50% of total consolidated assets. As discussed in Notes 2.z.ii.(b) and 11 to the accompanying consolidated financial statements, the Group reviews the estimated useful lives of its property and equipment, including telecommunication infrastructures, at least annually and such estimates are updated if expectations differ from previous estimates due to changes in expectation of physical wear and tear, technical, or commercial obsolescence, and legal or other limitations on the continuing use of the property and equipment.

Auditing the Group's estimated useful lives of telecommunication infrastructures is complex and requires significant judgment because the determination of the estimated useful lives considers a number of factors, including strategic business plans, expected future technological developments, and market behavior.

Audit response:

We obtained an understanding, and evaluated the design and tested the operating effectiveness, of internal controls over the Group's process of estimating the useful lives of its telecommunication infrastructures. This includes, among others, testing of management's review control on checking the completeness and accuracy of the assets classification data and assessing the appropriateness of the judgments regarding the most relevant data to be considered in determining its useful lives. We also tested management's control on benchmarking analysis, including the selection criteria, on the estimated useful lives of telecommunication infrastructures.

To test whether the estimated useful lives of telecommunication infrastructures used by management was reasonable, our audit procedures included, among others, obtaining an understanding of management's strategy related to asset replacements and assessed the reasonableness of assumptions by considering external sources, such as telecommunication technology growth, changes in market demand, and current economic and regulatory trends. We assessed whether the benchmarking analysis on the estimated useful lives of telecommunication infrastructures used by management was complete and consistent with the selection criteria through comparison with sample portfolio of public companies within the telecommunication industry.

ii

A member firm of Ernst & Young Global Limited

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

![Graphic](tmb-20260512xex99d1003.jpg)

**Independent Auditor's Report (continued)**

**Report No. 01320/2.1505/AU.1/06/0687-4/1/V/2026 (continued)**

Emphasis of matter

We draw attention to Note 2.z.iii to the accompanying financial statements, which describes the change in accounting policy on property and equipment and its retrospective application. Our opinion is not modified in respect of this matter.

Other information

Management is responsible for the other information. Other information comprises the information included in the 2025 Annual Report ("The Annual Report") other than the accompanying consolidated financial statements and our independent auditor's report thereon. The Annual Report is expected to be made available to us after the date of this independent auditor's report.

Our opinion on the accompanying consolidated financial statements does not cover the Annual Report, and accordingly, we do not express any form of assurance on the Annual Report.

In connection with our audit of the accompanying consolidated financial statements, our responsibility is to read the Annual Report when it becomes available and, in doing so, consider whether the Annual Report is materially inconsistent with the accompanying consolidated financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated.

When we read the Annual Report, if we conclude that there is a material misstatement therein, we are required to communicate the matter to those charged with governance and take appropriate actions based on the applicable laws and regulations.

Responsibilities of management and those charged with governance for the consolidated financial statements

Management is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with Indonesian Financial Accounting Standards, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the consolidated financial statements, management is responsible for assessing the Group's ability to continue as a going concern, disclosing, as applicable, matters related to going concern, and using the going concern basis of accounting, unless management either intends to liquidate the Group or to cease its operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Group's financial reporting process.

iii

A member firm of Ernst & Young Global Limited

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

![Graphic](tmb-20260512xex99d1003.jpg)

**Independent Auditor's Report (continued)**

**Report No. 01320/2.1505/AU.1/06/0687-4/1/V/2026 (continued)**

**Auditor's responsibilities for the audit of the consolidated financial statements**

Our objectives are to obtain reasonable assurance about whether the consolidated financial statements taken as a whole are free from material misstatement, whether due to fraud or error, and to issue an independent auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Standards on Auditing established by the IICPA will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements.

As part of an audit in accordance with Standards on Auditing established by the IICPA, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

&nbsp;&nbsp;&nbsp;&nbsp;● Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to such risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or override of internal control.

&nbsp;&nbsp;&nbsp;&nbsp;● Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group's internal control.

&nbsp;&nbsp;&nbsp;&nbsp;● Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

&nbsp;&nbsp;&nbsp;&nbsp;● Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our independent auditor's report to the related disclosures in the consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusion is based on the audit evidence obtained up to the date of our independent auditor's report. However, future events or conditions may cause the Group to cease to continue as a going concern.

&nbsp;&nbsp;&nbsp;&nbsp;● Evaluate the overall presentation, structure, and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

iv

A member firm of Ernst & Young Global Limited

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

![Graphic](tmb-20260512xex99d1003.jpg)

**Independent Auditor's Report (continued)**

**Report No. 01320/2.1505/AU.1/06/0687-4/1/V/2026 (continued)**

**Auditor's responsibilities for the audit of the consolidated financial statements (continued)** 

As part of an audit in accordance with Standards on Auditing established by the IICPA, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: (continued)

Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision, and performance of the group audit. We remain solely responsible for our audit opinion.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial statements of the current period and are therefore the key audit matters. We describe such key audit matters in our independent auditor's report unless laws or regulations preclude public disclosure about such key audit matters or when, in extremely rare circumstances, we determine that a key audit matter should not be communicated in our independent auditor's report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

**KAP Purwanto, Susanti, dan Surja**

/s/ Agung Purwanto

Agung Purwanto

Public Accountant Registration No: AP. 0687

May 11, 2026

v

A member firm of Ernst & Young Global Limited

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED STATEMENTS** **OF FINANCIAL POSITION**

**As of December 31, 2025**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | |  | **As restated (Note 2z)** | **As restated (Note 2z)** |
|  | <br>**Notes** | **2025** | **2024** | **January 1, 2024** |
| **ASSETS** |  |  |  |  |
| **CURRENT ASSETS** |  |  |  |  |
| Cash and cash equivalents | 33237 | 34228  | 33905  | 29007  |
| Other current financial assets | 43237 | 1420  | 1285  | 1661  |
| Trade receivables - net allowance for expected |  |  |  |  |
| &nbsp;&nbsp;&nbsp;credit losses |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Related parties | 53237 | 2040  | 2350  | 1918  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Third parties | 537 | 9183  | 9843  | 8749  |
| Contract assets | 632 | 2290  | 2449  | 2704  |
| Inventories | 7 | 901  | 1096  | 997  |
| Contract costs | 9 | 932  | 1134  | 653  |
| Claim for tax refund and prepaid taxes | 27 | 1979  | 2844  | 1928  |
| Assets held for sale | 1e | 751  | - | - |
| Other current assets | 832 | 8042  | 8174  | 7996  |
| Total Current Assets |  | 61766  | 63080  | 55613  |
| **NON-CURRENT ASSETS** |  |  |  |  |
| Contract assets | 632 | 109  | 129  | 26  |
| Long-term investments | 1037 | 7387  | 8335  | 8162  |
| Contract costs | 9 | 1370  | 1596  | 1568  |
| Property and equipment | 11,32,35a | 165453  | 170335  | 172063  |
| Right-of-use assets | 12a | 27961  | 26910  | 22584  |
| Intangible assets | 14 | 9237  | 9442  | 8731  |
| Deferred tax assets | 27f | 6603  | 5354  | 5822  |
| Other non-current assets | 132732 | 7873  | 6208  | 5433  |
| Total Non-current Assets |  | 225993  | 228309  | 224389  |
| **TOTAL ASSETS** |  | **287759**  | **291389**  | **280002**  |
| **LIABILITIES AND EQUITY** |  |  |  |  |
| **CURRENT LIABILITIES** |  |  |  |  |
| Trade payables |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties | 153237 | 571  | 626  | 585  |
| &nbsp;&nbsp;&nbsp;Third parties | 1537 | 15613  | 14710  | 18023  |
| Contract liabilities | 17a,32 | 7970  | 7738  | 6848  |
| Other payables | 37 | 648  | 454  | 441  |
| Taxes payable | 27c | 2025  | 3293  | 4525  |
| Accrued expenses | 163237 | 14867  | 14192  | 13079  |
| Customer deposits | 32 | 1523  | 2872  | 2566  |
| Short-term bank loans | 183237 | 6929  | 11525  | 9650  |
| Current maturities of long-term loans | 193237 | 17746  | 15866  | 10276  |
| Current maturities of lease liabilities | 12a,37 | 5590  | 5491  | 5575  |
| Liabilities directly associated |  |  |  |  |
| &nbsp;&nbsp;&nbsp;with the assets held for sale | 1e | 466  | - | - |
| Total Current Liabilities |  | 73948  | 76767  | 71568  |
| **NON-CURRENT LIABILITIES** |  |  |  |  |
| Deferred tax liabilities | 27f | 1233  | 992  | 841  |
| Contract liabilities | 17b,32 | 2851  | 2484  | 2591  |
| Long service award provisions | 31 | 1308  | 1192  | 1153  |
| Pension benefits and other post-employment  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;benefits obligations | 30 | 12996  | 11540  | 11414  |
| Long-term loans | 193237 | 26099  | 25518  | 27773  |
| Lease liabilities | 12a,37 | 18547  | 18468  | 14850  |
| Other non-current liabilities |  | 240  | 224 | 290 |
| Total Non-current Liabilities |  | 63274  | 60418  | 58912  |
| **TOTAL LIABILITIES** |  | **137222**  | **137185**  | **130480**  |
| **EQUITY** |  |  |  |  |
| Capital stock | 21 | 4953  | 4953  | 4953  |
| Additional paid-in capital |  | 2310  | 2310  | 2711  |
| Treasury stock | 1c | (30) | - | - |
| Other equity | 22 | 10259  | 9898  | 9639  |
| Retained earnings |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Appropriated | 29 | 15337  | 15337  | 15337  |
| &nbsp;&nbsp;&nbsp;Unappropriated |  | 97856  | 101310  | 96064  |
| Net equity attributable to: |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Owners of the parent company |  | 130685  | 133808  | 128704  |
| &nbsp;&nbsp;&nbsp;Non-controlling interests | 20 | 19852  | 20396  | 20818  |
| **TOTAL EQUITY** |  | **150537**  | **154204**  | **149522**  |
| **TOTAL LIABILITIES AND EQUITY** |  | **287759**  | **291389**  | **280002**  |

---

The accompanying notes form an integral part of these consolidated financial statements.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED STATEMENTS OF PROFIT OR** **LOSS AND OTHER COMPREHENSIVE INCOME**

**For the Year Ended December 31, 2025**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

---

| | | | |
|:---|:---|:---|:---|
|  | |  | **As restated (Note 2z)** |
|  | <br>**Notes** | **2025** | **2024** |
| **REVENUES** | 2333 | **146742** | **149967** |
| **COST AND EXPENSES** |  |  |  |
| Operation, maintenance, and telecommunication |  |  |  |
| &nbsp;&nbsp;service expenses | 2532 | (41234) | (41202) |
| Depreciation and amortization expenses | 11,12a,14 | (37649) | (34181) |
| Personnel expenses | 24 | (16362) | (16807) |
| Interconnection expenses | 32 | (7018) | (6880) |
| General and administrative expenses | 2632 | (6601) | (6225) |
| Marketing expenses | 32 | (3287) | (3824) |
| Unrealized gain (loss) on changes in fair value of investments | 10 | (242) | 188  |
| Other income - net |  | 119  | 281  |
| Gain on foreign exchange - net |  | 180  | 136  |
| **OPERATING PROFIT** |  | **34648** | **41453** |
| Finance income - net | 32 | 1661  | 1367  |
| Finance cost | 32 | (5206) | (5208) |
| Share of profit (loss) of long-term investment in associates |  | (1) | 3  |
| **PROFIT BEFORE INCOME TAX** |  | **31102** | **37615** |
| **INCOME TAX (EXPENSE) BENEFIT** | 27d |  |  |
| &nbsp;&nbsp;Current |  | (7605) | (7635) |
| &nbsp;&nbsp;Deferred |  | 961  | (483) |
|  |  | (6644) | (8118) |
| **PROFIT FOR THE YEAR** |  | **24458** | **29497** |
| **OTHER COMPREHENSIVE INCOME** |  |  |  |
| ***Other comprehensive income to be reclassified to*** |  |  |  |
| &nbsp;&nbsp;***profit or loss in subsequent periods:*** |  |  |  |
| Foreign currency translation | 22 | 360  | 258  |
| Changes in fair value of investments |  | 1  | 1  |
| Share of other comprehensive income of |  |  |  |
| &nbsp;&nbsp;long-term investment in associates |  | 1  | 1  |
| ***Other comprehensive income not to be reclassified to*** |  |  |  |
| &nbsp;&nbsp;***profit or loss in subsequent periods:*** |  |  |  |
| Defined benefit actuarial gain (loss) - net | 30 | (236) | 635  |
| Other comprehensive income - net |  | 126  | 895  |
| **TOTAL COMPREHENSIVE INCOME FOR THE YEAR** |  | **24584** | **30392** |
| Profit for the year attributable to: |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 17814  | 22403  |
| &nbsp;&nbsp;Non-controlling interests | 20 | 6644  | 7094  |
|  |  | **24458** | **29497** |
| Total comprehensive income for the year attributable to: |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 17954  | 23188  |
| &nbsp;&nbsp;Non-controlling interests |  | 6630  | 7204  |
|  |  | **24584** | **30392** |
| **BASIC EARNINGS PER SHARE** |  |  |  |
| &nbsp;&nbsp;(in full amount) | 28 |  |  |
| &nbsp;&nbsp;Profit per share |  | 179.83 | 226.15 |
| &nbsp;&nbsp;Profit per ADS (100 Series B shares per ADS) |  | 17982.85 | 22615.08 |

---

The accompanying notes form an integral part of these consolidated financial statements.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

*0*

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED STATEMENTS** **OF CHANGES IN EQUITY**

**For the Year Ended December 31, 2025**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

---

| | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| | | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | | |
| | | | | | | **Retained earnings** | **Retained earnings** | | | |
| <br>**Description** | <br>**Notes** | <br>**Capital stock** | <br>**Additional paid-in capital** | <br>**Treasury stock** | <br>**Other equity** | **Appropriated** | **Unappropriated** | <br>**Net** | <br>**Non-controlling interests** | <br>**Total equity** |
| **Balance, January 1, 2025 (as restated, Note 2z)** |  | **4953**  | **2310**  | **-** | **9898**  | **15337**  | **101310**  | **133808**  | **20396**  | **154204**  |
| Additional capital contributions from |  |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;non-controlling interests of subsidiary | 1e | - | - | - | - | - | - | - | 270 | 270 |
| Changes in non-controlling interest |  | - | - | - | - | - | - | - | (6) | (6) |
| Cash dividend | 29 | - | - | - | - | - | (21047) | (21047) | (7359) | (28406) |
| Treasury stock | 1c | - | - | (30) | - | - | - | (30) | (79) | (109) |
| Profit for the year | 20 | - | - | - | - | - | 17814 | 17814 | 6644 | 24458 |
| Other comprehensive income (loss) - net |  | - | - | - | 361 | - | (221) | 140 | (14) | 126 |
| **Balance, December 31, 2025** |  | **4953** | **2310** | **(30)** | **10259** | **15337** | **97856** | **130685** | **19852** | **150537** |

---

The accompanying notes form an integral part of these consolidated financial statements.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY**

**For the Year Ended December 31, 2025**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| | | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | **Attributable to owners of the parent company** | | |
| | | | | | **Retained earnings** | **Retained earnings** | | | |
| <br>**Description** | <br>**Notes** | <br>**Capital stock** | <br>**Additional paid-in capital** | <br>**Other equity** | **Appropriated** | **Unappropriated** | <br>**Net** | <br>**Non-controlling interests** | <br>**Total equity** |
| **Balance, December 31, 2023 (as previously stated)** |  | **4953** | **2711** | **9639** | **15337** | **103104** | **135744** | **20818** | **156562** |
| Adjustment: restated |  | - | - | - | - | (7040) | (7040) | - | (7040) |
| **Balance, January 1, 2024 (as restated, Note 2z)** |  | **4953** | **2711** | **9639** | **15337** | **96064** | **128704** | **20818** | **149522** |
| Difference in value of restructuring transactions of |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;entities under common control | 1e | - | (401) | - | - | - | (401) | (158) | (559) |
| Additional capital contributions from non-controlling interests |  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;of subsidiary | 1e | - | - | - | - | - | - | 322 | 322 |
| Changes in non-controlling interests |  | - | - | - | - | - | - | 13 | 13 |
| Cash dividend | 29 | - | - | - | - | (17683) | (17683) | (7099) | (24782) |
| Repurchase of non-controlling interests shares | 1e | - | - | - | - | - | - | (704) | (704) |
| Profit for the year | 20 | - | - | - | - | 22403 | 22403 | 7094 | 29497 |
| Other comprehensive income - net |  | - | - | 259 | - | 526 | 785 | 110 | 895 |
| **Balance, December 31, 2024 (as restated, Note 2z)** |  | **4953** | **2310** | **9898** | **15337** | **101310** | **133808** | **20396** | **154204** |

---

The accompanying notes form an integral part of these consolidated financial statements.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**CONSOLIDATED STATEMENTS** **OF CASH FLOWS**

**For The Year Ended December 31, 2025**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

---

| | | | |
|:---|:---|:---|:---|
|  | **Notes** | **2025** | **2024** |
| **CASH FLOWS FROM OPERATING ACTIVITIES** |  |  |  |
| &nbsp;&nbsp;Cash receipts from customers and other operators |  | 146002 | 148415 |
| &nbsp;&nbsp;Cash receipts from interests |  | 1670 | 1366 |
| &nbsp;&nbsp;Cash receipts from tax refund |  | 1322 | 1144 |
| &nbsp;&nbsp;Cash payments for expenses |  | (51455) | (51273) |
| &nbsp;&nbsp;Cash payments to employees |  | (13319) | (16364) |
| &nbsp;&nbsp;Cash payments for corporate and final income taxes |  | (10438) | (11528) |
| &nbsp;&nbsp;Cash payments for finance costs |  | (5230) | (5295) |
| &nbsp;&nbsp;Cash payments for short-term and low-value lease assets  | 12a | (4654) | (3693) |
| &nbsp;&nbsp;Cash payments for value added taxes - net |  | (1076) | (1691) |
| &nbsp;&nbsp;Cash receipts from others - net |  | 1020 | 519 |
| **Net cash provided by operating activities** |  | **63842** | **61600** |
| **CASH FLOWS FROM INVESTING ACTIVITIES** |  |  |  |
| &nbsp;&nbsp;Proceeds from the disposal of long-term investments in |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;financial instrument | 10 | 728 | - |
| &nbsp;&nbsp;Proceeds from insurance claims | 11 | 151 | 143 |
| &nbsp;&nbsp;Proceeds from sale of property and equipment | 11 | 78 | 717 |
| &nbsp;&nbsp;Purchase of property and equipment | 1139 | (22871) | (26005) |
| &nbsp;&nbsp;Purchase of intangible assets | 1439 | (2897) | (3658) |
| &nbsp;&nbsp;Payment for advance and other assets |  | (1117) | (330) |
| &nbsp;&nbsp;(Placement in) proceeds from other current financial assets - net |  | (141) | 339 |
| &nbsp;&nbsp;Addition of long-term investment in financial instrument |  | (26) | (30) |
| &nbsp;&nbsp;Dividend received from associated company |  | - | 3 |
| &nbsp;&nbsp;Business acquisition - net of cash acquired |  | - | (635) |
| **Net cash used in investing activities** |  | **(26095)** | **(29456)** |
| **CASH FLOWS FROM FINANCING ACTIVITIES** |  |  |  |
| &nbsp;&nbsp;Proceeds from loans and other borrowings | 1819 | 69895 | 52653 |
| &nbsp;&nbsp;Proceeds from issuance of new shares of subsidiaries |  | 270 | 322 |
| &nbsp;&nbsp;Repayments of loans and other borrowings | 1819 | (72037) | (47607) |
| &nbsp;&nbsp;Cash dividend paid to the Company's stockholders | 29 | (21047) | (17683) |
| &nbsp;&nbsp;Cash dividend paid to the non-controlling interests of subsidiaries |  | (7359) | (7099) |
| &nbsp;&nbsp;Repayments of principal portion of lease liabilities | 39 | (7356) | (7387) |
| &nbsp;&nbsp;Shares buyback of subsidiary | 1e | (79) | (704) |
| &nbsp;&nbsp;Shares buyback  | 1c | (30) | - |
| **Net cash used in financing activities** |  | **(37743)** | **(27505)** |
| **NET INCREASE IN CASH AND CASH EQUIVALENTS** |  | **4** | **4639** |
| **EFFECT OF EXCHANGE RATE CHANGES ON CASH AND** |  |  |  |
| &nbsp;&nbsp;**CASH EQUIVALENTS** |  | **320** | **260** |
| **ALLOWANCE FOR EXPECTED CREDIT LOSSES** |  | **(1)** | **(1)** |
| **CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR** | 3 | **33905** | **29007** |
| **CASH AND CASH EQUIVALENTS AT END OF THE YEAR** | 3 | **34228** | **33905** |

---

The accompanying notes form an integral part of these consolidated financial statements.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENER** **AL** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Establishment and general information** 

Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. (the "Company") was originally part of *"Post en Telegraafdienst"*, which was established and operated commercially in 1884 under the framework of Decree No. 7 dated March 27, 1884 of the Governor General of the Dutch Indies which was published in State Gazette No. 52 dated April 3, 1884.

Pursuant to Government Regulation No. 25 of 1991, the Company's status was changed to a state-owned limited liability company ("Persero"). The ultimate parent entity of the Company is the Government of the Republic of Indonesia (the "Government").

On March 22, 2025, based on Government Regulations No. 15 and No. 16 of 2025, the Company became a subsidiary of PT Danantara Asset Management ("DAM"), with the Government remaining as the Company's ultimate parent entity (Note 21).

The Company was established based on Notarial Deed of Imas Fatimah, S.H., No. 128 dated September 24, 1991. The deed of establishment was approved by the Ministry of Justice of the Republic of Indonesia in its Decision Letter No. C2-6870.HT.01.01.Th.1991 dated November 19, 1991 and was published in State Gazette No. 5 dated January 17, 1992, Supplement No. 210. The Company's Articles of Association had been amended several times, with the latest amendments made is in relation with adjustments of the Company's business activities in the Articles of Association with the Standard Classification of Indonesian Business Fields in 2020.

Amendments to the Company's Articles of Association as stated in the Notary Deed of Ashoya Ratam, S.H., M.Kn., No. 37 dated June 22, 2022 has been received and approved by the Minister of Law and Human Rights of the Republic of Indonesia ("MoLHR") based on letter No. AHU-0044650.AH.01.02. Year of 2022 dated June 29, 2022 concerning the Acceptance of Notification Approval of Amendment to the Articles of Association of *Perusahaan Perseroan* (Persero) PT Telekomunikasi Indonesia Tbk.

In accordance with Article 3 of the Company's Articles of Association, the scope of the Company's activities is to provide telecommunication network and telecommunication and information services, and to optimize the Company's resources to provide high quality and competitive goods and/or services to gain/pursue profit in order to increase the value of the Company by applying the Limited Liability Company principle. To achieve these objectives, the Company is involved in the following activities:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Main business:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Planning, building, providing, developing, operating, marketing or selling or leasing, and maintaining telecommunications and information networks in a broad sense in accordance with the prevailing laws and regulations;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Planning, developing, providing, marketing or selling, and improving telecommunications and information services in a broad sense in accordance with the prevailing laws and regulations;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Investing, including in the form of equity contribution in other companies, in line with and to achieve the purposes and objectives of the Company.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Supporting business:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Providing payment transactions and money transfer services through telecommunications and information networks;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Performing other activities and undertakings in connection with the optimization of the Company's resources, which includes the utilization of the Company's property and equipment and movable assets, information systems, education and training, and repair and maintenance facilities;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Collaborating with other parties in order to optimize the information and communication or technology resources owned by other service provider in information, communication and technology industry to achieve the purposes and objectives of the Company.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Establishment and general information (continued)** 

The Company is domiciled and headquartered in Bandung, West Java, located at Jalan Japati No.1, Bandung.

The Company was granted several networks and/or services provision licenses by the Government which are valid for an unlimited period of time, given that the Company complies with the prevailing laws and regulations and fulfills the obligation stated in those licenses. For every license issued by the Minister of Communication and Digital Affairs ("MoCD"), previously Minister of Communication and Information ("MoCI"), an evaluation is performed annually and an overall evaluation is performed every five years. The Company is obliged to submit reports of networks and/or services annually to the Indonesian Directorate General of Post and Informatics ("DGPI"), replacing the previously known as Indonesian Directorate General of Post and Telecommunications ("DGPT").

The reports comprise of several information, such as network development progress, service quality standard achievement, number of customers, license payment, and universal service contribution. Meanwhile, for internet telephone services for public purpose, internet interconnection service, and internet access service, additional information is required, such as operational performance, customer segmentation, traffic, and gross revenue.

Details of these licenses are as follows:

---

| | | | |
|:---|:---|:---|:---|
| <br>**License** | <br>**License No.** | <br>**Type of service** | **Grant date/latest**<br>**renewal date** |
| License to operate internet  | 127/KEP/DJPPI/ | Internet telephone | March 30, 2016 |
| &nbsp;&nbsp;telephone services for | &nbsp;&nbsp;KOMINFO/3/2016 | &nbsp;&nbsp;services for public |  |
| &nbsp;&nbsp;public purpose |  | &nbsp;&nbsp;purpose |  |
| License to operate internet  | 2176/KEP/M.KOMINFO/ | Internet service  | December 30, 2016 |
| &nbsp;&nbsp;service provider  | &nbsp;&nbsp;12/2016 | provider |  |
| License to operate content | 1040/KEP/M.KOMINFO/ | Content service | May 16, 2017 |
| &nbsp;&nbsp;service provider | &nbsp;&nbsp;16/2017 | &nbsp;&nbsp;provider |  |
| License for the | 1004/KEP/M.KOMINFO/ | Internet interconnection | December 26, 2018 |
| &nbsp;&nbsp;implementation of internet | &nbsp;&nbsp;2018 | &nbsp;&nbsp;services |  |
| &nbsp;&nbsp;interconnection services |  |  |  |
| License to operate data | 046/KEP/M.KOMINFO/ | Data communication | August 3, 2020 |
| &nbsp;&nbsp;communication system | &nbsp;&nbsp;02/2020 | &nbsp;&nbsp;system services |  |
| &nbsp;&nbsp;services |  |  |  |
| License of electronic | Bank Indonesia License | Electronic money and | July 1, 2021 |
| &nbsp;&nbsp;money issuer and money | &nbsp;&nbsp;23/587/DKSP/Srt/B | &nbsp;&nbsp;money transfer service |  |
| &nbsp;&nbsp;transfer |  |  |  |
| License to operate fixed | 073/KEP/M.KOMINFO/ | Fixed network long | August 23, 2021 |
| &nbsp;&nbsp;network long distance | &nbsp;&nbsp;02/2021 | &nbsp;&nbsp;distance direct line |  |
| &nbsp;&nbsp;direct line |  |  |  |
| License to operate fixed | 082/KEP/M.KOMINFO/ | Fixed international | October 8, 2021 |
| &nbsp;&nbsp;international network | &nbsp;&nbsp;02/2021 | &nbsp;&nbsp;network |  |
| License to operate fixed | 094/KEP/M.KOMINFO/ | Fixed closed network | December 9, 2021 |
| &nbsp;&nbsp;closed network | &nbsp;&nbsp;02/2021 |  |  |
| License to operate circuit | 095/KEP/M.KOMINFO/ | Circuit switched-based | December 9, 2021 |
| &nbsp;&nbsp;switched-based local | &nbsp;&nbsp;02/2021 | &nbsp;&nbsp;and packet |  |
| &nbsp;&nbsp;fixed line network |  | &nbsp;&nbsp;switched-based |  |
|  |  | &nbsp;&nbsp;local fixed line |  |
|  |  | &nbsp;&nbsp;network |  |

---

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **The Company's Board of Commissioners, Directors, Audit Committee, Corporate Secretary, Internal Audit, and Employees** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Boards of Commissioners and Directors

Based on the resolutions made at Annual General Meeting ("AGM") of Stockholders of the Company as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 32 dated December 12, 2025, and No. 58 dated May 28, 2024, the composition of the Company's Boards of Commissioners and Directors as of December 31, 2025 and 2024, respectively, were as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| President Commissioner | Angga Raka Prabowo | - |
| President Commissioner/ Independent Commissioner | - | Bambang Permadi Soemantri Brojonegoro |
| Independent Commissioner | Rofikoh Rokhim | Bono Daru Adji |
| Independent Commissioner | Ira Noviarti | Wawan Iriawan |
| Independent Commissioner | Deswandhy Agusman | - |
| Commissioner | Ossy Dermawan  | Arya Mahendra Sinulingga  |
| Commissioner | Rionald Silaban | Ismail |
| Commissioner | Silmy Karim | Silmy Karim  |
| Commissioner  | Rizal Mallarangeng | Rizal Mallarangeng |
| Commissioner  | - | Marcelino Rumambo Pandin  |
| Commissioner | - | Isa Rachmatarwata |
| President Director | Dian Siswarini | Ririek Adriansyah |
| Director of Enterprise & Business Service | Veranita Yosephine | F.M. Venusiana R. |
| Director of Human Capital Management | Willy Saelan | Afriwandi |
| Director of IT Digital | Faizal Rochmad Djoemadi | Muhamad Fajrin Rasyid |
| Director of Finance and Risk Management | Arthur Angelo Syailendra | Heri Supriadi |
| Director of Legal & Compliance | Andy Kelana | - |
| Director of Network | Nanang Hendarno | Herlan Wijanarko |
| Director of Strategic Business Development & Portfolio | Seno Soemadji | Budi Setyawan Wijaya |
| Director of Wholesale & International Service | Budi Satria Dharma Purba | Bogi Witjaksono |
| Director of Group Business Development  | - | Honesti Basyir |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Audit Committee, Corporate Secretary, and Internal Audit

The composition of the Company's Audit Committee, Corporate Secretary, and Internal Audit as of December 31, 2025 and 2024, respectively, were as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Chairman | Deswandhy Agusman | Bono Daru Adji |
| Member | Ira Noviarti | Bambang Permadi Soemantri Brojonegoro |
| Member | Rofikoh Rokhim | Emmanuel Bambang Suyitno |
| Member | Achmad Taufik | Edy Sihotang |
| Member | Irhoan Tanudiredja | Wawan Iriawan |
| Corporate Secretary | Jati Widagdo | Octavius Oky Prakarsa |
| Internal Audit | Mohamad Ramzy\* | Mohamad Ramzy |

---

**\*** Based on the Notification Letter from the SVP Corporate Secretary No Tel.03/LP 000/COP-M0000000/2026 dated March 5, 2026, to the Financial Services Authority regarding the Information about the Change of Head of Internal Audit Unit, Mr. Afdol Muftiasa has been appointed as the Company's temporary SVP Internal Audit (Head of Internal Audit Unit). Accordingly, Mr. Mohamad Ramzy no longer serves in such position.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **The Company's Board of Commissioners, Directors, Audit Committee, Corporate Secretary, Internal Audit, and Employees (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Employees

As of December 31, 2025 and 2024, the Company and its subsidiaries (collectively referred to as "the Group") had 19,082 employees and 19,695 employees (unaudited), respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Public offering of securities of the Company** 

The Company's number of shares prior to its Initial Public Offering ("IPO") totalled 8,400,000,000, consisting of 8,399,999,999 Series B shares and 1 Series A Dwiwarna share, and were wholly-owned by the Government. On November 14, 1995, 933,333,000 new Series B shares and 233,334,000 Series B shares owned by the Government were offered to the public through an IPO and listed on the Indonesia Stock Exchange ("IDX") and 700,000,000 Series B shares owned by the Government were offered to the public and listed on the New York Stock Exchange ("NYSE") and the London Stock Exchange ("LSE") in the form of American Depositary Shares ("ADS"). There were 35,000,000 ADS and each ADS represented 20 Series B shares at that time.

In December 1996, the Government had a block sale of its 388,000,000 Series B shares, and in 1997, Government distributed 2,670,300 Series B shares as incentive to the Company's stockholders who did not sell their shares within one year from the date of the IPO. In May 1999, the Government further sold 898,000,000 Series B shares.

To comply with Law No. 1/1995 on Limited Liability Companies, at the AGM of Stockholders of the Company on April 16, 1999, the Company's stockholders resolved to increase the Company's issued share capital by the distribution of 746,666,640 bonus shares through the capitalization of certain additional paid-in capital, which was made to the Company's stockholders in August 1999. On August 16, 2007, Law No. 1/1995 on Limited Liability Companies was amended by the issuance of Law No. 40/2007 on Limited Liability Companies which became effective on the same date. Law No. 40/2007 has no effect on the public offering of shares of the Company. The Company has complied with Law No. 40/2007.

In December 2001, the Government had another block sale of 1,200,000,000 shares or 11.9% of the total outstanding Series B shares. In July 2002, the Government further sold a block of 312,000,000 shares or 3.1% of the total outstanding Series B shares.

Based on the results of the Company's AGM Stockholders as stated in the Notarial Deed of A. Partomuan Pohan, S.H., LLM., No. 26 dated July 30, 2004, the Company's stockholders approved the Company's 2-for-1 stock split for Series A Dwiwarna and Series B share. The Series A Dwiwarna share with par value of Rp500 per share was split into 1 Series A Dwiwarna share with par value of Rp250 per share and 1 Series B share with par value of Rp250 per share. The stock split resulted in an increase of the Company's authorized capital stock from 1 Series A Dwiwarna share and 39,999,999,999 Series B shares to 1 Series A Dwiwarna share and 79,999,999,999 Series B shares, and the issued capital stock from 1 Series A Dwiwarna share and 10,079,999,639 Series B shares to 1 Series A Dwiwarna share and 20,159,999,279 Series B shares. After the stock split, each ADS represented 40 Series B shares.

During the Extraordinary General Meeting ("EGM") held on December 21, 2005 and the AGMs held on June 29, 2007, June 20, 2008, and May 19, 2011, the Company's stockholders approved phase I, II, III, and IV plan, respectively, of the Company's program to repurchase its issued Series B shares.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Public offering of securities of the Company (continued)** 

During the period of December 21, 2005 to June 20, 2007, the Company had bought back 211,290,500 shares from the public (stock repurchase program phase I). On July 30, 2013, the Company had sold all such shares.

At the AGM held on April 19, 2013 as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 38 dated April 19, 2013, the stockholders approved the changes to the Company's plan on the treasury stock acquired under phase III. At the AGM held on April 19, 2013, the minutes of which were covered by Notarial Deed No. 38 of Ashoya Ratam, S.H., M.Kn., the stockholders approved the Company's 5-for-1 stock split for Series A Dwiwarna and Series B shares. Series A Dwiwarna share with par value of Rp250 per share was split into 1 Series A Dwiwarna share with par value of Rp50 per share and 4 Series B shares with par value of Rp50 per share. The stock split resulted in an increase of the Company's authorized capital stock from 1 Series A Dwiwarna and 79,999,999,999 Series B shares to 1 Series A Dwiwarna and 399,999,999,999 Series B shares. The issued capital stock increased from 1 Series A Dwiwarna and 20,159,999,279 Series B shares to 1 Series A Dwiwarna and 100,799,996,399 Series B shares. After the stock split, each ADS represented 200 Series B shares. Effective from October 26, 2016, the Company has changed the ratio of Depositary Receipt from 1 ADS representing 200 series B shares to become 1 ADS representing 100 series B shares. Profit per ADS information have been retrospectively adjusted to reflect the changes in the ratio of ADS.

On May 16 and June 5, 2014, the Company deregistered from Tokyo Stock Exchange ("TSE") and delisted from the LSE, respectively.

On December 21, 2015, the Company sold the remaining shares of treasury shares phase III.

On June 29, 2016, the Company sold the treasury shares phase IV.

At the AGM held on April 27, 2018, as covered by Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 35 dated May 15, 2018, the stockholders approved the changes of the Company's plan on the transfer of shares from the repurchase through the withdrawal of 1,737,779,800 shares of treasury stock, by reducing the issued and paid-up capital from the initial amount of Rp5,040 billion into amount of Rp4,953 billion. Thus, in order to comply with the provisions of Article 33 UU No. 40 of 2007 concerning Limited Liability Companies, the AGM approved the reduction of the Company's authorized capital from the original Rp20,000 billion to Rp19,500 billion, so the Company's total authorized share capital became 1 Series A Dwiwarna and 389,999,999,999 Series B shares.

Based on Notarial Deed of Ashoya Ratam, S.H., M.Kn., No. 52, dated May 27, 2025, AGM of Stockholders agreed Company's share buyback with a maximum amount of Rp3 trillions. On December 31, 2025, the Company has conducted share buyback amounting to 8,945,400 shares or equivalent to Rp30 billions (Note 21).

As of December 31, 2025, all of the Company's Series B shares are listed on the IDX and 43,568,230 ADS or equivalent to 4,356,822,980 Series B shares are listed on the NYSE (Note 21).

On June 16, 2015, the Company issued Continuous Bonds I Telkom Phase I 2015 with nominal of Rp2,200 billion for Series A with a seven-year period, Rp2,100 billion for Series B with a ten-year period, Rp1,200 billion for Series C with a fifteen-year period, and Rp1,500 billion for Series D with a thirty-year period, all of which are listed on the IDX (Note 19a).

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Subsidiaries** 

As of December 31, 2025 and 2024, the Company has consolidated the financial statements of all subsidiaries, both directly and indirectly owned, as follows (Notes 2b and 2d):

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**i.** **Direct subsidiaries:** 

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| | | |  |  | **Total assets before** | **Total assets before** |
| | | | **Percentage of ownership\*** | **Percentage of ownership\*** | **elimination** | **elimination** |
| <br>**Subsidiary** | <br>**Nature of business** | **Start year of**<br>**operation**<br>**commencement** | **2025** | **2024** | **2025** | **2024** |
| PT Telekomunikasi  | Mobile | 1995 | 70 | 70 | 114627 | 117403 |
| &nbsp;&nbsp;&nbsp;Selular  | &nbsp;&nbsp;&nbsp;telecommunication, |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telkomsel**") | &nbsp;&nbsp;&nbsp;fixed broadband, |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;network service, and  |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;internet protocol  |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;television ("IPTV") |  |  |  |  |  |
| PT Dayamitra  | Leasing of towers  | 1995 | 72 | 72 | 58350 | 58140 |
| &nbsp;&nbsp;&nbsp;Telekomunikasi Tbk. | &nbsp;&nbsp;&nbsp;and digital support  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Mitratel**") | &nbsp;&nbsp;&nbsp;services for mobile  |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;infrastructure |  |  |  |  |  |
| PT Telekomunikasi  | International | 1995 | 100 | 100 | 19540 | 17173 |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;telecommunication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International | &nbsp;&nbsp;&nbsp;and information |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"Telin"**) | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Multimedia  | Network | 1998 | 100 | 100 | 17287 | 17995 |
| &nbsp;&nbsp;&nbsp;Nusantara  | &nbsp;&nbsp;&nbsp;telecommunication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Metra**") | &nbsp;&nbsp;&nbsp;services and |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;multimedia |  |  |  |  |  |
| PT Telkom Data | Data center | 1996 | 100 | 100 | 9924 | 8466 |
| &nbsp;&nbsp;&nbsp;Ekosistem |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**TDE**") |  |  |  |  |  |  |
| PT Telkom Satelit | Telecommunication -  | 1996 | 100 | 100 | 8245 | 8858 |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;provides satellite |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telkomsat**") | &nbsp;&nbsp;&nbsp;communication |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;system and its |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;related services |  |  |  |  |  |
| PT Sigma Cipta  | Hardware and software | 1988 | 100 | 100 | 5416 | 6207 |
| &nbsp;&nbsp;&nbsp;Caraka | &nbsp;&nbsp;&nbsp;computer consultation |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Sigma**") | &nbsp;&nbsp;&nbsp;service |  |  |  |  |  |
| PT Graha Sarana Duta | Developer, trade, service | 1982 | 100 | 100 | 5197 | 5494 |
| &nbsp;&nbsp;&nbsp;("**GSD**") | &nbsp;&nbsp;&nbsp;and transportation |  |  |  |  |  |
| PT Telkom Akses  | Construction, service | 2013 | 100 | 100 | 4244 | 4480 |
| &nbsp;&nbsp;&nbsp;("**Telkom Akses**") | &nbsp;&nbsp;&nbsp;and trade in the field |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;of telecommunication |  |  |  |  |  |
| PT Telkom | Network | 2024 | 100 | 100 | 3944 | 3048 |
| &nbsp;&nbsp;&nbsp;Infrastruktur | &nbsp;&nbsp;&nbsp;telecommunication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;and information  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**TIF**") | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Metra-Net  | Multimedia portal service | 2009 | 100 | 100 | 1883 | 2096 |
| &nbsp;&nbsp;&nbsp;("**Metra-Net**") |  |  |  |  |  |  |
| PT Infrastruktur  | Developer service and | 2014 | 100 | 100 | 1226 | 1371 |
| &nbsp;&nbsp;&nbsp;Telekomunikasi  | &nbsp;&nbsp;&nbsp;trading in the field |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;of telecommunication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telkom Infra**") |  |  |  |  |  |  |
| PT PINS Indonesia | Trade in telecommunication | 1995 | 100 | 100 | 550 | 733 |
| &nbsp;&nbsp;&nbsp;("**PINS**") | &nbsp;&nbsp;&nbsp;devices |  |  |  |  |  |
| PT Napsindo  | Telecommunication -  | 1999; ceased  | 60 | 60 | 5 | 5 |
| &nbsp;&nbsp;&nbsp;Primatel  | &nbsp;&nbsp;&nbsp;provides Network  | operations on |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Internasional  | &nbsp;&nbsp;&nbsp;Access Point ("NAP"), | January 13,  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Napsindo**") | &nbsp;&nbsp;&nbsp;Voice Over Data | 2006 |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;("VOD") and other  |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;related services |  |  |  |  |  |

---

\* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.

All direct subsidiaries are domiciled in Indonesia.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Subsidiaries (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**ii.** **Indirect subsidiaries:** 

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| | | |  |  | **Total assets before** | **Total assets before** |
| | | | **Percentage of ownership\*** | **Percentage of ownership\*** | **elimination** | **elimination** |
| <br>**Subsidiary** | <br>**Nature of business** | **Start year of**<br>**operation**<br>**commencement** | **2025** | **2024** | **2025** | **2024** |
| PT Metra Digital  | Trading, information | 2013 | 100 | 100 | 9054 | 9110 |
| &nbsp;&nbsp;&nbsp;Investama Ventura | &nbsp;&nbsp;&nbsp;and multimedia |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"MDI"**) | &nbsp;&nbsp;&nbsp;technology, |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;entertainment |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;and investment |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| Telekomunikasi | Telecommunication | 2008 | 100 | 100 | 7102 | 6090 |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;and related |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International Pte. Ltd. | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telin Singapore**"), |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in*  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*Singapore* |  |  |  |  |  |  |
| Telekomunikasi | Investment | 2010 | 100 | 100 | 3530 | 3624 |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;holding and |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International Ltd. | &nbsp;&nbsp;&nbsp;telecommunication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telin Hong Kong**"), | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in* |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*Hong Kong* |  |  |  |  |  |  |
| NeutraDC | Data center | 2024 | 100 | 100 | 2379 | 2086 |
| &nbsp;&nbsp;&nbsp;Singapore Pte. Ltd. |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"NeutraDC Singapore"**) |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in* |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*Singapore* |  |  |  |  |  |  |
| PT Teknologi Data | Telecommunication | 2013 | 60 | 60 | 2261 | 1444 |
| &nbsp;&nbsp;&nbsp;Infrastruktur | &nbsp;&nbsp;&nbsp;service and |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"TDI"**) | &nbsp;&nbsp;&nbsp;data center |  |  |  |  |  |
| PT Telkom Landmark | Property development | 2012 | 55 | 55 | 2148 | 2120 |
| &nbsp;&nbsp;&nbsp;Tower  | &nbsp;&nbsp;&nbsp;and management |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**TLT**") | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Infomedia  | Information provider | 1984 | 100 | 100 | 1979 | 2203 |
| &nbsp;&nbsp;&nbsp;Nusantara | &nbsp;&nbsp;&nbsp;services, contact |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Infomedia**") | &nbsp;&nbsp;&nbsp;center and content |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;directory |  |  |  |  |  |
| PT Persada Sokka | Leasing of towers | 2008 | 100 | 100 | 1753 | 1621 |
| &nbsp;&nbsp;&nbsp;Tama | &nbsp;&nbsp;&nbsp;and other |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"PST"**) | &nbsp;&nbsp;&nbsp;telecommunication |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Finnet Indonesia  | Information | 2006 | 60 | 60 | 1450 | 1383 |
| &nbsp;&nbsp;&nbsp;("**Finnet**") | &nbsp;&nbsp;&nbsp;technology |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Nuon Digital | Digital content  | 2010 | 100 | 100 | 1412 | 1393 |
| &nbsp;&nbsp;&nbsp;Indonesia | &nbsp;&nbsp;&nbsp;exchange hub |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"Nuon"**) | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| Telekomunikasi  | Telecommunication | 2012 | 100 | 100 | 1297 | 1035 |
| &nbsp;&nbsp;&nbsp;Indonesia  | &nbsp;&nbsp;&nbsp;networks, mobile, |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International (TL) S.A. | &nbsp;&nbsp;&nbsp;internet, and |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telkomcel**"), | &nbsp;&nbsp;&nbsp;data services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in* |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*Timor Leste* |  |  |  |  |  |  |
| PT Telkomsel Mitra | Business | 2019 | 100 | 100 | 1014 | 1040 |
| &nbsp;&nbsp;&nbsp;Inovasi | &nbsp;&nbsp;&nbsp;management |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"TMI"**) | &nbsp;&nbsp;&nbsp;consulting and |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;investment |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |

---

\* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.

Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Subsidiaries (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**ii.** **Indirect subsidiaries (continued):** 

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| | | |  |  | **Total assets before** | **Total assets before** |
| | | | **Percentage of ownership\*** | **Percentage of ownership\*** | **elimination** | **elimination** |
| <br>**Subsidiary** | <br>**Nature of business** | **Start year of**<br>**operation**<br>**commencement** | **2025** | **2024** | **2025** | **2024** |
| PT Metra Digital  | Telecommunication | 2013 | 100 | 100 | 859 | 877 |
| &nbsp;&nbsp;&nbsp;Media  | &nbsp;&nbsp;&nbsp;information and |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**MD Media**") | &nbsp;&nbsp;&nbsp;other information |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Administrasi  | Health insurance  | 2002 | 100 | 100 | 747 | 704 |
| &nbsp;&nbsp;&nbsp;Medika | &nbsp;&nbsp;&nbsp;administration |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"Ad Medika"**)\*\* | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Digital Aplikasi  | Communication | 2014 | 100 | 100 | 507 | 441 |
| &nbsp;&nbsp;&nbsp;Solusi | &nbsp;&nbsp;&nbsp;system services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Digiserve**") |  |  |  |  |  |  |
| PT Ultra Mandiri | Telecommunication | 2019 | 100 | 100 | 430 | 366 |
| &nbsp;&nbsp;&nbsp;Telekomunikasi | &nbsp;&nbsp;&nbsp;network infrastructure |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**UMT**") | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| Telekomunikasi  | Telecommunication | 2014 | 100 | 100 | 392 | 267 |
| &nbsp;&nbsp;&nbsp;Indonesia  | &nbsp;&nbsp;&nbsp;and information |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International (USA) Inc. | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telin USA**"), |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in USA* |  |  |  |  |  |  |
| PT Swadharma  | Cash replenishment | 2001 | 51 | 51 | 388 | 387 |
| &nbsp;&nbsp;&nbsp;Sarana Informatika  | &nbsp;&nbsp;&nbsp;services and  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**SSI**") | &nbsp;&nbsp;&nbsp;Automated Teller |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;Machines ("ATM") |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;maintenance |  |  |  |  |  |
| PT Telkomsel  | Business management | 2021 | 100 | 100 | 304 | 451 |
| &nbsp;&nbsp;&nbsp;Ekosistem Digital | &nbsp;&nbsp;&nbsp;consulting services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"TED"**) | &nbsp;&nbsp;&nbsp;and investment |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;and/or investment |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;in other companies |  |  |  |  |  |
| PT Nusantara Sukses  | Service and trading | 2014 | 100 | 100 | 286 | 288 |
| &nbsp;&nbsp;&nbsp;Investasi |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"NSI"**) |  |  |  |  |  |  |
| PT Graha Yasa | Tourism and  | 2012 | 51 | 51 | 261 | 277 |
| &nbsp;&nbsp;&nbsp;Selaras | &nbsp;&nbsp;&nbsp;hospitality services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"GYS"**) |  |  |  |  |  |  |
| PT Metra TV | Subscription | 2013 | 100 | 100 | 255 | 57 |
| &nbsp;&nbsp;&nbsp;("**Metra TV**") | &nbsp;&nbsp;&nbsp;broadcasting |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| PT Nutech Integrasi  | System integrator | 2001 | 60 | 60 | 244 | 225 |
| &nbsp;&nbsp;&nbsp;(**"Nutech"**) | &nbsp;&nbsp;&nbsp;service |  |  |  |  |  |
| TS Global | Satellite services | 1996 | 70 | 70 | 210 | 357 |
| &nbsp;&nbsp;&nbsp;Network Sdn. Bhd. |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"TSGN"**), |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in Malaysia* |  |  |  |  |  |  |
| PT Collega Inti | Trading and services | 2001 | 70 | 70 | 195 | 196 |
| &nbsp;&nbsp;&nbsp;Pratama |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**CIP**") |  |  |  |  |  |  |
| PT Graha Telkomsigma | Management and | 1999 | 100 | 100 | 163 | 167 |
| &nbsp;&nbsp;&nbsp;("**GTS**") | &nbsp;&nbsp;&nbsp;consultation |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| Telekomunikasi  | Telecommunication | 2013 | 70 | 70 | 152 | 144 |
| &nbsp;&nbsp;&nbsp;Indonesia International  | &nbsp;&nbsp;&nbsp;and information |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;(Malaysia) Sdn. Bhd. | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(**"Telin Malaysia"**), |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in Malaysia* |  |  |  |  |  |  |

---

\* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.

\*\* Note 1.e.iii.

Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Subsidiaries (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**ii.** **Indirect subsidiaries (continued):** 

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| | | |  |  | **Total assets before** | **Total assets before** |
| | | | **Percentage of ownership\*** | **Percentage of ownership\*** | **elimination** | **elimination** |
| <br>**Subsidiary** | <br>**Nature of business** | **Start year of**<br>**operation**<br>**commencement** | **2025** | **2024** | **2025** | **2024** |
| PT Media Nusantara | Consultation services | 2012 | 55 | 55 | 128 | 134 |
| &nbsp;&nbsp;&nbsp;Data Global | &nbsp;&nbsp;&nbsp;of hardware, software, |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**MNDG**") | &nbsp;&nbsp;&nbsp;data center, and |  |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;internet exchange |  |  |  |  |  |
| Telekomunikasi  | Telecommunication | 2013 | 100 | 100 | 58 | 52 |
| &nbsp;&nbsp;&nbsp;Indonesia  | &nbsp;&nbsp;&nbsp;and information |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;International | &nbsp;&nbsp;&nbsp;services |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;(Australia) Pty. Ltd. |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**Telin Australia**"),  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*domiciled in* |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;*Australia* |  |  |  |  |  |  |
| PT Pojok Celebes  | Travel agent services | 2008 | 100 | 100 | 52 | 69 |
| &nbsp;&nbsp;&nbsp;Mandiri |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;("**PCM**") |  |  |  |  |  |  |
| PT Metraplasa  | Network and | 2012; ceased | 60 | 60 | 28 | 29 |
| &nbsp;&nbsp;&nbsp;("**Metraplasa**") | &nbsp;&nbsp;&nbsp;e-commerce  | operations on |  |  |  |  |
|  | &nbsp;&nbsp;&nbsp;services | October, 2020 |  |  |  |  |

---

\* Percentage of ownership amounting to 99.99% is presented into rounding of 100%.

Other than those specifically stated, indirect subsidiaries are domiciled in Indonesia.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.** **Other important information** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Mitratel

<u>Share buyback</u>

On March 6, 2023, Mitratel announced another share buyback owned by the public, with a maximum number of 7.88% of Mitratel's issued and fully paid shares. The share buyback period is 18 (eighteen) months starting from April 14, 2023 to October 13, 2024. As of December 31, 2024, Mitratel has conducted share buyback amounting to 1,095,945,900 shares or equivalent to Rp704 billion.

On July 18, 2025, Mitratel announced the plan to share buyback owned by the public, with a maximum number of 4.12% of Mitratel's issued and fully paid shares. The share buyback period is 12 (twelve) months starting from August 26, 2025, to August 25, 2026. As of December 31, 2025, Mitratel has conducted share buyback amounting to 131,491,800 shares or equivalent to Rp79 billion.

<u>Acquisition of entity under common control</u> 

Based on Notarial Deed of Shinta Dewi, S.H., No. 2 and No. 3 dated December 2, 2024, Mitratel entered into Share Purchase Agreement with PT Pembangunan Perumahan Infrastruktur ("PPIN") and Yayasan Kesejahteraan Karyawan Pembangunan Perumahan ("YKPP") for the acquisition of 100% shares of UMT. This transaction represents a business combination of entities under common control, where the ultimate controlling shareholder of both Mitratel and UMT is the Government. As a result of this transaction, Mitratel obtained control of UMT.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.** **Other important information (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Mitratel (continued)

<u>Acquisition of entity under common control (continued)</u>

The difference between the consideration transferred and the carrying amount of the investment acquired from this transaction has been recognized as Additional Paid-in Capital within the consolidated statements of changes in equity, with the following details:

Consideration paid 650 <br> Book value of UMT's equity at the acquisition date <u> (91)</u> <br> Difference in value of restructuring transactions of entites under common control 559

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. TDI

Based on Notarial Deed of Jimmy Tanal, S.H., M.Kn., No. 313 dated October 14, 2024, the shareholders of TDI approved the issuance of 8,050,000 new shares. Of these, TDE acquired 4,830,000 shares or amounting to Rp483 billion; Nxera ID Pte. Ltd. (formerly known as ST Dynamo ID Pte. Ltd.) acquired 2,817,500 shares or amounting to Rp282 billion; and PT Medco Power Indonesia acquired 402,500 shares or amounting to Rp40 billion.

Based on Notarial Deed of Jimmy Tanal, S.H., M.Kn., No. 238 dated December 22, 2025, the shareholders of TDI approved the issuance of 7,315,000 new shares. Of these, TDE acquired 4,620,000 shares or amounting to Rp462 billion and Nxera ID Pte. Ltd. acquired 2,695,000 shares or amounting to Rp270 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Ad Medika and its subsidiary

On March 4, 2026, Metra entered into a Conditional Sale and Purchase Agreement (CSPA) with Global Assistance and Healthcare (Singapore) Pte. Ltd. in relation to the planned divestment of its entire ownership interest in Ad Medika and its subsidiary. As of December 31, 2025, the divestment transaction has not yet been completed and control is still retained by the Company.

The major classes of assets and liabilities of Ad Medika and its subsidiary classified as held for sale as of December 31, 2025 are, as follows:

---

| | |
|:---|:---|
| **Assets** |  |
| Cash and cash equivalents | 413 |
| Trade receivables | 157 |
| Others (each below Rp100 billion) | 181 |
| **Assets held for sale** | **751** |
| **Liabilities** |  |
| Customer deposits | (247) |
| Others (each below Rp100 billion) | (219) |
| **Liabilities directly associated with the assets held for sale** | **(466)** |
| **Assets held for sale - net** | **285** |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**1.** **GENERAL (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**f.** **Completion and authorization for the issuance of the consolidated financial statements** 

The Company's management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Indonesian Financial Accounting Standards, which have been completed and authorized for issuance by the Directors of the Company on May 11, 2026.

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION** 

The Group consolidated financial statements have been prepared in accordance with Indonesian Financial Accounting Standards which includes Statements of Financial Accounting Standards ("Pernyataan Standar Akuntansi Keuangan" or "PSAK") and Interpretations of Financial Accounting Standards ("Interpretasi Standar Akuntansi Keuangan" or "ISAK") published by the Financial Accounting Standards Board of the Institute of Indonesian Chartered Accountants (Dewan Standar Akuntansi Keuangan Ikatan Akuntan Indonesia or "DSAK IAI") and Regulation No. VIII.G.7 of the Capital Market and Financial Institution Supervisory Agency ("Bapepam-LK") regarding the Presentation and Disclosure of Financial Statements of Issuers or Public Companies, enclosed in the decision letter KEP-347/BL/2012.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Basis of preparation of the consolidated financial statements** 

The consolidated financial statements, except for the consolidated statements of cash flows, are prepared on the accrual basis. The measurement basis used is historical cost, except for certain accounts which are measured using the basis mentioned in the relevant notes herein.

The consolidated statements of cash flows are prepared using the direct method and present the changes in cash and cash equivalents from operating, investing, and financing activities.

The reporting currency in the consolidated financial statements is the Indonesian Rupiah ("Rp") which is also the functional currency of the Group, except for subsidiaries whose functional currencies are the U.S. Dollar, Australian Dollar, Singapore Dollar, and Malaysian Ringgit.

Figures in the consolidated financial statements containing values under Rp1 billion and US$1 million are presented with zero.

**New accounting standards**

On January 1, 2025, the Group adopted the new and revised statement of financial accounting standards and interpretations of financial accounting standards effective from that date. Adjustments to the Group's accounting policies have been made as required, in accordance with the transitional provisions of the respective standards and interpretations. The adoption of the new and revised standards and interpretations did not result in major changes to the Group's accounting policies and had no material effect on the amounts reported for the current or prior financial year:

Amendment PSAK 221: Effect of Changes in Foreign Exchange Rate

This amendment clarifies the criteria for interchangeability between two currencies and requires disclosure of information that enables users of financial statements to understand the impact of a currency not being exchangeable. These amendments are not expected to have an impact to the Group's consolidated financial statement.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Basis of preparation of the consolidated financial statements (continued)** 

**Accounting standards issued but not yet effective (continued)**

<u>Effective January 1, 2026:</u>

Amendments to PSAK 109: Financial Instruments and PSAK 107: Financial Instruments: Disclosures 

These amendments provide clarifications regarding derecognition of financial liabilities settled through electronic payment systems, classification of financial assets, disclosures related to investments in equity instruments designated to be measured at fair value through other comprehensive income, and disclosures related to contractual requirements that modify the timing or amount of contractual cash flows.

This amendment regulates the consideration as a net buyer in applying the provisions of "own use". This amendment explains the application of hedge accounting if a contract that refers to weather-dependent electricity is designated as a hedging instrument, and this amendment requires disclosures so that users can understand the risks from contracts that refer to weather-dependent electricity.

This amendment is not expected to have a material impact on the consolidated financial statements.

PSAK 338 (Revised 2025): Business Combinations of Entities Under Common Control

The DSAK IAI has issued PSAK 338 (Revised 2025); Business Combinations of Entities Under Common Control. This revision covers the scope and application of the pooling of interest method and disposal in equity as the accounting concepts used in PSAK 338.

Key changes in this revision include the exclusion of investment entities from the scope of PSAK 338, as well as additional definitions for transferred business, receiving entity, and transferring entity. This revision also includes a reference to the carrying amount of the transferred business and the presentation of pre-combination business information when impracticality occurs in applying the pooling of interest method.

This amendment is expected to have no material impact on the consolidated financial statements.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Basis of preparation of the consolidated financial statements (continued)** 

**Accounting standards issued but not yet effective (continued)**

<u>Effective January 1, 2027:</u>

PSAK 118: Presentation and Disclosures in Financial Statements

DSAK IAI has issued PSAK 118: Presentation and Disclosures in Financial Statements, which supersedes PSAK 201: Presentation of Financial Statements. PSAK 118 introduces requirements for the presentation of key subtotals, including operating profit or loss, profit or loss before financing and income taxes, and net profit or loss. In addition, PSAK 118 requires that income and expenses be classified into the following categories: operating, investing, and financing, along with income taxes and discontinued operations.

PSAK 118 also addresses the disclosure of Management-defined Performance Measures ("MPM"), which are intended to communicate management's perspective on the entity's overall financial performance. The standard elaborates on the role of the primary financial statements and the notes to the financial statements, and sets out principles and requirements related to the aggregation and disaggregation of information. These principles apply both to the presentation within the financial statements and to the disclosures. The Group is currently assessing the potential impact of PSAK 118 on its consolidated financial statements.

PSAK 119: Subsidiaries Without Public Accountability: Disclosures

The Indonesian Financial Accounting Standards Board (DSAK IAI) has issued PSAK 119: *Subsidiaries Without Public Accountability: Disclosures*. PSAK 119 sets out disclosure requirements that may be applied by an entity as an alternative to the disclosure requirements in other PSAK. An entity may elect to apply this Standard in its consolidated, separate, or individual financial statements if, and only if, at the end of the reporting period, the entity is a subsidiary without public accountability whose parent prepares consolidated financial statements that are available to the public and comply with Indonesian Financial Accounting Standards (SAK). This amendment is not expected to have a material impact on the consolidated financial statements.

In November 2025, DSAK IAI issued amendments to PSAK 119. The amendments to PSAK 119 include:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. removal of application in separate financial statements by intermediate parent entities;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. removal of disclosure objectives related to financing, suppliers, shortages, or overages, Pillar Two model, classification and measurement of financial instruments, as well as long term loabilities with covenants;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. reduction of disclosure requirments related to supplier finance arrangements;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. removal of material that is guidance based and not disclosure requirements; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;v. replacement of management defined performance measure disclosures with a cross reference to PSAK 118.

These amendments are not expected to have material impact on the consolidated financial statements.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Principles of consolidation** 

The consolidated financial statements consist of the financial statements of the Company and the subsidiaries over which it has control. Control is achieved when the Group is exposed, or has rights, to variable returns from its involvement with the investee and has the ability to affect those returns through its power over the investee. Specifically, the Group controls an investee if and only if the Group has power over the investee, exposure, or rights, to variable returns from its involvement with the investee, and the ability to use its power over the investee to affect its returns.

Generally, there is a presumption that a majority of voting rights results in control. To support this presumption and when the Group has less than a majority of the voting or similar rights of an investee, the Group considers all relevant facts and circumstances in assessing whether it has power over an investee, including:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. the contractual arrangement with the other vote holders of the investee;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. rights arising from other contractual arrangements; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. the Group's voting rights and potential voting rights.

The Group re-assesses whether it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements of control. Consolidation of a subsidiary begins when the Group obtains control over the subsidiary and ceases when the Group loses control over the subsidiary. Assets, liabilities, income, and expenses of a subsidiary acquired or disposed of during the year are included in the consolidated statements of financial position and the consolidated statements of profit or loss and other comprehensive income from the date the Group gains financial control until the date the Group ceases to control the subsidiary.

Profit or loss and each component of other comprehensive income ("OCI") are attributed to the equity holders of the Company and to the non-controlling interests, even if this results in the non-controlling interests having a deficit balance.

All intra-Group assets and liabilities, equity, revenue and expenses, and cash flow relating to transactions within Group are fully eliminated on consolidation.

In case of loss of control over a subsidiary, the Group:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. derecognizes the assets (including goodwill) and liabilities of the subsidiary at the carrying amounts on the date when it loses control;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. derecognizes the carrying amounts of any non-controlling interests of its former subsidiary on the date when it loses control;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. recognizes the fair value of the consideration received (if any) from the transaction, events, or condition that caused the loss of control;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. recognizes the fair value of any investment retained in the subsidiary at fair value on the date of loss of control; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;v. recognizes any surplus or deficit in profit or loss that is attributable to the Group.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Transactions with related parties** 

The Group has transactions with related parties. The definition of related parties used is in accordance with the Bapepam-LK's Regulation No. VIII.G.7 regarding the Presentations and Disclosures of Financial Statements of Issuers or Public Companies, enclosed in the decision letter No. KEP-347/BL/2012. The party which is considered a related party is a person or entity that is related to the entity that is preparing its financial statements.

Under the Regulation of Bapepam-LK No. VIII.G.7, a government-related entity is an entity that is controlled, jointly controlled or significantly influenced by the government. Government in this context is the Minister of Finance or the Local Government, as the shareholder of the entity.

Key management personnel are identified as the persons having authority and responsibility for planning, directing, and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of the Group. The related party status extends to the key management of the subsidiaries to the extent they direct the operations of subsidiaries with minimal involvement from the Company's management.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Business combinations and goodwill** 

Business combination is accounted for using the acquisition method. The consideration transferred is measured at fair value, which is the aggregate of the fair value of the assets transferred, liabilities incurred or assumed, and the equity instruments issued in exchange for control of the acquiree. For each business combination, non-controlling interest is measured at fair value or at the proportionate share of the acquiree's identifiable net assets. The measurement basis is selected on a transaction-by-transaction basis. Acquisition-related costs are expensed as incurred. The acquiree's identifiable assets and liabilities are recognized at their fair values at the acquisition date.

Goodwill is initially measured at cost, which represents the excess of the aggregate consideration transferred and the amount recognized for non-controlling interests, and any previous interest held, over the net identifiable assets acquired and liabilities assumed. If the fair value of the acquired net assets exceeds the aggregate consideration transferred, the Group re-assesses whether it has correctly identified all of the assets acquired and all of the liabilities assumed, and reviews the procedures used to measure the amounts to be recognized at the acquisition date. If the re-assessment still results in an excess of the fair value of net assets acquired over the aggregate consideration transferred, then the gain is recognized in profit or loss.

Any contingent consideration to be transferred by the acquirer will be recognized at fair value at the acquisition date. Contingent consideration classified as equity is not remeasured and its subsequent settlement is accounted for within equity. Contingent consideration classified as an asset or liability that is a financial instrument and within the scope of PSAK 109, is measured at fair value with the changes in fair value recognized in the statement of profit or loss in accordance with PSAK 109. Other contingent consideration that is not within the scope of PSAK 109 is measured at fair value at each reporting date with changes in fair value recognized in profit or loss.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Business combinations and goodwill (continued)** 

If the initial accounting for a business combination is incomplete by the end of the reporting period in which the combination occurs, the Group shall report in its consolidated financial statements provisional amounts for the items for which the accounting is incomplete. During the measurement period, the Group shall retrospectively adjust the provisional amounts recognized at the acquisition date to reflect new information obtained about facts and circumstances that existed as of the acquisition date and, if known, would have affected the measurement of the amounts recognized as of that date. The measurement period ends immediately after the Company receives the information about the facts and circumstances that existed at the acquisition date or learns that additional information cannot be obtained. However, the measurement period must not exceed one year from the date of acquisition.

In a business combination achieved in stages, the acquirer remeasures its previously held equity interest in the acquiree at its acquisition-date fair value and recognizes the resulting gain or loss, if any, in profit or loss.

Based on PSAK 338: Business Combination of Entities Under Common Control, the transfer of assets, liabilities, shares or other ownership instruments among the companies under common control would not result in a gain or loss for the Company or individual entity in the same group. Since the restructuring transaction between entities under common control does not result in a change of the economic substance of the ownership of assets, liabilities, shares, or other instruments of ownership, which are exchanged, assets or liabilities transferred are recorded at book value using the pooling-of-interests method.

In applying the pooling-of-interests method, the components of the financial statements for the period during the restructuring occurred must be presented in such a manner as if the restructuring has occurred since the beginning of the earliest period presented. The excess of consideration paid or received over the carrying value of interest acquired, net of income tax, is directly recognized to equity and presented as "Additional Paid-in Capital" under the equity section of the consolidated statements of financial position.

At the initial application of PSAK 338, all balances of the Difference In Value of Restructuring Transactions of Entities under Common Control was reclassified to "Additional Paid-in Capital" in the consolidated statements of financial position.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.** **Cash and cash equivalents** 

Cash and cash equivalents in the consolidated statements of financial position comprise cash in banks and on hand and short-term highly liquid deposits with a maturity of three months or less, that are readily convertible to a known amount of cash and subject to an insignificant risk of changes in value.

Time deposits with maturities of more than three months but not more than one year are presented as part of "Other current financial assets" in the consolidated statements of financial position.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**f.** **Inventories** 

Inventories consist of Subscriber Identification Module ("SIM") cards, and prepaid vouchers which are expensed upon sale.

Inventories are valued at the lower of cost and net realizable value. Net realizable value is determined by either estimating the selling price in the ordinary course of business, less estimated cost to sell or determining the prevailing replacement costs.

The costs of inventories consist of the purchase price, import duties, other taxes, transport, handling, and other costs directly attributable to their acquisition.

Cost is determined using the weighted average method.

The amounts of any write-down of inventories below cost to net realizable value and all losses of inventories are recognized as an expense in the period in which the write-down or loss occurs. The amount of any reversal of any write-down of inventories, arising from an increase in net realizable value, is recognized as a reduction in the amount of general and administrative expenses in the year in which the reversal occurs.

Provision for obsolescence is primarily based on the estimated forecast of future usage of these inventory items.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**g.** **Prepaid expenses** 

Prepaid expenses are amortized over their future beneficial periods using the straight-line method. Prepaid expenses are presented in the consolidated statements of financial position as part of other current assets and other non-current assets.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**h.** **Non-current assets held for sale** 

Assets (or disposal groups) are classified as assets held for sale when their carrying amount will be recovered principally through a sale transaction rather than through continuing use, and the sale is highly probable. These assets are measured at the lower of their carrying amount and fair value less costs to sell.

An asset (or disposal group) is considered available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such assets (or disposal groups), and its sale must be highly probable.

The assets (or disposal groups) classified as held for sale are presented separately from the other assets in the consolidated statements of financial position. The liabilities of disposal group classified as held for sale are presented separately from the other liabilities in the consolidated statements of financial position.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**i.** **Intangible assets** 

Intangible assets are recognized if it is highly probable that the expected future economic benefits that are attributable to each asset will flow to the Group, and the cost of the asset can be reliably measured.

Intangible assets are stated at cost less accumulated amortization and impairment losses (if any). Intangible assets are amortized over their estimated useful lives. The amortization period and the amortization method for an intangible asset with a finite useful life are reviewed at least at the end of the reporting period. The Group estimates the recoverable value of its intangible assets. When the carrying amount of an intangible asset exceeds its estimated recoverable amount, the asset is written down to its estimated recoverable amount.

Intangible assets except goodwill, are amortized using the straight-line method, based on the estimated useful lives of the intangible assets as follows:

---

| | |
|:---|:---|
|  | **Years** |
| Software | 3-6 |
| License | 3-20 |
| Other intangible assets | 3-30 |

---

Intangible assets are derecognized on disposal, or when no further economic benefits are expected, either from further use or from disposal. The difference between the carrying amount and the net proceeds received from disposal is recognized in the consolidated statements of profit or loss and other comprehensive income.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**j.** **Property and equipment** 

Property and equipment are stated at cost less accumulated depreciation, and impairment losses (if any).

The cost of an item of property and equipment includes: (a) purchase price; (b) any costs directly attributable to bringing the asset to its location and condition; and (c) the initial estimate of the costs of dismantling and removing the item and restoring the site on which it is located. Each part of an item of property and equipment with a cost that is significant in relation to the total cost of the item is depreciated separately.

Property and equipment, except land rights, are depreciated using the straight-line method based on the estimated useful lives of the assets as follows:

---

| | |
|:---|:---|
|  | **Years** |
| Buildings | 10-50 |
| Leasehold improvements | 3-10 |
| Switching equipment | 3-15 |
| Telegraph, telex, and data communication equipment | 15 |
| Transmission installation and equipment | 3-40 |
| Satellite, earth station, and equipment | 4-20 |
| Cable network | 3-25 |
| Drop cable | 5 |
| Power supply | 4-25 |
| Data processing equipment | 4-20 |
| Other telecommunication peripherals | 3-5 |
| Office equipment | 2-5 |
| Vehicles | 4-8 |
| Other equipment | 2-5 |

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**j.** **Property and equipment (continued)** 

Significant expenditures related to leasehold improvements are capitalized and depreciated over the lease term.

The depreciation method, useful life, and residual value of an asset are reviewed at least at each financial year-end and adjusted, if appropriate. The residual value of an asset is the estimated amount that the Group would currently obtain from disposal of the asset, after deducting the estimated costs of disposal, if the asset is already of the age and in the condition expected at the end of its useful life.

Property and equipment acquired in exchange for a non-monetary asset or for a combination of monetary and non-monetary assets are measured at fair value unless, (i) the exchange transaction lacks commercial substance; or (ii) the fair value of neither the asset received, nor the asset given up is measured reliably.

Major spare parts and standby equipment that are expected to be used for more than 12 months are recorded as part of property and equipment.

When assets are retired or otherwise disposed of, their cost and the related accumulated depreciation are derecognized from the consolidated statements of financial position and the resulting gains or losses on the disposal or sale of the property and equipment are recognized in the consolidated statements of profit or loss and other comprehensive income.

Certain computer hardware cannot be used without the availability of certain computer software. In such circumstance, the computer software is recorded as part of the computer hardware. If the computer software is independent from its computer hardware, it is recorded as part of intangible assets.

The cost of maintenance and repairs are charged to the consolidated statements of profit or loss and other comprehensive income as incurred. Significant renewals and improvements are capitalized to related property and equipment account.

The Group recognizes the cost of replacing part of a property and equipment in the carrying amount of the property and equipment, and derecognizes the carrying amount of the replaced part of the asset.

Property under construction is stated at cost less impairment (if any), until the construction is completed, at which time it is reclassified to the property and equipment account to which it relates. During the construction period and until the property is ready for its intended use or sale, borrowing costs, which include interest expense and foreign currency exchange differences incurred on loans obtained to finance the construction of the asset, as long as it meets the definition of a qualifying asset are, capitalized in proportion to the average amount of accumulated expenditures during the period. Capitalization of borrowing cost ceases when the construction is completed, and the asset is ready for its intended use or sale.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**k.** **Leases** 

The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. The lease term corresponds to the non-cancellable period of each contract, except in cases where the Group is reasonably certain of exercising renewal options contractually foreseen.

The Group has made use of the package of practical expedients available within PSAK 116, which among other things:

● the use of a single discount rate to a portfolio of leases with reasonably similar characteristics;

● the accounting for operating leases with a remaining lease term of less than 12 months as short-term leases;

● the exemption of initial direct costs for the measurement of the right-of-use asset ("ROU") as short-term leases;

● the use of hindsight in determining the lease term where the contract contains options to extend or terminate the lease;

● not separating non-lease components from lease components, and instead, account for both as a single lease component; and

● not recognizing a lease liability and a ROU asset for leases where the underlying assets are low-value assets (i.e. underlying assets with a maximum value of US$5,000 or Rp50 million when it is new).

The Group applies the definition of a lease and related guidance set out in PSAK 116 to all lease contracts.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Group as lessee

The Group applies a single recognition and measurement approach for all leases, except for short-term leases and leases of low-value assets. The Group recognizes lease liabilities to make lease payments and ROU assets representing the right to use the underlying assets.

The Group recognizes ROU assets at the commencement date of the lease. ROU assets are measured at cost, less any accumulated amortization and impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of ROU assets includes the amount of lease liabilities recognized, initial direct costs incurred, restoration costs and lease payments made at or before the commencement date less any lease incentives received.

ROU assets are amortized on a straight-line basis over the shorter of the lease term and the estimated useful lives of the assets, as follows:

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| | |
|:---|:---|
| | **Years** |
| Land rights | 1-33 |
| Buildings | 1-30 |
| Transmission installation and equipment | 1-25 |
| Vehicles | 1-6 |
| Others | 1-6 |

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**k.** **Leases (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Group as lessee (continued)

If ownership of the ROU asset transfers to the Group at the end of the lease term or the cost reflects the exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset. The ROU assets are subject to impairment in accordance with PSAK 236: Impairment of Assets.

<u>Lease liabilities</u> 

At the commencement date of the lease, the Group recognizes lease liabilities measured at the present value of lease payments to be made over the lease term. The lease payments include fixed payments (including in substance fixed payments) less any lease incentives receivable, variable lease payments that depend on an index or a rate, and amounts expected to be paid under residual value guarantees. The lease payments also include the exercise price of a purchase option reasonably certain to be exercised by the Group and payments of penalties for terminating the lease, if the lease term reflects the Group exercising the option to terminate. Variable lease payments that do not depend on an index or a rate are recognized as expenses in the period in which the event or condition that triggers the payment occurs.

In calculating the present value of lease payments, the Group uses its incremental borrowing rate at the lease commencement date because the interest rate implicit in the lease is not readily determinable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term, a change in the lease payments, or a change in the assessment of an option to purchase the underlying asset.

Short-term leases with a duration of less than 12 months and low-value assets leases, as well as those lease elements, partially or totally not complying with the principles of recognition defined by PSAK 116 will be treated similarly to operating leases. The Group will recognize those lease payments on a straight-line basis over the lease term in the consolidated statements of profit or loss and other comprehensive income.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. The Group as lessor

Under PSAK 116, a lessor continues to classify leases as either finance leases or operating leases and account for those two types of leases differently. Leases in which the Group transfers substantially all the risks and rewards incidental to ownership of an asset are classified as finance leases, otherwise it will be classified as operating leases. Lease classification is made at the inception date and is reassessed only if there is a lease modification.

At the commencement date, the Group recognizes assets held under a finance lease at an amount equal to the net investment in the lease and present it as finance lease receivable. The net investment in the lease includes fixed payments (including in substance fixed payments) less any lease incentives receivable, variable lease payments that depend on an index or a rate, and residual value guarantees provided to the lessor by the lessee. The lease payments also include the exercise price of a purchase option reasonably certain to be exercised by the lessee and payments of penalties for terminating the lease, if the lease term reflects the Group exercising the option to terminate.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**k.** **Leases (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. The Group as lessor (continued)

As required by PSAK 109, an allowance for expected credit loss has been recognized on the finance lease receivables and presented under "Other receivables" (Note 8).

Rental income arising from operating leases is accounted for on a straight-line basis over the lease terms and is included in revenue in the consolidated statements of profit or loss and other comprehensive income due to its operating nature. Initial direct costs incurred in negotiating and arranging an operating lease are added to the carrying amount of the underlying asset and recognized over the lease term on the same basis as rental income. Contingent rents are recognized as revenue in the period in which they are earned.

If an arrangement contains lease and non-lease components, the Group applies PSAK 115 Revenue from Contracts with Customers to allocate the consideration in the contract. Revenue arising from operating lease is recorded as revenue from lessor transactions (Note 2o).

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**l.** **Deferred charges - land rights** 

Costs incurred to process the initial legal land rights are recognized as part of the property and equipment and are not amortized. Costs incurred to process the extension or renewal of legal land rights are deferred and amortized using the straight-line method over the shorter of the legal term of the land rights or the economic life of the land.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**m.** **Borrowings** 

Borrowings are recognized initially at fair value, net of transaction costs incurred. Borrowings are subsequently carried at amortized cost; any difference between the proceeds (net of transaction costs) and the redemption value is recognized in the consolidated statements of profit or loss and other comprehensive income over the period of the borrowings using the effective interest method.

Fees paid on obtaining loan facilities are recognized as transaction costs of the loan to the extent that it is probable that some or all of the facilities will be drawn down. In this case, the fee is deferred until the drawdown occurs. To the extent there is no evidence that it is probable that some or all of the facilities will be drawn down, the fee is capitalized as a prepayment for liquidity services and amortized over the period of the facilities to which it relates.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**n.** **Foreign currency translations** 

Transactions in foreign currencies are translated into Indonesian Rupiah at the Reuters' mid rates of exchange prevailing at transaction date. At the consolidated statements of financial position dates, monetary assets and liabilities denominated in foreign currencies are translated into Indonesian Rupiah based on the buy and sell rates quoted by Reuters prevailing at the consolidated statements of financial position dates, as follows (in full amount):

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| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | **Buy** | **Sell** | **Buy** | **Sell** |
| British Pound ("GBP") 1 | 22386 | 22401 | 20198 | 20212 |
| United States Dollar ("US$") 1 | 16672 | 16681 | 16090 | 16100 |
| Australian Dollar ("AU$") 1 | 11136 | 11149 | 9995 | 10009 |
| Singapore Dollar ("SGD") 1 | 12960 | 12969 | 11815 | 11829 |
| New Taiwan Dollar ("TWD") 1 | 530.38 | 531.21 | 490.07 | 490.52 |
| Euro ("EUR") 1 | 19541 | 19556 | 16761 | 16775 |
| Japanese Yen ("JPY") 1 | 106.45 | 106.52 | 103.02 | 103.11 |
| Malaysian Ringgit ("MYR") 1 | 4101 | 4111 | 3591 | 3601 |
| Hong Kong Dollar ("HKD") 1 | 2142 | 2143 | 2072 | 2074 |
| Myanmar Kyat ("MMK") 1 | 7.91 | 7.97 | 7.64 | 7.69 |

---

The result of foreign exchange gains or losses, realized and unrealized, are credited or charged to the consolidated statements of profit or loss and other comprehensive income of the current year, except for foreign exchange differences incurred on borrowings during the construction of qualifying assets which are capitalized to the extent that the borrowings can be attributed to the construction of those qualifying assets (Note 2i).

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**o.** **Revenue and expense recognition** 

<u>Revenue from contract with customers</u>

PSAK 115 establishes a comprehensive framework to determine how, when, and how much revenue is to be recognized. The standard provides a single principles-based five-step model for the determination and recognition of revenue to be applied to all contracts with customers. The standard also provides specific guidance requiring certain types of costs to obtain and/or fulfill a contract to be capitalized and amortized on a systematic basis that is consistent with the transfer to the customer of the goods or services to which the capitalized cost relates.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**o.** **Revenue and expense recognition (continued)** 

<u>Revenue from contract with customers (continued)</u>

Below is the summary of the Group's revenue recognition accounting policy for each revenue stream:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Data, Internet and IT Service

Revenues from data communication and internet are recognized based on service activity and performance which are measured by the duration of internet usage or based on the fixed amount of charges depending on the arrangements with customers. Revenues from sales, installation and implementation of computer software and hardware, computer data network installation service and installation are recognized when the goods and/or services are delivered to customers or the installation takes place. Revenue from computer software development service is recognized using the percentage-of completion method.

For services sold in bundled plan/solution, total consideration is allocated to performance obligations based on stand-alone selling price for each of the product and/or service. The Group estimates the stand-alone selling price using the price enacted if the services are sold on a stand-alone basis. Most bundled plans/solution sold by the Group only include services which are generally satisfied over the same period of time. Therefore, the revenue recognition pattern is generally not impacted by the allocation.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. IndiHome

Revenues from IndiHome service are derived from customer who subscribes to internet services or to bundled package with combination of consumer service (i.e. telephone, internet and data, and paid TV). Those services are offered on a postpaid basis and billed in the following month. The Group applies terms and conditions that requires the customer to pay substantive early termination penalty if the customer's contract is ended at the customer's request and/or fault within the first 12 months after the service is activated. After the initial 12-month period, the customer can decide to stop subscribing in accordance with the applicable terms and conditions without incurring any penalties. In accordance with PSAK 115, the contract period is 12 months, which is then followed by a monthly contract.

All IndiHome services are recognized using the output method based on the customer's actual usage or time elapsed basis as the customer simultaneously receives and consumes the benefits provided by the Group.

Customers are required to pay an upfront fee at the commencement of the contract. The upfront fee is considered to be a material right because the customer is not required to pay an upfront fee when the customer renews the service beyond the original contract period. The Group values the renewal option in the amount of the consideration received from the upfront fee for the installation service. The Group defers the amount of renewal option as contract liabilities and recognizes it as revenue on a straight-line basis over the expected customer life. The Group estimates the expected customer life based on the historical information and customer trends and updates the evaluation on an annual basis.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**o.** **Revenue and expense recognition (continued)** 

<u>Revenue from contract with customers (continued)</u>

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Interconnection

Revenue from interconnection is mainly comprises of interconnections service or other telecommunications carriers' subscriber calls to the Group's subscribers (incoming call), calls between other telecommunications carriers' subscribers through the Group's network (transit), and network service with other telecommunications carriers. All of these services are recognized based on the output method using the basis of the actual recorded traffic for the month.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. SMS, Fixed and Cellular Voice

Services are offered on postpaid or prepaid basis. For prepaid services, initial package sales (also known as SIM cards and initial charging vouchers) and top-up vouchers are initially recognized as contract liabilities. The Group recognizes contract assets for the services from postpaid customers that have not been billed.

Those services revenues are recognized based on output method, either per actual usage or allowance unit used (if the services are sold in plan basis), because the customer simultaneously receives and consumes the benefits provided by the Group.

For services sold in bundled plan, total consideration is allocated to performance obligations based on stand-alone selling price for each of the product and/or service. The Group estimates the stand-alone selling price using the price enacted if the services are sold on a stand-alone basis. Most bundled plans sold by the Group only include services which are generally satisfied over the same period of time. Therefore, the revenue recognition pattern is generally not impacted by the allocation.

The consideration that is received is allocated between the telecommunication services sold and the points issued, with the consideration allocated to points that are equal to its fair value. The fair value of the points that are issued is deferred and recognized as revenue when the points are redeemed, expired, or when the program is terminated.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;v. Network and Other Telecommunication Services

Revenues from network consist of revenues from leased lines and satellite transponder leases which are recognized over the period in which the services are rendered. Revenues from other telecommunications equipments or services are recognized when other telecommunications equipments or services are rendered to customers.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**o.** **Revenue and expense recognition (continued)** 

<u>Contract assets</u>

A contract asset is initially recognized for revenue earned from delivery of goods or services because the receipt of consideration is conditional on certain milestones or upon completion of the project. Upon completion of the milestones or the project, the amount recognized as contract assets is reclassified to trade receivables.

Refer to accounting policies on impairment of financial assets in section 2.r.i. Financial instruments - initial recognition and subsequent measurement.

<u>Contract liabilities</u>

A contract liability is recognized if a payment is received or a payment is due (whichever is earlier) from a customer before the Group transfers the related goods or services. Contract liabilities are recognized as revenue when the Group performs under the contract (i.e., transfers control of the related goods or services to the customer).

<u>Incremental cost of obtaining and cost of fulfilling contract</u>

The incremental costs of obtaining/fulfilling contracts with customers, which principally are comprised of sales commissions and contract fulfilment costs, are initially recognized on the consolidated statements of financial position as contract costs. These costs are subsequently amortized on a systematic basis that is consistent with the period and pattern of transfer to the customer of the related products or services. Costs that do not qualify as costs of obtaining/fulfilling contract with customers are expensed as incurred or in accordance with other relevant standards.

At the end of each reporting year, the Group evaluates whether there is an indication that capitalized contract costs may be impaired. An impairment exists when the carrying amount of the contract costs exceeds the amount expected to be received in exchange for goods and services. When impairment exists, an impairment loss is recognized in consolidated statements of profit or loss and other comprehensive income.

<u>Revenue from lessor transactions</u>

Revenue from lessor transactions comprises of revenue from telecommunication tower operating leases and other rental. Rental income is recognized on a straight-line basis over the lease term and is included in revenue in the statements of profit or loss due to its operating nature.

<u>Expenses</u>

Expenses are recognized as they are incurred.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**p.** **Employee benefits** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Short-term employee benefits

All short-term employee benefits which consist of salaries and related benefits, vacation pay, incentives and other short-term benefits are recognized as expense on undiscounted basis when employees have rendered service to the Group.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Post-employment benefit plans and other long-term employee benefits

Post-employment benefit plans consist of funded and unfunded defined benefit pension plans, defined contribution pension plan, other post-employment benefits, post-employment health care benefit plan, defined contribution health care benefit plan and obligations under the Labor Law.

Other long-term employee benefits consist of Long Service Awards ("LSA"), Long Service Leave ("LSL"), and pre-retirement benefits.

The cost of providing benefits under post-employment benefit plans and other long-term employee benefits calculation is performed by an independent actuary using the projected unit credit method.

The net obligations in respect of the defined pension benefit plans and post-retirement health care benefit plan are calculated at the present value of estimated future benefits that the employees have earned in return for their service in the current and prior periods less the fair value of plan assets. The present value of the defined benefit obligation is determined by discounting the estimated future cash outflows using interest rates of Government bonds that are denominated in the currencies in which the benefits will be paid and that have terms to maturity approximating the terms of the related retirement benefit obligation. Government bonds are used as there are no deep markets for high quality corporate bonds.

Plan assets are assets owned by defined benefit pension plan and post-retirement health care benefits plan as well as qualifying insurance policy. The assets are measured at fair value as of reporting dates. The fair value of qualifying insurance policy is deemed to be the present value of the related obligations (subject to any reduction required if the amounts receivable under the insurance policies are not recoverable in full).

Remeasurement, comprising of actuarial gains and losses, the effect of the asset ceiling (excluding amounts included in net interest on the net defined benefit liability (asset) and the return on plan assets (excluding amounts included in net interest on the net defined benefit liability (asset)) are recognized immediately in the consolidated statements of financial position with a corresponding debit or credit to retained earnings through OCI in the period in which they occur. Remeasurements are not reclassified to profit or loss in subsequent periods.

Past service costs are recognized immediately in profit or loss on the earlier of:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) the date of plan amendment or curtailment ; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) the date that the Group recognized restructuring-related costs.

Net interest is calculated by applying the discount rate to the net defined benefit liabilities or assets.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**p.** **Employee benefits (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Post-employment benefit plans and other long-term employee benefits (continued)

Gains or losses on curtailment are recognized when there is a commitment to make a material reduction in the number of employees covered by a plan or when there is an amendment of defined benefit plan terms such as that a material element of future services to be provided by current employees will no longer qualify for benefits, or will qualify only for reduced benefits.

Gains or losses on settlement are recognized when there is a transaction that eliminates all further legal or constructive obligation for part, or all of the benefits provided under a defined benefit plan (other than the payment of benefit in accordance with the program and included in the actuarial assumptions).

For defined contribution plans, the regular contributions constitute net periodic costs for the period in which they are due and, as such, are included in "personnel expenses" as they become payable.

The Group attributed benefits under the defined benefit plan's benefit formula to periods of service from the date when employee service first leads to benefits under the plan until the date when further employee service will lead to no material amount of further benefits under the plan.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Early retirement benefit

Early retirement benefits are accrued at the time the Group makes a commitment to provide early retirement benefits as a result of an offer made in order to encourage voluntary resignation. A commitment to a termination arises when, and only when a detailed formal plan for the early retirement cannot be withdrawn.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**q.** **Taxes** 

<u>Income tax</u>

Current and deferred income taxes are recognized as income or expense and included in the consolidated statements of profit or loss and other comprehensive income, except to the extent that the income tax arises from a transaction or event which is recognized directly in equity, in which case, the income tax is recognized directly in equity.

Current income tax assets and liabilities are measured at the amounts expected to be recovered or paid by using the tax rates and tax laws that have been enacted or substantively enacted at each reporting date. Management periodically evaluates positions taken in Annual Tax Returns ("*Surat Pemberitahuan Tahunan*"/"*SPT Tahunan*") with respect to situations in which applicable tax regulation is subject to interpretation. Where appropriate, management establishes provisions based on the amounts expected to be paid to the Tax Authorities.

<u>Tax assessments</u>

Amendment to taxation obligation is recorded when an assessment letter ("*Surat Ketetapan Pajak*" or "SKP") is received or, if appealed against, when the results of the appeal have been determined. The additional taxes and penalty imposed through SKP are recognized as revenue or expense in the current year profit or loss, unless objection/appeal is taken. The additional taxes and penalty imposed through SKP are deferred as long as they meet the asset recognition criteria.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**q.** **Taxes (continued)** 

<u>Deferred tax</u>

The Group recognizes deferred tax assets and liabilities for temporary differences between the financial and tax bases of assets and liabilities at each reporting date. The Group also recognizes deferred tax assets resulting from the recognition of future tax benefits, such as the benefit of tax losses carried forward to the extent their future realization is probable. Deferred tax assets and liabilities are measured using enacted or substantively enacted tax rates and tax laws at each reporting date which are expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled.

The carrying amount of deferred tax assets is reviewed at each reporting date and reduced if it is no longer probable that sufficient taxable profit will be available to compensate part, or all of the benefits of deferred tax assets. Unrecognized deferred tax assets are re-assessed at each reporting date and recognized if it is probable that future taxable profits will be available for recovery. Tax deductions arising from the reversal of deferred tax assets are excluded from estimates of future taxable income.

Deferred tax transactions which are recognized outside profit or loss. Therefore, deferred taxes on these transactions are recognized either in other comprehensive income or recognized directly in equity.

Deferred tax assets and liabilities are offset in the consolidated statements of financial position, if and only if it has a legally enforceable right to set off current tax assets and liabilities and the deferred tax assets and liabilities relate to income taxes levied by the same Tax Authority on either the same taxable entity or different taxable entities which intend either to settle current tax liabilities and assets on a net basis, or to realize the assets and settle the liabilities simultaneously, in each future period in which significant amounts of deferred tax assets or liabilities are expected to be recovered or settled.

<u>Value added tax ("VAT")</u>

Revenues, expenses and assets are recognized net of the VAT amount except:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. VAT arising from the purchase of assets or services that cannot be credited by the Tax Office, which VAT is recognized as part of the acquisition cost of the asset or as part of the applied expenses; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Receivables and payables are presented including the amount of VAT.

<u>Uncertainty over income tax treatments</u>

ISAK 123: Uncertainty Over Income Tax Treatments stated that the recognition and measurement of tax assets and liabilities that contain uncertainty over income tax are determined by considering whether to be treated separately or together, the assumptions used in the examination of tax treatments by the Tax Authorities, consideration the probability that the Tax Authorities will accept uncertain tax treatment and re-consideration or estimation if there is a change in facts and circumstances.

If the acceptance of the tax treatment by the Tax Authorities is probable, the measurement is in line with income tax fillings. If the acceptance of the tax treatment by the Tax Authorities is not probable, the Group measures its tax balances using the method that provides the better prediction of resolution (i.e. most likely amount or expected value).

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**q.** **Taxes (continued)** 

<u>Final tax</u>

Indonesian tax regulations impose final tax on several types of transactions based on the gross value of the transaction. Therefore, final tax which is charged based on such transaction remains subject to tax even though the taxpayer incurred a loss on the transaction.

The final tax is scoped out from PSAK 212: Income Tax. Final tax on construction services and leases are presented as part of "Other income - net".

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**r.** **Financial instruments** 

The Group classifies financial instruments into financial assets and financial liabilities. A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Financial assets

<u>Initial recognition and measurement</u>

Financial assets are classified, at initial recognition, and subsequently measured at amortized cost, fair value through OCI ("FVTOCI"), and fair value through profit or loss ("FVTPL").

The classification of financial assets at initial recognition depends on the financial asset's contractual cash flow characteristics and the Group's business model for managing them. With the exception of trade receivables that do not contain a significant financing component or for which the Group has applied the practical expedient, the Group initially measures a financial asset at its fair value plus, in the case of a financial asset not at FVTPL, transaction costs. Trade receivables that do not contain a significant financing component or for which the Group has applied the practical expedient are measured at the transaction price determined under PSAK 115.

In order for a financial asset to be classified and measured at amortized cost or FVTOCI, it needs to give rise to cash flows that are Solely Payments of Principal and Interest ("SPPI") on the principal amount outstanding. This assessment is referred to as the solely payments of principal and interest test and is performed at an instrument level.

The Group's business model for managing financial assets refers to how it manages its financial assets in order to generate cash flows. The business model determines whether cash flows will result from collecting contractual cash flows, selling the financial assets, or both.

Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention in the marketplace (regular way trades) are recognized on the trade date, i.e., the date that the Group commits to sell the asset.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**r.** **Financial instruments (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Financial assets (continued)

<u>Subsequent measurement</u>

For purposes of subsequent measurement, financial assets are classified in four categories:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Financial assets at amortized cost (debt instruments)

The Group measures financial assets at amortized cost if both of the following conditions are met:

● The financial asset is held within a business model with the objective to hold financial assets in order to collect contractual cash flows; and

● The contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

Financial assets at amortized cost are subsequently measured using the effective interest rate ("EIR") method and are subject to impairment. Gains and losses are recognized in profit or loss when the asset is derecognized, modified or impaired. The Group's financial assets at amortized cost consist of cash and cash equivalents, trade and other receivables, other current financial assets, and other non-current assets.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Financial assets at FVTOCI with recycling of cumulative gains and losses (debt instruments)

The Group measures debt instruments at FVTOCI if both of the following conditions are met:

● The financial asset is held within a business model with the objective of both holding to collect contractual cash flows and selling; and

● The contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

For debt instruments at FVTOCI, interest income, foreign exchange revaluation, and impairment losses or reversals are recognized in the statements of profit or loss and computed in the same manner as for financial assets measured at amortized cost. The remaining fair value changes are recognized in OCI. Upon derecognition, the cumulative fair value change recognized in OCI is recycled to profit or loss.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Financial assets designated at FVTOCI with no recycling of cumulative gains and losses upon derecognition (equity instruments)

Upon initial recognition, the Group can elect to classify irrevocably its equity investments as equity instruments designated at FVTOCI when they meet the definition of equity under PSAK 232, Financial Instruments: Presentation and are not held for trading. The classification is determined on an instrument-by-instrument basis. Gains and losses on these financial assets are never recycled to consolidated statements of profit or loss and other comprehensive income. Dividends are recognized as other income in the statements of profit or loss when the right of payment has been established, except when the Group benefits from such proceeds as a recovery of part of the cost of the financial asset, in which case, such gains are recorded in OCI. Equity instruments designated at FVTOCI are not subject to impairment assessment. The Group's financial assets at this category consists of long-term investments in financial instruments.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**r.** **Financial instruments (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Financial assets (continued)

<u>Subsequent measurement (continued)</u>

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(d) Financial assets at FVTPL

Financial assets at FVTPL include financial assets held for trading, financial assets designated upon initial recognition at FVTPL, or financial assets mandatorily required to be measured at fair value. Financial assets are classified as held for trading if they are acquired for the purpose of selling or repurchasing in the near term. Derivatives, including separated embedded derivatives, are also classified as held for trading unless they are designated as effective hedging instruments. Financial assets with cash flows that do not meet the SPPI requirement are classified and measured at FVTPL, irrespective of the business model. Notwithstanding the criteria for debt instruments to be classified at amortized cost or at FVTOCI, as described above, debt instruments may be designated at FVTPL on initial recognition if doing so eliminates, or significantly reduces, an accounting mismatch.

Financial assets at FVTPL are carried in the consolidated statements of financial position at fair value with net changes in fair value recognized in the consolidated statements of profit or loss and other comprehensive income. The Group's financial assets at FVTPL consists of other long-term investments in financial instruments and other current financial assets.

<u>Expected credit losses ("ECL")</u>

The Group recognizes an allowance for ECL for all debt instruments not held at FVTPL. ECL are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the Group expects to receive, discounted at an approximation of the original effective interest rate. The expected cash flows will include cash flows from the sale of collateral held or other credit enhancements that are integral to the contractual terms.

ECL are recognized in two stages. For credit exposures for which there has not been a significant increase in credit risk since initial recognition, ECL are provided for credit losses that result from default events that are possible within the next 12-months (a 12-month ECL). For those credit exposures for which there has been a significant increase in credit risk since initial recognition, a loss allowance is required for credit losses expected over the remaining life of the exposure, irrespective of the timing of the default (a lifetime ECL).

For trade receivables and contract assets, the Group applies a simplified approach in calculating ECL. Therefore, the Group does not track changes in credit risk, but instead recognizes a loss allowance based on lifetime ECL at each reporting date. The Group has established an allowance for expected credit loss methodology that is based on its historical credit loss experience, adjusted for forward-looking factors specific to the debtors and the economic environment.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**2. SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**r.** **Financial instruments (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Financial assets (continued)

<u>Expected credit losses ("ECL") (continued)</u>

The Group considers a financial asset in default when contractual payments are 90 days past due. However, in certain cases, the Group may also consider a financial asset to be in default when internal or external information indicates that the Group is unlikely to receive the outstanding contractual amounts in full before taking into account any credit enhancements held by the Group. Trade receivables are written-off when there is a low possibility of recovering the contractual cash flow, after all collection efforts have been done and have been fully provided for allowance.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Financial liabilities

<u>Initial recognition and measurement</u>

Financial liabilities are classified, at initial recognition, as financial liabilities at fair value through profit or loss, loans and borrowings, payables or as derivatives designated as hedging instruments in an effective hedge, as appropriate.

All financial liabilities are recognized initially at fair value and, in the case of loan and borrowings and payables, net of directly attributable transaction costs.

The Group classifies its financial liabilities as: (a) financial liabilities at FVTPL or (b) financial liabilities measured at amortized costs.

The Group's financial liabilities include trade and other payables, accrued expenses, customer deposits, interest-bearing loans, and lease liabilities. Interest-bearing loans consist of short-term bank loans, bonds, and long-term bank loans.

<u>Subsequent measurement</u>

The measurement of financial liabilities depends on their classification, as described below:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Financial liabilities at FVTPL

Financial liabilities at FVTPL include financial liabilities held for trading and financial liabilities designated upon initial recognition as at FVTPL. Financial liabilities are classified as held for trading if they are incurred for the purpose of repurchasing in the near term. This category also includes derivative financial instruments entered into by the Group that are not designated as hedging instruments in hedge relationships. Separated embedded derivatives are also classified as held for trading unless they are designated as effective hedging instruments. Gains or losses on liabilities held for trading are recognized in the statements of profit or loss.

Financial liabilities designated upon initial recognition at FVTPL are designated at the initial date of recognition, and only if the criteria in PSAK 109 are satisfied. The Group has not designated any financial liability as at FVTPL.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**r.** **Financial instruments (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Financial liabilities (continued)

<u>Subsequent measurement (continued)</u>

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Financial liabilities measured at amortized cost

This is the category most relevant to the Group. After initial recognition, interest-bearing loans and other borrowings are subsequently measured at amortized cost using the EIR method. Gains and losses are recognized in profit or loss when the liabilities are derecognized as well as through the EIR amortization process. Amortized cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the EIR. The EIR amortization is included as finance costs in the statements of profit or loss. This category generally applies to interest-bearing loans and other borrowings. For more information, refer to Note 19.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Offsetting financial instruments

Financial assets and liabilities are offset and the net amount is reported in the consolidated statements of financial position when there is a legally enforceable right to offset the recognized amounts and there is an intention to settle them on a net basis, or realize the assets and settle the liabilities simultaneously. The right of offset must not be contingent on a future event and must be legally enforceable in all of the following circumstances:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) the normal course of business;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) the event of default; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) the event of insolvency or bankruptcy of the Group and all of the counterparties.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. Derecognition of financial instruments

The Group derecognizes a financial asset when the contractual rights to the cash flows from the financial asset expire, or when the Group transfers substantially all the risks and rewards of ownership of the financial asset.

The Group derecognizes a financial liability when the obligation specified in the contract is discharged or cancelled or has expired.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**s.** **Treasury stock** 

Reacquired the Company's shares of stock are accounted for at their reacquisition cost and classified as "Treasury Stock" and presented as a deduction in equity. The cost of treasury stock sold/transferred is accounted for using the weighted average method. No gain or loss is recognized in profit or loss on the acquisition, resale, issuance, or cancellation of the Group's equity instruments. Any difference between the carrying amount and consideration from future re-sale of treasury stocks, is recognized as part of additional paid-in-capital in the equity.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**t.** **Dividends** 

Dividend for distribution to the stockholders is recognized as a liability in the consolidated financial statements in the year in which the dividend is approved by the stockholders. The interim dividend is recognized as a liability based on the Directors' decision supported by the approval from the Board of Commissioners.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**u.** **Basic earnings per share and earnings per ADS** 

Basic earnings per share is computed by dividing profit for the year attributable to owners of the parent company by the weighted average number of shares outstanding during the year. Income per ADS is computed by multiplying the basic earnings per share by 100, the number of shares represented by each ADS.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**v.** **Segment information** 

The Group's segment information is presented based upon identified operating segments in accordance with PSAK 108: Operating Segment. An operating segment is a component of an entity:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. that engages in business activities from which it may earn revenues and incur expenses (including revenues and expenses relating to transactions with other components of the same entity);

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. whose operating results are regularly reviewed by the Group's Chief Operating Decision Maker ("CODM") i.e., the Directors, to make decisions about resources to be allocated to the segment and assess its performance; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. for which discrete financial information is available.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**w.** **Provisions** 

Provisions are recognized when the Group has present obligations (legal or constructive) arising from past events and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligations and the amount can be measured reliably.

Provisions for onerous contracts are recognized when the contract becomes onerous for the lower of the cost of fulfilling the contract and any compensation or penalties arising from failure to fulfill the contract.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**x.** **Impairment of non-financial assets** 

At the end of each reporting period, the Group assesses whether there is an indication that an non-financial assets may be impaired. These assets include property and equipment, current assets, and other non-current assets, including intangible assets. If such indication exists, the recoverable amount is estimated for the individual asset. If it is not possible to estimate the recoverable amount of the individual asset, the Group determines the recoverable amount of the Cash-Generating Unit ("CGU") to which the asset belongs ("the asset's CGU").

The recoverable amount of an asset (either individual asset or CGU) is the higher of the asset's fair value less costs to sell and its value in use ("VIU"). Where the carrying amount of the asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. In assessing the value in use, the estimated net future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

In determining fair value less costs to sell, recent market transaction prices are taken into account, if available. If no such transactions can be identified, the Group uses an appropriate valuation model to determine the fair value of the asset. These calculations are corroborated by multiple valuations or other available fair value indicators.

Impairment losses of continuing operations are recognized in the consolidated statements of profit or loss and other comprehensive income.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**x.** **Impairment of non-financial assets (continued)** 

At the end of each reporting period, the Group assesses whether there is any indication that previously recognized impairment losses for an asset, other than goodwill, may no longer exist or may have decreased. If such indication exists, the recoverable amount is estimated. A previously recognized impairment loss for an asset, other than goodwill, is reversed only if there has been a change in the assumptions used to determine the asset's recoverable amount since the last impairment loss was recognized. The reversal is limited such that the carrying amount of the asset does not exceed its recoverable amount, nor exceeds the carrying amount that would have been determined, net of depreciation, had no impairment been recognized for the asset in prior periods. Reversal of an impairment loss is recognized in consolidated statements of profit or loss and other comprehensive income.

Goodwill is tested for impairment annually and when circumstances indicate that the carrying value may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of each CGU (or group of CGUs) to which the goodwill relates. When the recoverable amount of the CGU is less than its carrying amount, an impairment loss is recognized. Impairment loss relating to goodwill cannot be reversed in future periods.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**y.** **Current and non-current classifications** 

The Group presents assets and liabilities in the statements of financial position based on current/ non-current classification. An asset is presented as current when it is:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. expected to be realized or intended to be sold, or consumed in the normal operating cycle;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. held primarily for the purpose of trading;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. expected to be realized within twelve months after the reporting period; or

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least twelve months after the reporting period.

Assets which do not meet above criteria are classified as non-current assets.

A liability is presented as current when:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. it is expected to be settled in the normal operating cycle;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. it is held primarily for the purpose of trading;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. it is due to be settled within twelve months after reporting period;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. there is no right by the end of reporting period to defer the settlement of the liability for at least twelve months after the reporting period.

The terms of liability that could, at the option of counterparty, result in its settlement by the issue of equity instruments do not affect its classification.

Liabilities which do not meet above criteria are classified as long-term liabilities.

Deferred tax assets and liabilities are classified as non-current assets and liabilities.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions** 

The preparation of the Group's consolidated financial statements requires management to make judgements, estimates, and assumptions that affect the reporting amounts of revenue, expenses, assets and liabilities, and the accompanying disclosures, and disclosures of contingent liabilities, at the end of the reporting period.

Uncertainty about these assumptions and estimates can produce results that require a material adjustment to the carrying amounts of assets and liabilities affected in the coming periods.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Judgements

The following judgements were made by management in applying the Group's accounting policies that have the most significant influence on the amounts recognized in the consolidated financial statements:

<u>Segment information</u>

For management purposes, the Group uses a business pillars-based as follows: Business to Customer ("B2C"), Business to Business Infrastructure ("B2B Infra"), Business to Business ICT ("B2B ICT"), International, and Others. The Group has determined the reportable segment reported based on, among others, the structure of the organization as well as the components of the Group whose operating results are regularly reviewed by CODM. The Group has determined that the Directors is the CODM, as it monitors the operating results of each segment separately for the purposes of resource allocation and performance assessment.

<u>Income taxes</u>

Uncertainties exist with respect to the interpretation of complex tax regulations, changes in tax laws, and the amount and timing of future taxable income could necessitate future adjustments to tax income and expense already recorded. Judgement is also involved in determining the provision for corporate income tax. There are certain transactions and computation for which the ultimate tax determination is uncertain during the ordinary course of business.

The Group recognizes liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the current and deferred income tax assets and liabilities in the year in which such determination is made.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Estimates and assumptions

Estimates and assumption are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are addressed below.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Retirement benefits

The present value of the retirement benefit obligations depends on a number of factors that are determined on an actuarial basis using a number of assumptions. The assumptions used in determining the net cost (income) for pensions include the discount rate and return on investment ("ROI"). Any changes in these assumptions will impact the carrying amount of the retirement benefit obligations.

The Group determines the appropriate discount rate at the end of each reporting period. This is the interest rate that should be used to determine the present value of estimated future cash outflows expected to be required to settle the obligations. In determining the appropriate discount rate, the Group considers the interest rates of Government bonds that are denominated in the currency in which the benefits will be paid and that have terms to maturity approximating the terms of the related retirement benefit obligations.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Estimates and assumptions (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Retirement benefits (continued)

If there is an improvement in the ratings of such Government bonds or a decrease in interest rates as a result of improving economic conditions, there could be a material impact on the discount rate used in determining the post-employment benefit obligations.

Other key assumptions for retirement benefit obligations are based in part on current market conditions. Additional information is disclosed in Notes 30 and 31.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Useful lives of property and equipment

The Group estimates the useful lives of its property and equipment based on expected asset utilization, considering strategic business plans, expected future technological developments, and market behavior. The estimates of useful lives of property and equipment are based on the Group's collective assessment of industry practice, internal technical evaluation, and experience with similar assets.

The Group reviews its estimates of useful lives at least each financial year-end and such estimates are updated if expectations differ from previous estimates due to changes in expectation of physical wear and tear, technical or commercial obsolescence, and legal or other limitations on the continuing use of the assets. The amounts of recorded expenses for any year will be affected by changes in these factors and circumstances. A change in the estimated useful lives of the property and equipment is a change in accounting estimates and is applied prospectively in profit or loss in the period of the change and future periods.

In 2025, the Company determined changes in the estimated useful lives for several assets owned by the Company are as follows:

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| | | | |
|:---|:---|:---|:---|
| <br>**Property and equipment**  | <br>**Asset class** | **Estimated**<br>**useful lives** <br>**(years)** | **Change in estimated**<br>**useful lives** <br>**(years)** |
| Cable network | Optical line terminal | 25 | 8 |
| Switching equipment | Switching equipment | 10-15 | 5-10 |
| Transmission installation, |  |  |  |
| &nbsp;&nbsp;and equipment | Terrestrial transmission | 10-15 | 8 |
| &nbsp;&nbsp;Satellite, earth station,<br>and equipment | &nbsp;&nbsp;IP Multimedia Subsystem<br> ("IMS") | 10-15 | 8 |

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&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Determining the lease term of contracts with renewal and termination options - Group as lessee

The Group determines the lease term as the non-cancellable term of the lease, together with any periods covered by an option to extend the lease if it is reasonably certain to be exercised, or any periods covered by an option to terminate the lease, if it is reasonably certain not to be exercised.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Estimates and assumptions (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Determining the lease term of contracts with renewal and termination options - Group as lessee (continued)

The Group has several lease contracts that include extension and termination options. The Group applies judgement in evaluating whether it is reasonably certain whether or not to exercise the option to renew or terminate the lease. That is, it considers all relevant factors that create an economic incentive for it to exercise either the renewal or termination. After the commencement date, the Group reassesses the lease term if there is a significant event or change in circumstances that is within its control and affects its ability to exercise or not to exercise the option to renew or to terminate.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(d) Allowance for expected credit losses for financial assets

The Group applies a simplified approach in calculating ECLs for trade receivables and contract assets. Therefore, the Group does not track changes in credit risk, but instead recognizes a loss allowance based on lifetime ECLs at each reporting date. For other receivables, the Group assesses whether there is objective evidence that other receivables have been impaired at the end of each reporting period.

The Group has established an allowance for expected credit losses methodology for trade receivables and contract assets that is based on its historical credit loss experience and latest supportable data to better reflect the current change in circumstances, adjusted for forward-looking factors specific to the debtors, and the economic environment. Methods and approaches will continue to be monitored and updated if additional reasonable and supportable data and information are available.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(e) Revenue

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Critical judgements in determining the performance obligation, timing of revenue recognition, and revenue classification

The Group provides information technology services that are bespoke in nature. Bespoke products consist of various goods and/or services bundled together in order to provide integrated solution services to customers. In addition to the bespoke service, the Group also provides multiple standard products as bundling product in contract with customer. Significant judgement is required in determining the number and nature of performance obligations promised to customers in those contracts. The number and nature of performance obligations will determine the timing of revenue recognition for such contract.

The Group reviews the determination of performance obligations on a contract-by-contract basis. When a contract consisting of several goods and/or service is assessed to have one performance obligation, the Group applies a single method of measuring progress for the performance obligation based on the measurement method that best depicts the economics of the contract, which in most cases is over time.

The Group also presents the revenue classification using consistent approach. When a contract consisting of several goods and/or service is assessed to have one performance obligation, the Group presents that performance obligations in one financial statement line items which best represent the main service of the Group, which in most cases is the internet, data communication, and information technology services.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Estimates and assumptions (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(e) Revenue (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Critical judgements in determining the stand-alone selling price

The Group provides wide array of products related to telecommunication and technology. To determine the stand-alone selling price for goods and/or services that do not have any readily available observable price, the Group uses the expected cost-plus margin approach. The Group determines the appropriate margin based on historical achievement.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(f) Test for impairment of non-current assets and goodwill

The application of the acquisition method in a business combination requires the use of accounting estimates in allocating the purchase price to the fair market value of the assets and liabilities acquired, including intangible assets. Certain business acquisitions by the Group resulted goodwill, which is not amortized but is tested for impairment annually and every indication of impairment exists.

The calculation of future cash flows in determining the fair value of property and equipment and other non-current assets of the acquired entity at the acquisition date involves significant estimation. Although management believes that the assumptions used are appropriate, significant changes to those assumptions can materially affect the evaluation of recoverable amounts and may result in impairment according to PSAK 236.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(g) Fair value measurement of financial instruments

When the fair values of financial assets and financial liabilities recorded in the statements of financial position cannot be measured based on quoted prices in active markets, their fair value is measured using valuation techniques including the discounted cash flow ("DCF") model. The inputs to these models are taken from observable markets where possible, but where this is not feasible, a degree of judgement is required in establishing fair values. Judgements include considerations of inputs such as liquidity risk, credit risk and volatility. Changes in assumptions relating to these factors could affect the reported fair value of financial instruments.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(h) Acquisition

The Group evaluates each acquisition transaction to determine whether it will be treated as an asset acquisition or business combination. For transactions that are treated as an asset acquisition, the purchase price is allocated to the assets obtained, without the recognition of goodwill. For acquisitions that meet the business combination definition, the Group applies the accounting for business acquisiton method for assets acquired and liabilities assumed which are recorded at fair value at the acquisition date, and the results of operations are included with the Group's results from the date of each acquisition.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Estimates and assumptions (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(h) Acquisition (continued)

Any excess from the purchase price paid for the amount recognized for assets acquired and liabilities incurred is recorded as goodwill. The Group continues to evaluate acquisitions that are counted as a business combination for a period not exceeding one year after the applicable acquisition date of each transaction to determine whether additional adjustments are needed to allocate the purchase price paid for the assets acquired and liabilities assumed. The fair value of assets acquired and liabilities incurred are usually determined using either an estimated replacement cost or a discounted cash flow valuation method. When determining the fair value of tangible assets acquired, the Group estimates the cost of replacing assets with new assets by considering factors such as the age, condition, and economic useful lives of the assets. When determining the fair value of the intangible assets obtained, the Group estimates the applicable discount rate and the time and amount of future cash flows, including the rates and terms for the extension and reduction.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Restatement of Consolidated Financial Statements

In 2025, following a detailed reassessment of the physical characteristics, operational deployment, and asset topology of drop cable, the Group concluded that drop cable should be identified and classified as a separate component of telecommunication infrastructure assets rather than remaining embedded within broader shared access-network cable component. In reaching this conclusion, the Group determined that the revised componentization policy provides more reliable and more relevant information as it better reflects drop cable's distinct nature as a last-mile, customer-specific connection asset.

This change constitutes a change in accounting policy as it reflects a revision in the principles applied in determining the unit of account and asset classification. Following the identification of drop cable assets as a separate component, the Group determined a useful life of 5 years, reflecting their specific characteristics and pattern of economic benefits consumption.

The Group applied this voluntary change in accounting policy retrospectively, in accordance with PSAK 208. The Group determined that sufficient and reliable information is available to restate prior period comparative information. The consolidated financial statements for the year ended December 31, 2025 include the restatement of comparative information for the years ended December 31, 2024 and January 1, 2024, which affects the consolidated statements of financial position, consolidated statements of profit or loss and other comprehensive income, consolidated statements of changes in equity, and related notes. The cumulative effect for periods prior to January 1, 2024 has been recognized as an adjustment to retained earnings as of that date. There is no impact on the Group's consolidated statements of cash flows.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Restatement of Consolidated Financial Statements (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Impact on the Consolidated Statements of Financial Position

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2024** | **Notes** | **As previously**<br>**reported** | **Adjustments** | **As restated** |
| Property and equipment | 11 | 180566 | (10231) | 170335 |
| Deferred tax assets  | 27f | 3409 | 1945 | 5354 |
| Total Non-current Assets |  | 236595 | (8286) | 228309 |
| **Total Assets** |  | **299675** | **(8286)** | **291389** |
| Retained earnings: |  |  |  |  |
| &nbsp;&nbsp;Unappropriated | 29 | 109596 | (8286) | 101310 |
| Net equity attributable to  |  |  |  |  |
| &nbsp;&nbsp;owners of the parent company |  | 142094 | (8286) | 133808 |
| **Total Equity** |  | **162490** | **(8286)** | **154204** |
| **Total Liabilities and Equity** |  | **299675** | **(8286)** | **291389** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
| **January 1, 2024** | **Notes** | **As previously**<br>**reported** | **Adjustments** | **As restated** |
| Property and equipment | 11 | 180755 | (8692) | 172063 |
| Deferred tax assets  | 27f | 4170 | 1652 | 5822 |
| Total Non-current Assets |  | 231429 | (7040) | 224389 |
| **Total Assets** |  | **287042** | **(7040)** | **280002** |
| Retained earnings: |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Unappropriated | 29 | 103104 | (7040) | 96064 |
| Net equity attributable to  |  |  |  |  |
| &nbsp;&nbsp;owners of the parent company |  | 135744 | (7040) | 128704 |
| **Total Equity** |  | **156562** | **(7040)** | **149522** |
| **Total Liabilities and Equity** |  | **287042** | **(7040)** | **280002** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Impact on the Consolidated Statements of Profit or Loss and Other Comprehensive Income

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2024** | **Notes** | **As previously**<br>**reported** | **Adjustments** | **As restated** |
| Depreciation and amortization expenses | 11,12a | (32643) | (1538) | (34181) |
| **Operating profit** |  | **42991** | **(1538)** | **41453** |
| **Profit before income tax** |  | **39153** | **(1538)** | **37615** |
| Income tax expense | 27d |  |  |  |
| &nbsp;&nbsp;Deferred tax | 27d | (775) | 292 | (483) |
| **Profit for the year** |  | **30743** | **(1246)** | **29497** |
| **Comprehensive income for the year** |  | **31638** | **(1246)** | **30392** |
| Profit for the year attributable to |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 23649 | (1246) | 22403 |
| Comprehensive income for the year attributable to |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 24434 | (1246) | 23188 |
| **Basic earnings per share (in full amount)** |  |  |  |  |
| &nbsp;&nbsp;Profit per share |  | 238.73 | (12.58) | 226.15 |
| &nbsp;&nbsp;Profit per ADS (100 Series B shares per ADS) |  | 23872.88 | (1257.80) | 22.615.08 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**2.** **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**z.** **Significant accounting judgements, estimates, and assumptions (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Restatement of Consolidated Financial Statements (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Impact on the Consolidated Statements of Profit or Loss and Other Comprehensive Income (continued)

---

| | | | | |
|:---|:---|:---|:---|:---|
| **January 1, 2024** | **Notes** | **As previously**<br>**reported** | **Adjustments** | **As restated** |
| Depreciation and amortization expenses | 11,12a | (32663) | (1696) | (34359) |
| **Operating profit** |  | **44384** | **(1696)** | **42688** |
| **Profit before income tax** |  | **40794** | **(1696)** | **39098** |
| Income tax benefit |  |  |  |  |
| &nbsp;&nbsp;Deferred tax | 27d | 210 | 322 | 532 |
| **Profit for the year** |  | **32208** | **(1374)** | **30834** |
| **Comprehensive income for the year** |  | **30754** | **(1374)** | **29380** |
| Profit for the year attributable to |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 24560 | (1374) | 23186 |
| Comprehensive income for the year attributable to |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 23083 | (1374) | 21709 |
| **Basic earnings per share (in full amount)** |  |  |  |  |
| &nbsp;&nbsp;Profit per share |  | 247.92 | (13.87) | 234.05 |
| &nbsp;&nbsp;Profit per ADS (100 Series B shares per ADS) |  | 24792.50 | (1387.01) | 23405.49 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**3.** **CASH AND CASH EQUIVALENTS** 

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | **2025** | **2025** | **2024** | **2024** |
|  | | **Balance** | **Balance** | **Balance** | **Balance** |
|  | <br>**Currency** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** |
| Cash on hand | Rp | - | 39 | - | 14 |
| Cash in banks |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Rakyat Indonesia (Persero) Tbk. ("BRI") | Rp | - | 4959 | - | 3278 |
|  | US$ | 240 | 4007 | 229 | 3678 |
|  | TWD | 4 | 2 | 2 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Mandiri (Persero) Tbk. ("Bank Mandiri") | Rp | - | 5780 | - | 4715 |
|  | US$ | 34 | 567 | 45 | 718 |
|  | EUR | 2 | 44 | 2 | 37 |
|  | HKD | 3 | 7 | 2 | 4 |
|  | JPY | 6 | 1 | 6 | 1 |
|  | AU$ | 0 | 1 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Negara Indonesia (Persero) Tbk. ("BNI") | Rp | - | 2785 | - | 4180 |
|  | US$ | 39 | 652 | 31 | 506 |
|  | GBP | 0 | 1 | 0 | 1 |
|  | SGD | 0 | 0 | 0 | 0 |
|  | EUR | 0 | 0 | 0 | 0 |
|  | AU$ | 0 | 0 | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Tabungan Negara (Persero) Tbk. ("BTN") | Rp | - | 2925 | - | 4097 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Others | Rp | - | 72 | - | 51 |
|  | US$ | 0 | 0 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;Sub-total |  |  | 21803 |  | 21267 |
| &nbsp;&nbsp;&nbsp;Third parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Maybank Indonesia Tbk ("Maybank")  | Rp | - | 839 | - | 355 |
|  | MYR | 1 | 4 | 1 | 5 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;The Hongkong and Shanghai Banking Corporation Ltd. |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; ("HSBC Hongkong") | US$ | 22 | 364 | 6 | 102 |
|  | HKD | 12 | 27 | 9 | 19 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Standard Chartered Bank ("SCB") | US$ | 8 | 135 | 7 | 108 |
|  | SGD | 12 | 160 | 5 | 55 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;DBS Bank (Hong Kong) Ltd. ("DBS Hong Kong") | US$ | 10 | 165 | 19 | 308 |
|  | HKD | 0 | 1 | 0 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Citibank, N.A. ("Citibank")  | Rp | - | 7 | - | 35 |
|  | US$ | 7 | 119 | 2 | 25 |
|  | EUR | 0 | 2 | 0 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | Rp | - | 606 | - | 870 |
|  | US$ | 13 | 214 | 9 | 164 |
|  | SGD | 2 | 23 | 2 | 20 |
|  | TWD | 34 | 18 | 28 | 14 |
|  | MYR | 1 | 3 | 0 | 2 |
|  | AU$ | 0 | 2 | 0 | 3 |
|  | MMK | 15 | 0 | 167 | 1 |
|  | EUR | 0 | 0 | - | - |
| &nbsp;&nbsp;&nbsp;Sub-total |  |  | 2689 |  | 2088 |
| Total of cash in banks |  |  | 24492 |  | 23355 |
| Time deposits |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;BTN | Rp | - | 1530 | - | 1400 |
|  | US$ | - | - | 7 | 104 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;BRI | Rp | - | 1159 | - | 647 |
|  | US$ | 10 | 168 | 18 | 283 |
|  | TWD | - | - | 6 | 3 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Syariah Indonesia Tbk. ("BSI") | Rp | - | 1150 | - | 1688 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;BNI | Rp | - | 497 | - | 566 |
|  | US$ | 34 | 567 | 10 | 162 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bank Mandiri | Rp | - | 190 | - | 97 |
|  | US$ | 10 | 167 | - | - |
| &nbsp;&nbsp;&nbsp;Sub-total |  |  | 5428 |  | 4950 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**3. CASH AND CASH EQUIVALENTS (continued)**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | **2025** | **2025** | **2024** | **2024** |
|  | | **Balance** | **Balance** | **Balance** | **Balance** |
|  | <br>**Currency** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** |
| Time deposits (continued) |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Third parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Pan Indonesia Tbk. ("Bank Panin") | Rp | - | 909 | - | 274 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Mega Tbk. ("Bank Mega") | Rp | - | 433 | - | 1922 |
|  | US$ | 38 | 637 | 18 | 287 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bank Pembangunan Daerah ("BPD") | Rp | - | 804 | - | 962 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; ("BJB") | Rp | - | 58 | - | 370 |
|  | US$ | 22 | 367 | 12 | 195 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank China Construction Bank Indonesia Tbk. |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; ("CCB Indonesia") | Rp | - | 184 | - | - |
|  | US$ | 13 | 209 | 10 | 153 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PT Bank UOB Indonesia ("UOB Indonesia") | US$ | 16 | 274 | 16 | 259 |
|  | SGD | 3 | 44 | 3 | 35 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;SCB | US$ | 7 | 117 | 9 | 145 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | Rp | - | 206 | - | 500 |
|  | US$ | 1 | 13 | 30 | 478 |
|  | MYR | 4 | 15 | 2 | 7 |
| &nbsp;&nbsp;&nbsp;Sub-total |  |  | 4270 |  | 5587 |
| Total of time deposits |  |  | 9698 |  | 10537 |
| Allowance for expected credit losses |  |  | (1) |  | (1) |
| **Total** |  |  | **34228** |  | **33905** |

---

Interest rates per annum on time deposits are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Rupiah | 0.53%-7.08% | 0.53%-7.25% |
| Foreign currencies | 1.01%-5.25% | 2.55%-6.00% |

---

The Group places the majority of its cash and cash equivalents in state-owned banks (related parties) that have good reputations and credit ratings. Based on management's assessment of expected credit risk, there has been no significant increase in credit risk, therefore, the allowance for expected credit losses on these assets is not material.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**4.** **OTHER CURRENT FINANCIAL ASSETS** 

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | **2025** | **2025** | **2024** | **2024** |
|  | | **Balance** | **Balance** | **Balance** | **Balance** |
|  | <br>**Currency** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** | **Currency**<br>**(in million)** | **Rupiah**<br>**equivalent** |
| Time deposits |  |  |  |  |  |
| &nbsp;&nbsp;Related parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;BRI | Rp | - | 50 | - | 415 |
|  | US$ | 5 | 84 | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;BSI | Rp | - | 120 | - | 198 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | Rp | - | 100 | - | 135 |
|  | US$ | 5 | 84 | 5 | 81 |
| &nbsp;&nbsp;Third parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;United Overseas Bank Limited Singapore |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; ("UOB Singapore") | US$ | 33 | 554 | 12 | 195 |
| &nbsp;&nbsp;&nbsp;&nbsp;Standard Chartered Bank (Singapore) Limited |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; ("SCB Singapore") | US$ | 6 | 101 | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | Rp | - | 10 | - | 3 |
| Total time deposits |  |  | 1103 |  | 1027 |
| Escrow accounts |  |  |  |  |  |
| &nbsp;&nbsp;Related parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | Rp | - | 106 | - | 108 |
|  | US$ | 0 | 4 | 0 | 5 |
| &nbsp;&nbsp;Third parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | Rp | - | 1 | - | 36 |
|  | US$ | 4 | 67 | 1 | 14 |
| Total escrow accounts |  |  | 178 |  | 163 |
| Mutual funds |  |  |  |  |  |
| &nbsp;&nbsp;Related parties |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | Rp | - | 94 | - | 89 |
| Total mutual funds |  |  | 94 |  | 89 |
| Others | Rp | - | 44 | - | 5 |
|  | MYR | 0 | 1 | 0 | 1 |
| Total others |  |  | 45 |  | 6 |
| Allowance for expected credit losses |  |  | (0) |  | (0) |
| **Total** |  |  | **1420** |  | **1285** |

---

The time deposits have maturities of more than three months but not more than one year, with interest rates as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Rupiah | 3.00%-6.50% | 2.50%-7.25% |
| Foreign currencies | 3.75%-4.45% | 4.57%-4.61% |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**5.** **TRADE RECEIVABLES** 

Trade receivables arise from services provided to both retail and non-retail customers, with details as follows:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. By debtor

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Related parties

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| State-owned enterprises | 1702 | 1935 |
| PT Indosat Tbk. ("Indosat") | 906 | 738 |
| PT Indonusa Telemedia ("Indonusa") | 387 | 386 |
| Others (each below Rp100 billion) | 134 | 409 |
| Total | 3129 | 3468 |
| Allowance for expected credit losses | (1089) | (1118) |
| **Net** | **2040** | **2350** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Third parties

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Individual and business subscribers | 13758 | 13613 |
| Overseas international carriers | 1291 | 1176 |
| Total | 15049 | 14789 |
| Allowance for expected credit losses | (5866) | (4946) |
| **Net** | **9183** | **9843** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. By age

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2025** | **2024** | **2024** | **2024** |
|  | <br>**Gross** | **Allowance for**<br>**expected**<br>**credit losses** | **Expected**<br>**credit**<br>**loss rate** | <br>**Gross** | **Allowance for**<br>**expected**<br>**credit losses** | **Expected**<br>**credit**<br>**loss rate** |
| Not past due | 6687 | 263 | 3.9% | 7319 | 417 | 5.7% |
| Past due up to 3 months | 3155 | 414 | 13.1% | 3602 | 329 | 9.1% |
| Past due more than 3 to 6 months | 1573 | 454 | 28.9% | 1305 | 285 | 21.8% |
| Past due more than 6 months | 6763 | 5824 | 86.1% | 6031 | 5033 | 83.5% |
| **Total** | **18178** | **6955** |  | **18257** | **6064** |  |

---

**The Group has made allowance for expected credit losses based on the collective assessment of historical impairment rates and individual assessment of its customers' credit history, adjusted for forward-looking factors specific from the customers and the economic environment. The Group does not apply a distinction between related party and third party receivables in assessing amounts past due. As of December 31, 2025 and 2024, the carrying amounts of trade receivables of the Group considered past due but not impaired amounted to Rp4,799 billion and Rp5,291 billion, respectively. Management believes that receivables past due but not impaired, along with trade receivables that are neither past due nor impaired, are due from customers with good credit history and are expected to be recoverable.**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;c. By currency

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Rupiah | 15554 | 15775 |
| U.S. Dollar | 2423 | 2180 |
| Singapore Dollar | 156 | 273 |
| Others | 45 | 29 |
| Total | 18178 | 18257 |
| Allowance for expected credit losses | (6955) | (6064) |
| **Net** | **11223** | **12193** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**5.** **TRADE RECEIVABLES (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;d. Movements in the allowance for expected credit losses

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance | 6064 | 5561 |
| Allowance for expected credit losses | 1465 | 904 |
| Receivables written-off | (574) | (401) |
| **Ending balance** | **6955** | **6064** |

---

The receivables written-off relate to both related parties and third parties trade receivables. Management believes that the allowance for expected credit losses of trade receivables is adequate to cover losses on uncollectible trade receivables.

As of December 31, 2025 and 2024, certain trade receivables of the subsidiaries amounting to Rp3,131 billion and Rp2,137 billion, respectively, have been pledged as collateral under lending agreements (Notes 18 and 19b).

**6. CONTRACT ASSETS**

The breakdown of contract assets is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Contract assets | 2529 | 2603 |
| Allowance for expected credit losses | (130) | (25) |
| Net | 2399 | 2578 |
| **Current portion** | **(2290)** | **(2449)** |
| **Non-current portion** | **109** | **129** |

---

Management believes that the allowance for expected credit losses is adequate to cover losses on uncollectible contract assets.

Refer to Note 32 for details of related party transactions.

&nbsp;&nbsp;&nbsp;&nbsp;**7.** **INVENTORIES** 

Inventories, all recognized at net realizable value, consist of:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| SIM cards and prepaid vouchers | 457 | 676 |
| Others (each below Rp100 billion) | 504 | 480 |
| Total | 961 | 1156 |
| Provision for obsolescence | (60) | (60) |
| **Net** | **901** | **1096** |

---

Management believes the provision is adequate to cover losses from the decline in inventory value due to obsolescence.

The inventories recognized as expenses included in operations, maintenance, and telecommunication service expenses in December 31, 2025 and 2024 amounted to Rp532 billion and Rp584 billion, respectively (Note 25).

There were no inventories pledged as collateral under lending agreements as of December 31, 2025 and 2024.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**8.** **OTHER CURRENT ASSETS** 

The breakdown of other current assets is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Prepaid frequency license fees – current portion (Note 35c.i) | 6384 | 6245 |
| Advances | 511 | 451 |
| Prepaid salaries | 178 | 281 |
| Other receivables | 173 | 621 |
| Prepaid rent | 162 | 129 |
| Others (each below Rp100 billion) | 634 | 447 |
| **Total** | **8042** | **8174** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**9.** **CONTRACT COSTS** 

Movements of contract costs for the years ended December 31, 2025 and 2024 are as follows:

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2025** | **2025** |
|  | **Cost to obtain** | **Cost to fulfill** | **Total** |
| At January 1, 2025 | 1666 | 1064 | 2730 |
| Addition during the year | 519 | 323 | 842 |
| Amortization during the year | (499) | - | (499) |
| Expense during the year | - | (763) | (763) |
| Impairment | - | (8) | (8) |
| At December 31, 2025 | 1686 | 616 | 2302 |
| **Current** | **(472)** | **(460)** | **(932)** |
| **Non-current** | **1214** | **156** | **1370** |

---

---

| | | | |
|:---|:---|:---|:---|
|  | **2024** | **2024** | **2024** |
|  | **Cost to obtain** | **Cost to fulfill** | **Total** |
| At January 1, 2024 | 1641 | 580 | 2221 |
| Addition current year | 479 | 1318 | 1797 |
| Amortization during the year | (454) | - | (454) |
| Expense during the year | - | (831) | (831) |
| Impairment | - | (3) | (3) |
| At December 31, 2024 | 1666 | 1064 | 2730 |
| **Current** | **(407)** | **(727)** | **(1134)** |
| **Non-current** | **1259** | **337** | **1596** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**10.** **LONG-TERM INVESTMENTS** 

The breakdown of long-term investment is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Financial instruments |  |  |
| &nbsp;&nbsp;At fair value through profit or loss: |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Equity | 6901 | 7797 |
| &nbsp;&nbsp;&nbsp;&nbsp;Convertible bonds | 353 | 377 |
| &nbsp;&nbsp;At fair value through other comprehensive income: |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Equity | 27 | 27 |
| &nbsp;&nbsp;&nbsp;&nbsp;Convertible bonds | - | 24 |
|  | 7281 | 8225 |
| Associates |  |  |
| &nbsp;&nbsp;PT Jalin Pembayaran Nusantara ("Jalin") | 106 | 110 |
|  | 106 | 110 |
| **Total long-term investments** | **7387** | **8335** |

---

Investments in equity at fair value through profit or loss are long-term investments in the form of shares in various start-up companies engaged in information and technology. The Group does not have significant influence in these start-up companies.

Investments in equity at fair value through profit or loss include:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Telkomsel's investment in PT GoTo Gojek Tokopedia Tbk. ("GOTO").

As of December 31, 2025 and 2024, Telkomsel assessed the fair value of the investment in GOTO using level 1 based on GOTO's market value of Rp64 per share and Rp70 per share, respectively. The total unrealized loss from changes in fair value of Telkomsel's investment in GOTO as of December 31, 2025 and 2024 amounted to Rp142 billion and Rp380 billion, respectively. These amounts were presented as unrealized loss on changes in fair value of investments in the consolidated statements of profit or loss.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Investments by MDI in several start-up entities engaged in the information and technology sector.

In 2025 and 2024, the additional investments by MDI amounted to Rp97 billion and Rp100 billion, respectively. The fair value of MDI's investments using level 3, the total unrealized gain (loss) from changes in fair value of MDI's investments as of December 31, 2025 and 2024, amounted to (Rp16 billion) and Rp483 billion, respectively. These amounts were presented as unrealized gain (loss) arising from changes in fair value of investments in the consolidated statements of profit or loss.

In 2025, the Group disposed of long-term investments in financial instruments, resulting in proceeds amounting to Rp728 billion.

Detailed information regarding the level 1 and level 3 fair value measurement techniques is disclosed in Note 37.

Investments in convertible bonds at fair value through profit or loss represent long-term investments owned by MDI and Telkomsel in the form of convertible bonds in various start-up companies engaged in information and technology. These convertible bonds provide the holders with an option to convert the bonds into shares upon maturity, in accordance with the agreed terms and conditions. In the event that the conversion option is not exercised, the bondholders are entitled to receive the principal repayment of the bonds.

The unrecognized share of losses from investments in associates, accounted for under the equity method, amounted cumulatively to Rp338 billion and Rp323 billion as of December 31, 2025 and 2024, respectively.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**11.** **PROPERTY AND EQUIPMENT** 

The details of property and equipment are as follows:

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** |
|  | **December 31, 2024** | **Additions** | **Deductions** | **Reclassifications/ Translations** | **December 31, 2025** |
| **At cost:** |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |
| &nbsp;&nbsp;Land rights | 1981 | - | - | 14 | 1995 |
| &nbsp;&nbsp;Buildings | 20907 | 197 | (2) | 861 | 21963 |
| &nbsp;&nbsp;Leasehold improvements | 1795 | 5 | (46) | 147 | 1901 |
| &nbsp;&nbsp;Switching equipment | 19470 | 285 | (1722) | 1667 | 19700 |
| &nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;equipment | 5 | - | - | (3) | 2 |
| &nbsp;&nbsp;Transmission installation and equipment | 182170 | 1836 | (5178) | 8062 | 186890 |
| &nbsp;&nbsp;Satellite, earth station, and equipment | 14795 | 143 | (202) | 371 | 15107 |
| &nbsp;&nbsp;Cable network | 63471 | 3505 | (13) | 212 | 67175 |
| &nbsp;&nbsp;Drop cable | 18104 | 1686 | - | - | 19790 |
| &nbsp;&nbsp;Power supply | 25604 | 483 | (476) | 1924 | 27535 |
| &nbsp;&nbsp;Data processing equipment | 21940 | 407 | (1245) | 1775 | 22877 |
| &nbsp;&nbsp;Other telecommunication peripherals | 12238 | 1047 | - | (11) | 13274 |
| &nbsp;&nbsp;Office equipment | 2719 | 128 | (85) | (146) | 2616 |
| &nbsp;&nbsp;Vehicles | 530 | 2 | (5) | (11) | 516 |
| &nbsp;&nbsp;Other equipment | 60 | 3 | - | 8 | 71 |
| &nbsp;&nbsp;Property under construction | 2930 | 14850 | (1) | (13768) | 4011 |
| &nbsp;&nbsp;Total | 388719 | 24577 | (8975) | 1102 | 405423 |
| **Accumulated depreciation:** |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |
| &nbsp;&nbsp;Buildings | 7461 | 701 | (2) | 196 | 8356 |
| &nbsp;&nbsp;Leasehold improvements | 1347 | 121 | (46) | 27 | 1449 |
| &nbsp;&nbsp;Switching equipment | 14795 | 1755 | (1717) | 67 | 14900 |
| &nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;equipment | 4 | - | - | (2) | 2 |
| &nbsp;&nbsp;Transmission installation and equipment | 106321 | 12320 | (5076) | 568 | 114133 |
| &nbsp;&nbsp;Satellite, earth station, and equipment | 7377 | 918 | (203) | 389 | 8481 |
| &nbsp;&nbsp;Cable network | 20531 | 4944 | (12) | 27 | 25490 |
| &nbsp;&nbsp;Drop cable | 13497 | 1941 | - | - | 15438 |
| &nbsp;&nbsp;Power supply | 18720 | 2300 | (432) | 313 | 20901 |
| &nbsp;&nbsp;Data processing equipment | 16532 | 1837 | (1248) | 349 | 17470 |
| &nbsp;&nbsp;Other telecommunication peripherals | 9216 | 1608 | - | (2) | 10822 |
| &nbsp;&nbsp;Office equipment | 2284 | 253 | (85) | (229) | 2223 |
| &nbsp;&nbsp;Vehicles | 250 | 31 | (5) | (11) | 265 |
| &nbsp;&nbsp;Other equipment | 49 | 2 | - | (11) | 40 |
| &nbsp;&nbsp;Total | 218384 | 28731 | (8826) | 1681 | 239970 |
| **Net book value** | **170335** |  |  |  | **165453** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**11.** **PROPERTY AND EQUIPMENT (continued)** 

The details of property and equipment are as follows (continued):

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** |
|  | **December 31, 2023** | **Acquisition** | **Additions** | **Deductions** | **Reclassifications/ Translations** | **December 31,**<br>**2024** |
| **At cost:** |  |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Land rights | 1955 | - | 13 | - | 13 | 1981 |
| &nbsp;&nbsp;&nbsp;Buildings | 19596 | - | 221 | (32) | 1122 | 20907 |
| &nbsp;&nbsp;&nbsp;Leasehold improvements | 1675 | - | 40 | (94) | 174 | 1795 |
| &nbsp;&nbsp;&nbsp;Switching equipment | 19636 | - | 228 | (1090) | 696 | 19470 |
| &nbsp;&nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;equipment | 1583 | - | - | (1578) | - | 5 |
| &nbsp;&nbsp;&nbsp;Transmission installation and equipment | 180664 | - | 1393 | (9972) | 10085 | 182170 |
| &nbsp;&nbsp;&nbsp;Satellite, earth station, and equipment | 10941 | - | 50 | (114) | 3918 | 14795 |
| &nbsp;&nbsp;&nbsp;Cable network | 60256 | 314 | 3140 | (15) | (224) | 63471 |
| &nbsp;&nbsp;&nbsp;Drop cable | 16513 | - | 1591 | - | - | 18104 |
| &nbsp;&nbsp;&nbsp;Power supply | 24348 | - | 559 | (730) | 1427 | 25604 |
| &nbsp;&nbsp;&nbsp;Data processing equipment | 21893 | - | 332 | (1577) | 1292 | 21940 |
| &nbsp;&nbsp;&nbsp;Other telecommunication peripherals | 11087 | - | 412 | (4) | 743 | 12238 |
| &nbsp;&nbsp;&nbsp;Office equipment | 2696 | 0 | 84 | (74) | 13 | 2719 |
| &nbsp;&nbsp;&nbsp;Vehicles | 593 | 0 | 15 | (42) | (36) | 530 |
| &nbsp;&nbsp;&nbsp;Other equipment | 53 | - | 3 | - | 4 | 60 |
| &nbsp;&nbsp;&nbsp;Property under construction | 6240 | - | 16368 | (31) | (19647) | 2930 |
| &nbsp;&nbsp;&nbsp;Total | 379729 | 314 | 24449 | (15353) | (420) | 388719 |
| **Accumulated depreciation:** |  |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Buildings | 6818 | - | 650 | (27) | 20 | 7461 |
| &nbsp;&nbsp;&nbsp;Leasehold improvements | 1312 | - | 128 | (86) | (7) | 1347 |
| &nbsp;&nbsp;&nbsp;Switching equipment | 14121 | - | 1756 | (1088) | 6 | 14795 |
| &nbsp;&nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;equipment | 1582 | - | - | (1578) | - | 4 |
| &nbsp;&nbsp;&nbsp;Transmission installation and equipment | 104347 | - | 11713 | (9787) | 48 | 106321 |
| &nbsp;&nbsp;&nbsp;Satellite, earth station, and equipment | 6726 | - | 719 | (114) | 46 | 7377 |
| &nbsp;&nbsp;&nbsp;Cable network | 17812 | - | 2698 | (15) | 36 | 20531 |
| &nbsp;&nbsp;&nbsp;Drop cable | 11273 | - | 2223 | - | 1 | 13497 |
| &nbsp;&nbsp;&nbsp;Power supply | 17387 | - | 2014 | (710) | 29 | 18720 |
| &nbsp;&nbsp;&nbsp;Data processing equipment | 16149 | - | 2031 | (1545) | (103) | 16532 |
| &nbsp;&nbsp;&nbsp;Other telecommunication peripherals | 7700 | - | 1517 | (1) | - | 9216 |
| &nbsp;&nbsp;&nbsp;Office equipment | 2136 | - | 278 | (68) | (62) | 2284 |
| &nbsp;&nbsp;&nbsp;Vehicles | 256 | - | 38 | (27) | (17) | 250 |
| &nbsp;&nbsp;&nbsp;Other equipment | 47 | - | 4 | - | (2) | 49 |
| &nbsp;&nbsp;&nbsp;Total | 207666 | - | 25769 | (15046) | (5) | 218384 |
| **Net book value** | **172063** |  |  |  |  | **170335** |

---

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**11.** **PROPERTY AND EQUIPMENT (continued)** 

The details of property and equipment are as follows (continued):

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** | **As restated (Note 2z)** |
|  | **December 31, 2022** | **Additions** | **Deductions** | **Reclassifications/ Translations** | **December 31, 2023** |
| **At cost:** |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |
| &nbsp;&nbsp;Land rights | 1838 | 110 | - | 7 | 1955 |
| &nbsp;&nbsp;Buildings | 18947 | 569 | (34) | 114 | 19596 |
| &nbsp;&nbsp;Leasehold improvements | 1571 | 28 | (14) | 90 | 1675 |
| &nbsp;&nbsp;Switching equipment | 20083 | 582 | (309) | (720) | 19636 |
| &nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;equipment | 1583 | - | - | - | 1583 |
| &nbsp;&nbsp;Transmission installation and equipment | 171106 | 5839 | (3562) | 7281 | 180664 |
| &nbsp;&nbsp;Satellite, earth station, and equipment | 10804 | 137 | - | - | 10941 |
| &nbsp;&nbsp;Cable network | 59608 | 4336 | (6) | (3682) | 60256 |
| &nbsp;&nbsp;Drop cable | 15087 | 1426 | - | - | 16513 |
| &nbsp;&nbsp;Power supply | 23276 | 722 | (768) | 1118 | 24348 |
| &nbsp;&nbsp;Data processing equipment | 20954 | 557 | (218) | 600 | 21893 |
| &nbsp;&nbsp;Other telecommunication peripherals | 10402 | 468 | - | 217 | 11087 |
| &nbsp;&nbsp;Office equipment | 2625 | 96 | (18) | (7) | 2696 |
| &nbsp;&nbsp;Vehicles | 605 | 48 | (56) | (4) | 593 |
| &nbsp;&nbsp;Other equipment | 51 | 1 | - | 1 | 53 |
| &nbsp;&nbsp;Property under construction | 4598 | 18049 | - | (16407) | 6240 |
| &nbsp;&nbsp;Total | 363138 | 32968 | (4985) | (11392) | 379729 |
| **Accumulated depreciation:** |  |  |  |  |  |
| **Directly acquired assets** |  |  |  |  |  |
| &nbsp;&nbsp;Buildings | 6228 | 649 | (11) | (48) | 6818 |
| &nbsp;&nbsp;Leasehold improvements | 1207 | 141 | (6) | (30) | 1312 |
| &nbsp;&nbsp;Switching equipment | 14100 | 1967 | (309) | (1637) | 14121 |
| &nbsp;&nbsp;Telegraph, telex, and data communication |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;equipment | 1582 | - | - | - | 1582 |
| &nbsp;&nbsp;Transmission installation and equipment | 97335 | 12171 | (3372) | (1787) | 104347 |
| &nbsp;&nbsp;Satellite, earth station, and equipment | 6041 | 746 | - | (61) | 6726 |
| &nbsp;&nbsp;Cable network | 20550 | 2593 | (6) | (5325) | 17812 |
| &nbsp;&nbsp;Drop cable | 8955 | 2318 | - | - | 11273 |
| &nbsp;&nbsp;Power supply | 16890 | 1861 | (758) | (606) | 17387 |
| &nbsp;&nbsp;Data processing equipment | 15490 | 2093 | (217) | (1217) | 16149 |
| &nbsp;&nbsp;Other telecommunication peripherals | 6067 | 1659 | - | (26) | 7700 |
| &nbsp;&nbsp;Office equipment | 2073 | 285 | (18) | (204) | 2136 |
| &nbsp;&nbsp;Vehicles | 242 | 48 | (31) | (3) | 256 |
| &nbsp;&nbsp;Other equipment | 44 | 3 | - | - | 47 |
| &nbsp;&nbsp;Total | 196804 | 26534 | (4728) | (10944) | 207666 |
| **Net book value** | **166334** |  |  |  | **172063** |

---

The property and equipment group consists of (1) switching equipment; (2) telegraph, telex, and data communication equipment; (3) transmission installation and equipment; (4) satellite, earth station, and equipment; (5) cable network; (6) drop cable; (7) power supply; (8) data processing equipment; and (9) other telecommunication peripherals are the main telecommunication infrastructure of the Group.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. Gain on sale of property and equipment

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2024** | **2023** |
| Proceeds from sale of property and equipment | 78 | 717 | 100 |
| Net book value | 0 | (59) | (16) |
| **Gain on disposal or sale of property and equipment** | **78** | **658** | **84** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Others

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) During 2025 and 2024, the CGUs that independently generate cash inflows are fixed wireline, cellular, and others. Management believes that there is no indication of impairment in the assets of such CGUs as of December 31, 2025 and 2024.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**11.** **PROPERTY AND EQUIPMENT (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Others (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Interest capitalized to property under construction amounted to Rp13 billion and Rp98 billion for the years ended December 31, 2025 and 2024, respectively. The capitalization rate used to determine the amount of borrowing costs eligible for capitalization ranged from 5.44% to 8.20% and 1.50% to 6.10% for the years ended December 31, 2025 and 2024, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iii) No foreign exchange loss was capitalized as part of property under construction for the years ended December 31, 2025 and 2024.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iv) During 2025 and 2024, the Group obtained proceeds from the insurance claim on lost and damaged property and equipment, with a total value of Rp151 billion and Rp143 billion, respectively, and were recorded as part of "Other income - net" in the consolidated statements of profit or loss and other comprehensive income. During 2025 and 2024, the net carrying values of these assets amounted to Rp96 billion and Rp114 billion, respectively, were charged to the consolidated statements of profit or loss and other comprehensive income.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(v) The Group owns several pieces of land located throughout Indonesia with Right to Build ()"*Hak Guna Bangunan*" or "HGB") for a period of 10 to 50 years which will expire between 2026 and 2071. Management believes that there will be no issue in obtaining the extension of the land rights when they expire.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(vi) As of December 31, 2025 and 2024, the Group's property and equipment excluding land rights, with a net carrying amount (before intercompany eliminations and adjustments) of Rp160,374 billion and Rp178,692 billion, respectively, were insured against fire, theft, earthquake and other specified risks, including business interruption. The total blanket policies as of December 31, 2025 and 2024, amounted to Rp44,267 billion and Rp44,143 billion, HKD35 million and HKD10 million, SGD197 million and SGD219 million, and MYR46 million and MYRNil, respectively. The total policies for first loss basis as of December 31, 2025 and 2024, amounted to Rp2,750 billion and Rp2,750 billion, respectively. Management believes that the insurance coverage is adequate to cover potential losses from the insured risks.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(vii) As of December 31, 2025 and 2024, the percentage of completion of property under construction was approximately 44.12% and 53.29%, respectively, of the total contract value or Rp4,011 billion and Rp2,930 billion are recorded as expenditures in property under construction, respectively. The estimated completion dates are until December. The balance of property under construction mainly consists of buildings, transmission installation and equipment, cable network, and power supply. Management believes that there is no impediment to the completion of the construction in progress.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(viii) As of December 31, 2025 and 2024, all assets owned by the Company have been pledged as collateral for bonds (Note 19a) while certain property and equipment of the Company's subsidiaries with gross carrying value amounting to Rp2,205 billion and Rp2,190 billion, respectively, have been pledged as collateral under borrowing agreements (Notes 18 and 19b).

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ix) As of December 31, 2025 and 2024, the cost of fully depreciated property and equipment of the Group that are still used in operations amounted to Rp100,603 billion and Rp89,480 billion, respectively. The Group is currently conducting modernization of network assets to replace the fully depreciated property and equipment.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**11.** **PROPERTY AND EQUIPMENT (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Others (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(x) In 2025, the Company classified drop cable assets with a useful life of 5 years. This change in accounting policy has been applied restrospectively (Note 2z.iii). The impact of the increase in depreciation expense (before intercompany eliminations and adjustments) for the year ended December 31, 2025 is Rp1,352 billion. Meanwhile, the estimate for the increase (decrease) in depreciation expense for at least the next 5 (five) years is as follows:

---

| | |
|:---|:---|
| **Years** | **Increase (Decrease)** |
| 2026 | 880 |
| 2027 | 419 |
| 2028 | 55 |
| 2029 | (298) |
| 2030 | (642) |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(xi) In 2025, the Company determined changes in the estimated useful lives for several assets owned by the Company (Note 2z.ii.(b)). The impact of the increase in depreciation expense (before intercompany eliminations and adjustments) for the year ended December 31, 2025 is Rp1,684 billion. The estimate for the increase (decrease) in depreciation expense for at least the next 5 (five) years is as follows:

---

| | |
|:---|:---|
| **Years** | **Increase (Decrease)** |
| 2026 | 1446 |
| 2027 | 653 |
| 2028 | 228 |
| 2029 | (96) |
| 2030 | (381) |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(xii) In 2025, the Company conducted an evaluation of the physical condition of its assets and recognized an accelerated depreciation of Rp1,945 billion for several types of assets that were assessed to no longer be optimally utilized.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(xiii) In 2025 and 2024, the total fair values of land rights and buildings of the Group amounted to Rp54,474 billion and Rp53,262 billion.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**12.** **LEASES** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. The Group as a lessee

The Group leases several assets including land rights, building, transmission installation and equipment, vehicles, and others which used in operations, which generally have lease term between 1 and 33 years.

The carrying amounts of right-of-use assets recognized and the movements during the year are as follows:

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **Land rights** | **Buildings** | **Transmission installation and equipment** | **Vehicles** | **Others** | **Total** |
| As at January 1, 2024 | 4691 | 582 | 15868 | 522 | 921 | 22584 |
| Additions | 1725 | 198 | 7337 | 241 | 920 | 10421 |
| Deductions and reclassifications | (167) | (0) | (409) | (4) | (16) | (596) |
| Depreciation expense | (1074) | (192) | (3699) | (266) | (268) | (5499) |
| **As at December 31, 2024** | **5175** | **588** | **19097** | **493** | **1557** | **26910** |
| Additions | 2320 | 138 | 4471 | 413 | 99 | 7441 |
| Deductions and reclassifications | (137) | 23 | (603) | (12) | - | (729) |
| Depreciation expense | (1142) | (193) | (3977) | (310) | (39) | (5661) |
| **As at December 31, 2025** | **6216** | **556** | **18988** | **584** | **1617** | **27961** |

---

The carrying amounts of the lease liabilities and the movements during the year are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| As at January 1 | 23959 | 20425 |
| Accretion of interest | 1466 | 1335 |
| Additions (Note 39a) | 7441 | 10421 |
| Deductions | (8729) | (8222) |
| As at December 31 | 24137 | 23959 |
| **Current**  | **(5590)** | **(5491)** |
| **Non-current** | **18547** | **18468** |

---

The maturity analysis of lease payments is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| No later than a year | 6844 | 6824 |
| Later than 1 year and no later than 5 years | 14676 | 14356 |
| Later than 5 years | 7517 | 8081 |
| Total lease payments | 29037 | 29261 |
| Interest | (4900) | (5302) |
| Net present value of lease payments | 24137 | 23959 |
| **Current**  | **(5590)** | **(5491)** |
| **Non-current** | **18547** | **18468** |

---

The Group also has certain leases with lease terms of twelve months or less and low-value leases. The Group applies the 'short-term lease' and 'lease of low-value assets' recognition exemptions for these leases. There are no lease contracts with variable lease payments.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**12. LEASES (continued)**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. The Group as a lessee (continued)

The following are the amounts recognized in profit or loss:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Depreciation expense of right-of-use assets | 5,661 | 5,499 |
| Expense relating to short-term leases | 4,638 | 3,689 |
| Interest expense on lease liabilities | 1,466 | 1,335 |
| Expense relating to leases of low-value assets | 16 | 4 |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. The Group as a lessor

The Group entered into non-cancelable lease agreements with both third and related parties. The lease agreements cover leased lines, telecommunication equipment and land and building with terms ranging from 1 to 29 years and with expiry dates between 2026 and 2039. Periods may be extended based on the agreement by both parties.

The minimum amount of future lease payments and receipts for operating lease agreements are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| No later than 1 year | 3188 | 6222 |
| Later than 1 year and no later than 5 years | 10670 | 8502 |
| Later than 5 years | 4701 | 3518 |
| **Total** | **18559** | **18242** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**13.** **OTHER NON-CURRENT ASSETS** 

The breakdown of other non-current assets is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Claims for tax refund - net of current portion (Note 27b) | 3996 | 2818 |
| Prepaid expenses | 1432 | 1056 |
| Prepaid frequency license fees - |  |  |
| &nbsp;&nbsp;net of current portion (Note 35c.i) | 1201 | 1594 |
| Advances | 734 | 205 |
| Security deposits | 284 | 234 |
| Others (each below Rp100 billion) | 226 | 301 |
| **Total** | **7873** | **6208** |

---

The Group reclassified trade receivables - net arising from transactions that do not have economic substance and are not in accordance with the applicable financial reporting standards as well as the Group's policies and internal controls, to other non-current assets, as disclosed in Note 35.c.iv.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**14.** **INTANGIBLE ASSETS** 

The details of intangible assets are as follows:

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **Goodwill** | **Software** | **License** | **Other intangible assets** | **Total** |
| **Gross carrying amount:** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Balance, January 1, 2025 | 1474 | 20531 | 647 | 1703 | 24355 |
| &nbsp;&nbsp;&nbsp;Additions | - | 2878 | 68 | 16 | 2962 |
| &nbsp;&nbsp;&nbsp;Deductions | - | (8) | (1) | (3) | (12) |
| &nbsp;&nbsp;&nbsp;Reclassifications/translations | (85) | 196 | 11 | (2) | 120 |
| &nbsp;&nbsp;&nbsp;Balance, December 31, 2025 | 1389 | 23597 | 725 | 1714 | 27425 |
| **Accumulated amortization:** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Balance, January 1, 2025 | (479) | (13086) | (277) | (1071) | (14913) |
| &nbsp;&nbsp;&nbsp;Amortization | - | (2906) | (94) | (72) | (3072) |
| &nbsp;&nbsp;&nbsp;Deductions | - | 7 | - | - | 7 |
| &nbsp;&nbsp;&nbsp;Reclassifications/translations | 4 | (218) | 1 | 3 | (210) |
| &nbsp;&nbsp;&nbsp;Balance, December 31, 2025 | (475) | (16203) | (370) | (1140) | (18188) |
| **Net book value** | **914** | **7394** | **355** | **574** | **9237** |

---

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **Goodwill** | **Software** | **License** | **Other intangible assets** | **Total** |
| **Gross carrying amount:** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Balance, January 1, 2024 | 1492 | 21642 | 550 | 1694 | 25378 |
| &nbsp;&nbsp;&nbsp;Additions | - | 3415 | 94 | 9 | 3518 |
| &nbsp;&nbsp;&nbsp;Deductions | (18) | (4489) | - | - | (4507) |
| &nbsp;&nbsp;&nbsp;Reclassifications/translations | - | (37) | 3 | - | (34) |
| &nbsp;&nbsp;&nbsp;Balance, December 31, 2024 | 1474 | 20531 | 647 | 1703 | 24355 |
| **Accumulated amortization and** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**impairment losses:** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Balance, January 1, 2024 | (413) | (15034) | (200) | (1000) | (16647) |
| &nbsp;&nbsp;&nbsp;Amortization | - | (2515) | (76) | (71) | (2662) |
| &nbsp;&nbsp;&nbsp;Impairment | (77) | - | - | - | (77) |
| &nbsp;&nbsp;&nbsp;Deductions | 11 | 4472 | - | - | 4483 |
| &nbsp;&nbsp;&nbsp;Reclassifications/translations | - | (9) | (1) | - | (10) |
| &nbsp;&nbsp;&nbsp;Balance, December 31, 2024 | (479) | (13086) | (277) | (1071) | (14913) |
| **Net book value** | **995** | **7445** | **370** | **632** | **9442** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Goodwill resulted from the acquisition by Mitratel, Metranet, Sigma, TDE, Telkomsat, and Metra amounted to Rp467 billion, Rp220 billion, Rp78 billion, Rp77 billion, Rp68 billion, and Rp4 billion, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) The remaining amortization periods of software for years ended December 31, 2025 and 2024 are from 1 to 6 years, respectively. The amortization expense is presented as part of "Depreciation and amortization expenses" in the consolidated statements of profit or loss and other comprehensive income.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iii) As of December 31, 2025 and 2024, the cost of fully amortized intangible assets that are still utilized in operations amounted to Rp10,664 billion and Rp8,345 billion, respectively.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**15.** **TRADE PAYABLES** 

---

| | | |
|:---|:---|:---|
| The breakdown of trade payables is as follows: |  |  |
|  | **2025** | **2024** |
| Related parties |  |  |
| &nbsp;&nbsp;Purchases of equipment, materials, and services | 337 | 378 |
| &nbsp;&nbsp;Payables to other telecommunication providers | 234 | 248 |
| **Sub-total** | **571** | **626** |
| Third parties |  |  |
| &nbsp;&nbsp;Purchases of equipment, materials, and services | 10006 | 9729 |
| &nbsp;&nbsp;Payables to other telecommunication providers | 3123 | 2350 |
| &nbsp;&nbsp;Radio frequency usage charges, concession fees,  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;and Universal Service Obligation ("USO") charges | 2484 | 2631 |
| **Sub-total** | **15613** | **14710** |
| **Total** | **16184** | **15336** |
| Trade payables by currency are as follows: |  |  |
|  | **2025** | **2024** |
| Rupiah | 13476 | 13217 |
| U.S. Dollar | 2657 | 2059 |
| Others | 51 | 60 |
| **Total** | **16184** | **15336** |

---

Terms and conditions of the above trade payables:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. The Group's trade payables are non-interest bearing and normally settled within 1 year term.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Refer to Note 32c for details on related party transactions.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;c. Refer to Note 37b.v for the Group's liquidity risk management.

GSD, Telkom Akses, and Mitratel entered into supply chain financing with several banks. Those facilities can be used by the GSD, Telkom Akses, and Mitratel's supplier to obtain payment of invoices that have been approved to be paid by the bank in accordance with certain terms and conditions. As of December 31, 2025 and 2024, the carrying amount of liabilities under supplier finance arrangement is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Liabilities under supplier finance arrangement | 353 | 475 |
| Total amount of which the supplier has received payment |  |  |
| &nbsp;&nbsp;from finance provider | 353 | 473 |
| Range of payment due dates | 1-3 month | 1-3 month |

---

There were no material business combinations or foreign exchange differences that would affect the liabilities under the supplier finance arrangement in either period. There were non-cash transfers from trade payables to bank loans under the supplier finance arrangement in 2025 and 2024 amounted to RpNil and Rp115 billion, respectively.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**16.** **ACCRUED EXPENSES** 

The breakdown of accrued expenses is as follows:

---

| | | |
|:---|:---|:---|
|  | &nbsp;&nbsp;**2025** | &nbsp;&nbsp;**2024** |
| &nbsp;&nbsp;Salaries and benefits | &nbsp;&nbsp;5673 | &nbsp;&nbsp;3856 |
| &nbsp;&nbsp;Operation, maintenance, |  |  |
| &nbsp;&nbsp;and telecommunication services | &nbsp;&nbsp;5459 | &nbsp;&nbsp;6424 |
| &nbsp;&nbsp;General, administrative, and marketing expenses | &nbsp;&nbsp;3525 | &nbsp;&nbsp;3665 |
| &nbsp;&nbsp;Interest and bank charges | &nbsp;&nbsp;210 | &nbsp;&nbsp;247 |
| &nbsp;&nbsp;**Total** | &nbsp;&nbsp;**14867** | &nbsp;&nbsp;**14192** |

---

Refer to Note 32 for details of related party transactions.

&nbsp;&nbsp;&nbsp;&nbsp;**17.** **CONTRACT LIABILITIES** 

The breakdown of contract liabilities is as follows:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. Current

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Advances from customers for B2C | 3396 | 3529 |
| Advances from customers for B2B ICT | 2774 | 2208 |
| Advances from customers for International | 814 | 679 |
| Advances from customers for B2B Infra | 492 | 699 |
| Advances from customers for others | 494 | 623 |
| **Total** | **7970** | **7738** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Non-Current

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Advances from customers for International | 1059 | 948 |
| Advances from customers for B2B ICT | 581 | 244 |
| Advances from customers for B2C | 558 | 602 |
| Advances from customers for others | 653 | 690 |
| **Total** | **2851** | **2484** |

---

Movements of contract liabilities for the years ended December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| At January, 1 | 10222 | 9439 |
| Deferred during the year  | 8337 | 7631 |
| Recognized as revenue during the year | (7738) | (6848) |
| At December, 31 | 10821 | 10222 |
| **Current** | **(7970)** | **(7738)** |
| **Non-Current** | **2851** | **2484** |

---

Refer to Note 32 for details of related party transactions.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**18.** **SHORT-TERM BANK LOANS** 

---

| | | |
|:---|:---|:---|
| | **Outstanding** | **Outstanding** |
| <br>**Lenders** | **2025** | **2024** |
| Related parties |  |  |
| &nbsp;&nbsp;Bank Mandiri | 804 | 3755 |
| &nbsp;&nbsp;BNI | 586 | 1799 |
| &nbsp;&nbsp;BRI | 100 | - |
| Sub-total | 1490 | 5554 |
| Third parties |  |  |
| &nbsp;&nbsp;MUFG Bank ("MUFG") | 2805 | 1805 |
| &nbsp;&nbsp;PT Bank HSBC Indonesia ("HSBC") | 2100 | 2440 |
| &nbsp;&nbsp;PT Bank DBS Indonesia ("DBS") | 420 | 440 |
| &nbsp;&nbsp;PT Bank Maspion Indonesia Tbk. ("Bank Maspion") | 95 | 167 |
| &nbsp;&nbsp;Bank of China | - | 1000 |
| &nbsp;&nbsp;UOB Indonesia | - | 100 |
| &nbsp;&nbsp;Others | 19 | 19 |
| Sub-total | 5439 | 5971 |
| **Total** | **6929** | **11525** |

---

Other significant information relating to short-term bank loans as of December 31, 2025 is as follows:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Borrower** | **Currency** | **Total facility (in billions)\*** | **Maturity date** | **Interest rate** | **Interest rate per annum** | **Security\*\*** |
| **Bank Mandiri** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2020 | Finnet | Rp | 500 | April 28, 2026 | Monthly | 1 month IndONIA + 1.30% |  |
| &nbsp;&nbsp;&nbsp;2021 | Nutech | Rp | 100 | September 27, 2026 | Monthly | 9.00% | Trade receivables and property and equipment |
| &nbsp;&nbsp;&nbsp;2022 | Mitratel | Rp | 3450 | July 25, 2026 | Monthly | 5.50% |  |
| **BNI** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2014 | Sigma | Rp | 150 | January 9, 2026 | Monthly | 8.50% | Trade receivables and property and equipment |
| &nbsp;&nbsp;&nbsp;2017 - 2021 | Infomedia, Telkom Infra | Rp | 985 | March 28, 2026 - June 6, 2026 | Monthly | 1 month JIBOR +<br>1.75%; 1 month IndONIA + 2.78% |  |
| &nbsp;&nbsp;&nbsp;2019 | Metranet | Rp | 150 | February 18, 2026 | Monthly | 1 month JIBOR + 2.00% | Trade receivables |
| **BRI** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2025 | Finnet | Rp | 500 | June 19, 2026 | Monthly | 6.70% |  |
| **MUFG** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2018 | Telkomsel | Rp | 1000 | April 30, 2026 | Monthly | 5.05% |  |
| &nbsp;&nbsp;&nbsp;2018 - 2019 | Infomedia, Metra, GSD, Telkom Infra, Telkomsat | Rp | 2176 | January 31, 2026 - October 31, 2026 | Monthly, Quarterly | 1 month JIBOR +<br>0.25%-0.80%;<br>3 months JIBOR +<br>0.25%-0.80% |  |
| **HSBC** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2014 | Sigma<sup>a</sup> | Rp | 400 | November 6, 2026 | Monthly | 6.42%-7.63% | Trade receivables |
| &nbsp;&nbsp;&nbsp;2018 - 2023 | Sigma, Metra, PINS, Metranet, Telkomsat, GSD, TDE | Rp | 2588 | January 12, 2026 - October 25, 2026 | Monthly, Quarterly | 1 month JIBOR + 0.35%; 3 months JIBOR + 2.00% |  |
| **DBS** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2018 | Telkom Infra, Infomedia | Rp | 600 | August 1, 2026 | Monthly | 1 month JIBOR + 1.20% |  |
| **Bank Maspion** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2023 | Metranet | Rp | 170 | October 26, 2026 | Monthly | 7.25% |  |

---

\* In original currency

\*\* Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral

<sup>a</sup> Unsettled loan will be automatically extended

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**18. SHORT-TERM BANK LOANS (continued)**

As stated in the agreements, the Group is required to comply with all covenants or restrictions such as limitation that the Company must have a majority shareholding of at least 51% of the subsidiaries and must maintain certain level of financial ratios. As of December 31, 2025, the Group has complied with all covenants regarding these financial ratios, except for Sigma which debt to service coverage ratio is still lower than required. As of December 31, 2025, the Group obtained waiver for loan amounting to Rp9 billion from HSBC to not require payment as the consequence of the breach for Sigma. The waiver from HSBC was received on December 15, 2025 and effective for 12 months after reporting period.

The credit facilities were obtained by the Group for working capital purposes.

&nbsp;&nbsp;&nbsp;&nbsp;**19.** **LONG-TERM LOANS** 

Current maturities of long-term loans consist of the following:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Bonds<br> 19a | - | 2347 |
| Bank loans<br> 19b | 17746 | 13519 |
| **Total** | **17746** | **15866** |

---

Long-term loans consist of the following:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Bonds<br> 19a | 2696 | 2696 |
| Bank loans<br> 19b | 23403 | 22822 |
| **Total** | **26099** | **25518** |

---

Scheduled principal payments as of December 31, 2025 are as follows:

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **Year** | **Year** | **Year** | **Year** | **Year** | **Year** |
|  | **Total** | **2027** | **2028** | **2029** | **2030** | **Thereafter** |
| Bonds<br> 19a | 2696 | - | - | - | 1200 | 1496 |
| Bank loans<br> 19b | 23403 | 6175 | 5554 | 4979 | 4003 | 2692 |
| **Total** | **26099** | **6175** | **5554** | **4979** | **5203** | **4188** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. Bonds

---

| | | |
|:---|:---|:---|
| | **Outstanding** | **Outstanding** |
| <br>**Bonds** | **2025** | **2024** |
| Bonds Telkom 2015 |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Series B | - | 2100 |
| &nbsp;&nbsp;&nbsp;&nbsp;Series C | 1200 | 1200 |
| &nbsp;&nbsp;&nbsp;&nbsp;Series D | 1500 | 1500 |
| Bonds Mitratel 2024 | - | 240 |
| Sukuk Mitratel 2024 | - | 10 |
| Total | 2700 | 5050 |
| Unamortized debt issuance cost | (4) | (7) |
|  | 2696 | 5043 |
| **Current maturities** | **-** | **(2347)** |
| **Long-term portion** | **2696** | **2696** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**19.** **LONG-TERM LOANS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. Bonds (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Bonds Telkom 2015

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **Bonds** | **Principal** | **Issuer** | **Listed on** | **Issuance date** | **Maturity date** | **Interest payment period** | **Interest rate per annum** |
| Series A | 2200 | The Company | IDX | June 23, 2015 | June 23, 2022 | Quarterly | 9.93% |
| Series B | 2100 | The Company | IDX | June 23, 2015 | June 23, 2025 | Quarterly | 10.25% |
| Series C | 1200 | The Company | IDX | June 23, 2015 | June 23, 2030 | Quarterly | 10.60% |
| Series D | 1500 | The Company | IDX | June 23, 2015 | June 23, 2045 | Quarterly | 11.00% |
| **Total** | **7000** |  |  |  |  |  |  |

---

The bonds are not secured by specific security but by all of the Company's assets, movable or non-movable, either existing or in the future (Note 11b.viii). The underwriters of the bonds are PT. Bahana TCW Investment Management ("Bahana TCW"), PT BRI Danareksa Sekuritas, PT Mandiri Sekuritas, and PT Trimegah Sekuritas Indonesia Tbk., and the trustee is Bank Permata. The Company received the proceeds from the issuance of bonds on June 23, 2015.

The funds received from the public offering of bonds net of issuance costs, were used to finance capital expenditures which consisted of broadband, backbone, metro network, regional metro junction, information technology application and support, and acquisition of some domestic and international entities.

As of December 31, 2025, the rating of the bonds issued by Pefindo is idAAA (Triple A).

Based on the Indenture Trusts Agreement, the Company is required to comply with all covenants or restrictions, including maintaining financial ratios as follows:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(c) Debt to equity ratio should not exceed 2:1;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(d) EBITDA to interest ratio should not be less than 4:1;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(e) Debt service coverage is at least 125%.

As of December 31, 2025, the Company has complied with the above-mentioned ratios.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Bonds Mitratel 2024

On July 4, 2024, Mitratel issued shelf register bonds phase I amounting Rp240 billion. Bonds has annual interest rate 6.50% that will be paid quarterly. Bonds are already fully paid on July 14, 2025.

BTN was appointed as trustee for the issuance of the bonds Mitratel 2024. The rating of the Bonds issued by Pemeringkat Efek Indonesia is idAAA.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Sukuk Mitratel 2024

On July 4, 2024, Mitratel issued sukuk Ijarah shelf register phase I amounting Rp10 billion. Sukuk has annual interest rate 6.50% that will be paid quarterly. Sukuk is already fully paid on July 14, 2025.

BTN was appointed as trustee for the issuance of sukuk Mitratel 2024. The rating of Sukuk issued by Pemeringkat Efek Indonesia is AAAsy.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**19.** **LONG-TERM LOANS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Bank loans

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| | | **2025** | **2025** | **2024** | **2024** |
| | | **Outstanding** | **Outstanding** | **Outstanding** | **Outstanding** |
| <br>**Lenders** | <br>**Currency** | **Foreign**<br>**currency**<br>**(in millions)** | <br>**Rupiah**<br>**equivalent** | **Foreign**<br> **currency**<br>**(in millions)** | <br>**Rupiah** <br>**equivalent** |
| Related parties |  |  |  |  |  |
| &nbsp;&nbsp;BNI | Rp | - | 13155 | - | 6030 |
| &nbsp;&nbsp;Bank Mandiri  | Rp | - | 7635 | - | 6355 |
| &nbsp;&nbsp;BSI | Rp | - | 1666 | - | 2083 |
| &nbsp;&nbsp;BRI | Rp | - | 261 | - | 1475 |
| Sub-total |  |  | 22717 |  | 15943 |
| Third parties |  |  |  |  |  |
| &nbsp;&nbsp;BCA | Rp | - | 7313 | - | 9755 |
| &nbsp;&nbsp;DBS | Rp | - | 4350 | - | 4800 |
| &nbsp;&nbsp;Bank of China | Rp | - | 1900 | - | 1900 |
| &nbsp;&nbsp;Bank CIMB Niaga | Rp | - | 1750 | - | 1710 |
|  | US$ | 10 | 173 | 6 | 99 |
| &nbsp;&nbsp;Bank Permata | Rp | - | 1229 | - | 1021 |
| &nbsp;&nbsp;PT Bank Sinarmas Tbk. ("Bank Sinarmas") | Rp | - | 1000 | - | - |
| &nbsp;&nbsp;HSBC | Rp | - | 784 | - | 1000 |
| &nbsp;&nbsp;Bank Danamon | Rp | - | 16 | - | 110 |
| &nbsp;&nbsp;PT Bank ANZ Indonesia ("Bank ANZ") | Rp | - | - | - | 22 |
| &nbsp;&nbsp;Syndication of banks | US$ | - | - | 4 | 60 |
| &nbsp;&nbsp;Others | Rp | - | - | - | 3 |
|  | MYR | 6 | 26 | 7 | 27 |
| Sub-total |  |  | 18541 |  | 20507 |
| Total |  |  | 41258 |  | 36450 |
| Unamortized debt issuance cost |  |  | (109) |  | (109) |
|  |  |  | 41149 |  | 36341 |
| **Current maturities** |  |  | **(17746)** |  | **(13519)** |
| **Long-term portion** |  |  | **23403** |  | **22822** |

---

Other significant information relating to bank loans as of December 31, 2025, is as follows:

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Borrower** | **Currency** | **Total facility (in billions)\*** | **Current period**<br>**payment** <br>**(in billions)\*** | **Principal payment schedule** | **Interest payment period** | **Interest rate per annum** | **Security\*\*** |
| **BNI** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2013 | Sigma | Rp | 650 | 61 | 2021-2027 | Monthly | 1 month IndONIA + 2.25% | Trade receivables and property and equipment  |
| &nbsp;&nbsp;&nbsp;2018 | TLT | Rp | 1540 | 110 | 2018-2033 | Quarterly | 3 months JIBOR + 1.50% | Property and equipment  |
| &nbsp;&nbsp;&nbsp;2018 - 2025 | The Company, Mitratel, UMT, PST, Telkomsel | Rp | 22825 | 2131 | 2018-2032 | Monthly, Quarterly | 3 months <br>JIBOR + 0.25%;<br>1 month IndONIA +<br>0.75%-1.65%;<br>3 months<br>IndONIA + 0.75% |  |
| **Bank Mandiri** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2018 | Telkomsel | Rp | 4000 | 11000 | 2018-2026 | Quarterly | 5.00% |  |
| &nbsp;&nbsp;&nbsp;2018 - 2024 | The Company, GSD, PST, Mitratel | Rp | 9975 | 2320 | 2020-2031 | Monthly, Quarterly | 3 months JIBOR +<br>0.25%-1.50%;<br>1 month <br>IndONIA + 0.85%;<br>3 months <br>IndONIA + 0.90% |  |
| **BSI** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2021 - 2022 | Telkomsel | Rp | 2000 | 5000 | 2022-2027 | Monthly | 5.30% |  |
| &nbsp;&nbsp;&nbsp;2024 | Mitratel | Rp | 2500 | 417 | 2024-2029 | Monthly | 1 month IndONIA + 0.85% |  |

---

\* In original currency

\*\* Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**19.** **LONG-TERM LOANS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Bank loans (continued)

Other significant information relating to bank loans as of December 31, 2025, is as follows (continued):

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Borrower** | **Currency** | **Total facility (in billions)\*** | **Current period payment (in billions)\*** | **Principal payment schedule** | **Interest payment period** | **Interest rate per annum** | **Security\*\*** |
| **BRI** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2019 - 2023 | The Company, Mitratel | Rp | 3000 | 1214 | 2021-2030 | Monthly, Quarterly | 3 months <br>JIBOR + 0.75%;<br>1 month <br>IndONIA + 1.00% |  |
| &nbsp;&nbsp;&nbsp;2024 | Telkomsel | Rp | 1000 | 2000 | 2024-2026 | Semi-annually | 6.50% |  |
| **BCA** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2020 - 2024 | The Company, PST, GSD, Mitratel | Rp | 18686 | 2443 | 2020-2032 | Monthly, Quarterly | 3 months JIBOR +<br>0.50%-1.00%;<br>1 month <br>IndONIA + 0.75%;<br>3 months IndONIA +<br>1.25%-1.89% |  |
| &nbsp;&nbsp;&nbsp;2022 | Telkomsel | Rp | 2000 | 5000 | 2022-2026 | Monthly | 6.10% |  |
| **DBS** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2021 - 2023 | Mitratel | Rp | 5500 | 1283 | 2022-2030 | Monthly | 1 month IndONIA + 0.95% |  |
| &nbsp;&nbsp;&nbsp;2024 - 2025 | The Company, Telkomsel | Rp | 6000 | 2167 | 2025-2031 | Quarterly | 4.95%-6.50% |  |
| **Bank of China** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2019 | Telkomsel | Rp | 1900 | 1900 | 2019-2026 | Monthly | 5.05% |  |
| **Bank CIMB**  |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**Niaga** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2019 - 2022 | PINS, Mitratel | Rp | 2300 | 960 | 2022-2028 | Monthly, Quarterly | 3 months <br>JIBOR + 1.95%;<br>1 month <br>IndONIA + 0.90% |  |
| &nbsp;&nbsp;&nbsp;2025 | Telkomsel | Rp | 1000 | 2000 | 2025-2027 | Monthly | 4.70% |  |
| &nbsp;&nbsp;&nbsp;2021 - 2022 | Telin | US$ | 0 | 0 | 2025-2030 | Semi-annually | 6 months SOFR + 1.82% |  |
| **Bank Permata** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2020 - 2024 | Mitratel | Rp | 2250 | 292 | 2021-2031 | Monthly | 1 month IndONIA + 1.02% |  |
| &nbsp;&nbsp;&nbsp;2025 | Telkomsel | Rp | 1000 | 2000 | 2025-2027 | Monthly | 5.85% |  |
| **Bank Sinarmas** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2024 | Telkomsel | Rp | 1000 | 6500 | 2025-2026 | Quarterly | 1 week JIBOR |  |
| **HSBC** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2021 - 2023 | Mitratel | Rp | 1250 | 216 | 2023-2030 | Monthly | 1 month IndONIA + 0.90% |  |
| **Bank Danamon** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2022 | Mitratel | Rp | 636 | 91 | 2022-2025 | Quarterly | 3 months JIBOR + 1.50% |  |
| &nbsp;&nbsp;&nbsp;2024 | SSI | Rp | 24 | 3 | 2024-2029 | Monthly | 8.75% |  |
| **Bank ANZ** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2015 | PINS, GSD | Rp | 440 | 22 | 2020-2025 | Quarterly | 3 months JIBOR +<br>1.40%-2.00% |  |
| &nbsp;&nbsp;&nbsp;2025 | Telkomsel | Rp | 1500 | 3000 | 2025-2027 | Monthly | 5.32% |  |
| **Syndication of banks** |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;2018 | Telin | US$ | 0 | 0 | 2020-2025 | Semi-annually | 6 months SOFR + 1.55% |  |

---

\* In original currency

\*\* Refer to Note 5 and Note 11 for details of trade receivables and property and equipment pledged as collateral.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**19.** **LONG-TERM LOANS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Bank loans (continued)

As stated in the agreements, the Group is required to comply with all covenants or restrictions such as dividend distribution, obtaining new loans, and maintaining financial ratios. As of December 31, 2025, the Group has complied with all covenants regarding these financial ratios, except for Sigma which debt to service coverage ratio is still lower than required. As of December 31, 2025, the Group obtained waiver for loan amounting to Rp47 billion from BNI to not require payment as the consequence of the breach for Sigma. The waiver from BNI was received on December 15, 2025 and effective for 12 months after reporting period.

The credit facilities were obtained by the Group for working capital purposes and investment purposes.

As of December 31, 2025, the Group had Rp42,109 billion and US$67 million of undrawn committed borrowing facilities available.

&nbsp;&nbsp;&nbsp;&nbsp;**20.** **NON-CONTROLLING INTERESTS** 

The details of non-controlling interests are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Non-controlling interests in net assets of subsidiaries: |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Telkomsel | 10381 | 11022 |
| &nbsp;&nbsp;&nbsp;&nbsp;Mitratel | 8404 | 8440 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | 1067 | 934 |
| **Total** | **19852** | **20396** |
|  | **2025** | **2024** |
| Non-controlling interests in profit (loss) |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;in current year of subsidiaries: |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Telkomsel | 6101 | 6434 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Mitratel | 597 | 594 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Others | (54) | 66 |
| **Total** | **6644** | **7094** |

---

<u>Material partly-owned subsidiaries</u>

The non-controlling interests which are considered material to the Company are the non-controlling interests in Telkomsel and Mitratel. On December 31, 2025 and 2024, the non-controlling interest in Telkomsel holds 30.10% and Mitratel holds 28.16%.

The summarized financial information of Telkomsel and Mitratel are provided below. These information are based on amounts before intercompany eliminations and adjustments.

Summarized statements of financial position*:*

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Telkomsel** | **Telkomsel** | **Mitratel** | **Mitratel** |
|  | **2025** | **2024** | **2025** | **2024** |
| &nbsp;&nbsp;Current assets | 17651 | 19374 | 3051 | 3447 |
| &nbsp;&nbsp;Non-current assets | 96976 | 98029 | 55299 | 54693 |
| &nbsp;&nbsp;Current liabilities | (41560) | (41199) | (7500) | (12286) |
| &nbsp;&nbsp;Non-current liabilities | (44791) | (45216) | (17499) | (12467) |
| &nbsp;&nbsp;**Total equity** | **28276** | **30988** | **33351** | **33387** |
| &nbsp;&nbsp;Attributable to: |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Owners of the parent company | 17895 | 19966 | 24947 | 24947 |
| &nbsp;&nbsp;&nbsp;&nbsp;Non-controlling interests | 10381 | 11022 | 8404 | 8440 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**20. NON-CONTROLLING INTERESTS (continued)**

<u>Material partly-owned subsidiaries (continued)</u>

Summarized statements of profit or loss and other comprehensive income:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Telkomsel** | **Telkomsel** | **Mitratel** | **Mitratel** |
|  | **2025** | **2024** | **2025** | **2024** |
| Revenues | 109307 | 113340 | 9534 | 9308 |
| Operation expenses | (81386) | (83883) | (5381) | (5129) |
| Other expenses - net | (2458) | (2108) | (1905) | (1918) |
| **Profit before income tax** | **25463** | **27349** | **2248** | **2261** |
| Income tax expense - net | (5776) | (5347) | (129) | (157) |
| **Profit for the year** | **19687** | **22002** | **2119** | **2104** |
| Other comprehensive income (loss) - net | (43) | 355 | (3) | 1 |
| **Total comprehensive**  |  |  |  |  |
| &nbsp;&nbsp;**income for the year** | **19644** | **22357** | **2116** | **2105** |
| Attributable to  |  |  |  |  |
| &nbsp;&nbsp;non-controlling interests | 6101 | 6434 | 597 | 594 |
| Dividends paid to |  |  |  |  |
| &nbsp;&nbsp;non-controlling interests | 6729 | 6627 | 545 | 407 |

---

Summarized statements of cash flows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Telkomsel** | **Telkomsel** | **Mitratel** | **Mitratel** |
|  | **2025** | **2024** | **2025** | **2024** |
| Operating | 36806 | 38939 | 6776 | 6632 |
| Investing | (14282) | (14932) | (2250) | (3490) |
| Financing | (22937) | (25631) | (4514) | (3436) |
| **Net increase (decrease) in**  |  |  |  |  |
| &nbsp;&nbsp;**cash and cash equivalents** | **(413)** | **(1624)** | **12** | **(294)** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**21.** **CAPITAL STOCK** 

---

| | | | |
|:---|:---|:---|:---|
| | **2025** | **2025** | **2025** |
| <br>**Description** | **Number of shares** | **Percentage of ownership** | **Total paid-in capital** |
| Series A Dwiwarna share |  |  |  |
| &nbsp;&nbsp;Government | 1 | 0 | 0 |
| Series B shares |  |  |  |
| &nbsp;&nbsp;DAM | 51602353559 | 52.09 | 2580 |
| &nbsp;&nbsp;The Bank of New York Mellon Corporation\* | 4356822980 | 4.40 | 218 |
| &nbsp;&nbsp;Directors (Note 1b): |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Dian Siswarini | 203000 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Veranita Yosephine  | 90000 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Nanang Hendarno | 32500 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Faizal Rochmad Djoemadi | 248500 | 0 | 0 |
| &nbsp;&nbsp;Commissioners (Note 1b): |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Rizal Mallarangeng | 3240600 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Silmy Karim | 1344700 | 0 | 0 |
| &nbsp;&nbsp;Public (individually less than 5%) | 43088935360 | 43.50 | 2155 |
| &nbsp;&nbsp;Share buyback (Note 1c) | 8945400 | 0.01 | 0 |
| **Total** | **99062216600** | **100.00** | **4953** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**21.** **CAPITAL STOCK (continued)** 

---

| | | | |
|:---|:---|:---|:---|
| | **2024** | **2024** | **2024** |
| <br>**Description** | **Number of shares** | **Percentage of ownership** | **Total paid-in capital** |
| Series A Dwiwarna share |  |  |  |
| &nbsp;&nbsp;Government | 1 | 0 | 0 |
| Series B shares |  |  |  |
| &nbsp;&nbsp;Government | 51602353559 | 52.09 | 2580 |
| &nbsp;&nbsp;The Bank of New York Mellon Corporation\* | 4185694580 | 4.23 | 209 |
| &nbsp;&nbsp;Directors (Note 1b): |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ririek Adriansyah | 9336755 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Bogi Witjaksono | 6952700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Afriwandi  | 6995200 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Heri Supriadi | 7242700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;F.M. Venusiana R. | 10629200 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Herlan Wijanarko | 6995200 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Muhamad Fajrin Rasyid | 6952700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Budi Setyawan Wijaya | 7407700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Honesti Basyir | 3250844 | 0 | 0 |
| &nbsp;&nbsp;Commissioners (Note 1b): |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Isa Rachmatarwata | 3312700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Marcelino Rumambo Pandin | 3312700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Ismail | 3312700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Arya Mahendra Sinulingga | 3359500 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Rizal Mallarangeng | 3312700 | 0 | 0 |
| &nbsp;&nbsp;&nbsp;&nbsp;Silmy Karim | 1344700 | 0 | 0 |
| &nbsp;&nbsp;Public (individually less than 5%) | 43190450461 | 43.68 | 2164 |
| **Total** | **99062216600** | **100.00** | **4953** |

---

\* The Bank of New York Mellon Corporation serves as the Depositary of the registered ADS holders for the Company's ADSs.

The Company issued only 1 Series A Dwiwarna share which is held by the Government of the Republic of Indonesia and cannot be transferred to any party, and has a veto right in the General Meeting of Stockholders of the Company with respect to the election and removal of the Boards of Commissioners and Directors, issuance of new shares, and amendments of the Company's Articles of Association.

Based on Notarial Deed of Jose Dima Satria, S.H., M.Kn., No. 121, dated March 22, 2025, the Government transferred its ownership of 51,602,353,559 Series B shares, representing 52.09% of the Company's total shares, to PT Biro Klasifikasi Indonesia ("BKI") through "inbreng" capital contribution.

This share transfer was conducted in accordance with prevailing legal regulations, specifically:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Government Regulation Number 15 Year 2025 regarding the Addition of Capital Participation of the Republic of Indonesia into the Share Capital of BKI for the Establishment of an Operational Holding;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Government Regulation Number 16 Year 2025 regarding the State Capital Participation of the Republic of Indonesia into the Daya Anagata Nusantara Investment Management Agency ("Danantara").

BKI, as the transferee, serves as the Operational Holding Company, with all of its shares owned by the Government through the Minister of State-Owned Enterprises and Danantara. The Government retains its position as the Company's Ultimate Beneficial Owner through its direct ownership of 1 Series A Dwiwarna share with special rights and its indirect ownership of BKI's Series B shares through Danantara. Based on Notarial Deed of Jose Dima Satria, S.H., M.Kn., No. 163, dated May 23, 2025, BKI changed its name to DAM.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**22.** **OTHER EQUITY** 

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Difference from the acquisition of non-controlling |  |  |
| &nbsp;&nbsp;interests in subsidiaries | 8.364 | 8364 |
| Exchange rate translation adjustment | 1.462 | 1102 |
| Effect of changes in associates' equity | 386 | 386 |
| Unrealized gain on available-for-sale securities | 10 | 9 |
| Other equity components | 37 | 37 |
| **Total** | **10.259** | **9898** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**23.** **REVENUES** 

The Group derives revenues in the following major product lines:

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **2025** | **B2C** | **B2B Infra** | **B2B ICT** | **Internasional** | **Others** | **Consolidated revenue** |
| **Data, internet, and information**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**technology service revenues** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Cellular data and internet | 71289 | - | - | - | - | 71289 |
| &nbsp;&nbsp;&nbsp;Internet, data communication, and |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;information technology services | 440 | 1107 | 10817 | 1843 | 10 | 14217 |
| &nbsp;&nbsp;&nbsp;Others | 48 | 1237 | 505 | 159 | 2589 | 4538 |
| **Total data, internet, and information**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**technology service revenues** | **71777** | **2344** | **11322** | **2002** | **2599** | **90044** |
| **IndiHome revenues** | **26119** | **-** | **-** | **-** | **-** | **26119** |
| **Interconnection revenues** | **386** | **1345** | **-** | **7241** | **-** | **8972** |
| **Telephone revenues** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Cellular  | 4229 | - | - | 171 | - | 4400 |
| &nbsp;&nbsp;&nbsp;Fixed lines | - | 88 | 484 | - | - | 572 |
| &nbsp;&nbsp;&nbsp;SMS | 3143 | - | 20 | - | - | 3163 |
| **Total telephone revenues** | **7372** | **88** | **504** | **171** | **-** | **8135** |
| **Network revenues** | **3** | **1739** | **677** | **1226** | **-** | **3645** |
| **Other services** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;E-payment | - | - | - | - | 1684 | 1684 |
| &nbsp;&nbsp;&nbsp;Manage service and terminal | - | - | 1201 | 25 | - | 1226 |
| &nbsp;&nbsp;&nbsp;Call center service | - | - | 1154 | - | - | 1154 |
| &nbsp;&nbsp;&nbsp;E-health | - | - | - | - | - | - |
| &nbsp;&nbsp;&nbsp;Others | 241 | 538 | 442 | 8 | 1659 | 2888 |
| **Total other services** | **241** | **538** | **2797** | **33** | **3343** | **6952** |
| **Total revenues from**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**contract with customer** | **105898** | **6054** | **15300** | **10673** | **5942** | **143867** |
| **Revenues from lessor transactions** | **-** | **2875** | **-** | **-** | **-** | **2875** |
| **Total revenues** | **105898** | **8929** | **15300** | **10673** | **5942** | **146742** |

---

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **As restated** | **As restated** | **As restated** | **As restated** | **As restated** | **As restated** | **As restated** |
| **2024** | **B2C** | **B2B Infra** | **B2B ICT** | **Internasional** | **Others** | **Consolidated revenue** |
| **Data, internet, and information**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**technology service revenues** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Cellular data and internet | 72639 | - | - | - | - | 72639 |
| &nbsp;&nbsp;&nbsp;Internet, data communication, and |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;information technology services | - | 1122 | 11314 | 1651 | 17 | 14104 |
| &nbsp;&nbsp;&nbsp;Others | 134 | 834 | 578 | 260 | 1984 | 3790 |
| **Total data, internet, and information**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**technology service revenues** | **72773** | **1956** | **11892** | **1911** | **2001** | **90533** |
| **IndiHome revenues** | **26262** | **-** | **-** | **-** | **-** | **26262** |
| **Interconnection revenues** | **363** | **1193** | **-** | **7631** | **-** | **9187** |
| **Telephone revenues** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Cellular  | 6077 | - | - | 183 | - | 6260 |
| &nbsp;&nbsp;&nbsp;Fixed lines | - | 82 | 397 | - | - | 479 |
| &nbsp;&nbsp;&nbsp;SMS | 3791 | - | 14 | - | - | 3805 |
| **Total telephone revenues** | **9868** | **82** | **411** | **183** | **-** | **10544** |
| **Network revenues** | **3** | **1538** | **648** | **990** | **-** | **3179** |
| **Other services** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;E-payment | 14 | - | - | - | 1286 | 1300 |
| &nbsp;&nbsp;&nbsp;Call center service | - | - | 1255 | - | - | 1255 |
| &nbsp;&nbsp;&nbsp;Manage service and terminal | - | 1 | 1039 | 5 | - | 1045 |
| &nbsp;&nbsp;&nbsp;E-health | - | - | - | - | 767 | 767 |
| &nbsp;&nbsp;&nbsp;Others | 379 | 381 | 496 | 12 | 1598 | 2866 |
| **Total other services** | **393** | **382** | **2790** | **17** | **3651** | **7233** |
| **Total revenues from**  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**contract with customer** | **109662** | **5151** | **15741** | **10732** | **5652** | **146938** |
| **Revenues from lessor transactions** | **-** | **3029** | **-** | **-** | **-** | **3029** |
| **Total revenues** | **109662** | **8180** | **15741** | **10732** | **5652** | **149967** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**23.** **REVENUES (continued)** 

The Group derives revenues in the following major product lines:

Management expects that most of the transaction price allocated to the unsatisfied contracts as of December 31, 2025 will be recognized as revenue during the next reporting periods. Unsatisfied performance obligations as of December 31, 2025, which management expects to be realised within one year is Rp8,512 billion, and more than one year is Rp5,453 billion.

The Group entered into non-cancellable lease agreements with both third and related parties. The lease agreements cover leased lines, telecommunication equipment and land and building with terms ranging from 1 to 29 years and with expiry dates between 2026 and 2039. Periods may be extended based on the agreement by both parties.

Refer to Note 32 for details of related parties transactions.

&nbsp;&nbsp;&nbsp;&nbsp;**24.** **PERSONNEL EXPENSES** 

The breakdown of personnel expenses is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Salaries and related benefits | 9411 | 9457 |
| Vacation pay, incentives, and other benefits | 3784 | 4214 |
| Pension and other post-employment |  |  |
| &nbsp;&nbsp;benefits (Note 30) | 1854 | 1691 |
| Early retirement program | 937 | 1186 |
| LSA expense (Note 31) | 284 | 226 |
| Others | 92 | 33 |
| **Total** | **16362** | **16807** |

---

Refer to Note 32 for details of related parties transactions.

&nbsp;&nbsp;&nbsp;&nbsp;**25.** **OPERATION, MAINTENANCE, AND TELECOMMUNICATION SERVICE EXPENSES** 

The breakdown of operation, maintenance, and telecommunication service expenses is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Operation and maintenance | 23478 | 24365 |
| Radio frequency usage charges (Note 35c.i) | 7746 | 7687 |
| Leased lines and Customer Premise  |  |  |
| &nbsp;&nbsp;Equipment ("CPE") | 4474 | 3422 |
| Concession fees and USO charges (Note 15) | 2885 | 2933 |
| Electricity, gas, and water | 1051 | 1097 |
| Cost of SIM cards, vouchers, and |  |  |
| &nbsp;&nbsp;sales of peripherals (Note 7) | 532 | 584 |
| Project management | 445 | 427 |
| Insurance | 335 | 308 |
| Vehicles rental and supporting facilities | 164 | 271 |
| Others (each below Rp100 billion) | 124 | 108 |
| **Total** | **41234** | **41202** |

---

Refer to Note 32 for details of related parties transactions.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**26.** **GENERAL AND ADMINISTRATIVE EXPENSES** 

The breakdown of general and administrative expenses is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| General expenses | 2241 | 2448 |
| Allowance for expected credit losses |  |  |
| &nbsp;&nbsp;trade receivables (Note 5) | 1465 | 904 |
| Professional fees | 824 | 855 |
| Training, education, and recruitment | 358 | 453 |
| Traveling | 343 | 421 |
| Meeting | 307 | 390 |
| Social contribution | 301 | 233 |
| Collection expenses | 291 | 194 |
| Others (each below Rp100 billion) | 471 | 327 |
| **Total** | **6601** | **6225** |

---

Refer to Note 32 for details of related parties transactions.

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. Prepaid income taxes

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| The Company: |  |  |
| &nbsp;&nbsp;Income Tax |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 23 - Withholding tax on service delivery | - | 260 |
| Subsidiaries: |  |  |
| &nbsp;&nbsp;Income Tax |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Corporate income tax | 4 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 4(2) - Final tax | 16 | 17 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 23 - Withholding tax on service delivery | 55 | 79 |
| &nbsp;&nbsp;VAT | 1587 | 2076 |
| Total prepaid taxes | 1662 | 2433 |
| **Current portion** | **(1662)** | **(2433)** |
| **Non-current portion** | **-** | **-** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Claims for tax refund

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| The Company |  |  |
| &nbsp;&nbsp;Income Tax |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Corporate income tax | 663 | 641 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 21 - Individual income tax | 42 | 154 |
| &nbsp;&nbsp;VAT | 746 | 168 |
| Subsidiaries |  |  |
| &nbsp;&nbsp;Income Tax |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Corporate income tax | 1806 | 1553 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 21 - Individual income tax | 6 | 7 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 23 - Withholding tax on service delivery | 60 | - |
| &nbsp;&nbsp;VAT | 990 | 706 |
| Total claims for tax refund | 4313 | 3229 |
| **Current portion** | **(317)** | **(411)** |
| **Non-current portion (Note 13)** | **3996** | **2818** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;c. Taxes payable

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| The Company: |  |  |
| &nbsp;&nbsp;Income taxes |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 4(2) - Final tax | 31 | 11 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 21 - Individual income tax | 2 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 22 - Withholding tax on goods delivery  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;and imports | 1 | 1 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 23 - Withholding tax on services | 46 | 45 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 25 - Installment of corporate income tax | - | 78 |
| &nbsp;&nbsp;VAT | 304 | 109 |
| &nbsp;&nbsp;VAT - Tax collector | 185 | 114 |
|  | 569 | 359 |
| Subsidiaries: |  |  |
| &nbsp;&nbsp;Income taxes |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 4(2) - Final tax | 219 | 644 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 21 - Individual income tax | 52 | 160 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 22 - Withholding tax on goods delivery  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;and imports | 5 | 6 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 23 - Withholding tax on services | 183 | 33 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 25 - Installment of corporate income tax | 52 | 587 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 26 - Withholding tax on non-resident income | 14 | 178 |
| &nbsp;&nbsp;&nbsp;&nbsp;Article 29 - Corporate income tax | 317 | 203 |
| &nbsp;&nbsp;VAT  | 147 | 473 |
| &nbsp;&nbsp;VAT - Tax collector | 467 | 650 |
|  | 1456 | 2934 |
| **Total taxes payable** | **2025** | **3293** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;d. The components of consolidated income tax expense (benefit) are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | |
|  |  | **2024**<br>**(As restated)** |
| Current |  |  |
| &nbsp;&nbsp;The Company | 1017 | 905 |
| &nbsp;&nbsp;Subsidiaries | 6588 | 6.730 |
|  | 7605 | 7.635 |
| Deferred |  |  |
| &nbsp;&nbsp;The Company | (489) | 316 |
| &nbsp;&nbsp;Subsidiaries | (472) | 167 |
|  | (961) | **483** |
| **Net income tax expense** | **6644** | **8.118** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**27. TAXATION (continued)**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;d. The components of consolidated income tax expense (benefit) are as follows (continued):

The reconciliation between the profit before income tax and the estimated taxable income of the Company for years ended December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | |
|  |  | **2024**<br>**(As restated)** |
| Profit before income tax consolidation | 31102 | 37615 |
| Add back consolidation eliminations | 24739 | 25590 |
| Consolidated profit before income tax and eliminations | 55841 | 63205 |
| Less: profit before income tax of the subsidiaries | (37007) | (38949) |
| Profit before income tax attributable to the Company |  |  |
| &nbsp;&nbsp;before deduction of income subject to final tax | 18834 | 24256 |
| Less: income subject to final tax | (1156) | (801) |
| Profit before income tax attributable to the Company |  |  |
| &nbsp;&nbsp;after deduction of income subject to final tax | 17678 | 23455 |
| **Temporary differences:** |  |  |
| Allowance for expected credit losses | (273) | (324) |
| Deferred installation fee | (31) | 17 |
| Leases | (1) | 7 |
| Provision for employee benefits | 116 | (127) |
| Land rights, intangible assets, and other | 24 | 67 |
| Net periodic pension and other post-employment |  |  |
| &nbsp;&nbsp;benefits costs  | 777 | (175) |
| Difference between accounting and tax bases |  |  |
| &nbsp;&nbsp;of property and equipment | 1870 | (1157) |
| Accrued expenses | - | (127) |
| Others | 26 | (7) |
| Net temporary differences | 2508 | (1826) |
| **Permanent differences:** |  |  |
| Net periodic post-retirement health care benefit costs | 282 | 282 |
| Donations | 172 | 211 |
| Employee benefits | 11 | 14 |
| Expense related to income subject to final tax | 407 | 242 |
| Equity in net income of associates and subsidiaries | (16576) | (18342) |
| Other expense from tax assesment result | 47 | 69 |
| Others | 88 | 95 |
| Net permanent differences | (15569) | (17429) |
| **Taxable income of the Company** | **4617** | **4200** |
| Current corporate income tax expense | 878 | 798 |
| Final income tax expense | 139 | 107 |
| Total current income tax expense of the Company | 1017 | 905 |
| Current income tax expense of the subsidiaries | 6588 | 6730 |
| **Total current income tax expense** | **7605** | **7635** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;d. The components of income tax expense (benefit) are as follows (continued):

The reconciliation between the income tax expense calculated by applying the applicable tax rate of 19% to the profit before income tax less income subject to final tax, and the net income tax expense as shown in the consolidated statements of profit or loss and other comprehensive income is as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | |
|  |  | **2024**<br>**(As restated)** |
| Profit before income tax consolidation | 31102 | 37615 |
| Less consolidated income subject to final tax - net | (8471) | (7598) |
|  | 22631 | 30017 |
| Income tax expense calculated at the Company's  |  |  |
| &nbsp;&nbsp;applicable statutory tax rate | 4300 | 5703 |
| Difference in applicable statutory tax rate for  |  |  |
| &nbsp;&nbsp;subsidiaries | 657 | 738 |
| Non-deductible expenses | 1295 | 1229 |
| Final income tax expense | 138 | 107 |
| Deferred tax adjustment | 295 | (4) |
| Unrecognized deferred tax  | 39 | 8 |
| Others | (80) | 337 |
| **Net income tax expense**  | **6644** | **8118** |

---

In Law No. 7 of 1983 concerning Income Tax as amended several times, most recently by Law No. 6 of 2023 concerning Stipulation of Government Regulations in Lieu of Law No. 2 of 2022 concerning Job Creation becomes Law, Article 17 paragraph (1) letter b which stipulates that the tax rate applied to Taxable Income for domestic corporate taxpayers and permanent establishments is 22%, which comes into force in the 2022 fiscal year, and in article 17 paragraph (2b) stipulates that for corporate taxpayers in the form of a limited liability company with a total number of paid-up shares is traded on a stock exchange in Indonesia of at least 40% and meeting certain requirements can receive 3% tax rate lower than the expected rate.

The Company applied the tax rate of 19% for the years ended December 31, 2025 and 2024. The subsidiaries applied the tax rate of 22% for the years ended December 31, 2025 and 2024.

The Company has submitted its Annual Corporate Income Tax Return for the 2024 fiscal year on April 30, 2025 to the Tax Authority in accordance with the applicable tax regulations.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;e. Tax assessments

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) The Company

In the year ended December 31, 2024, the Company received a number of tax assessments from tax audits for the 2019, 2020 and 2021 fiscal years, and from these tax assessments the Company received a net refund of Rp7.7 billion after being deducted by other types of tax collection letters and assessments. In addition to the restitution from the tax audit results, the Company also received a restitution of Rp37.9 billion for the decision to approve the cancellation of the 2015 and 2016 VAT Tax Collection Letters.

In July 2024, the Company received a Field Audit Notification Letter for all types of taxes in 2023. In September 2024, the Company received a VAT Field Audit Notification Letter for 2022.

In June 2025, the Company received a number of tax assessments resulting from the 2023 tax audit. In August 2025, from all tax assessments, the Company received a net refund amounting to Rp589.1 billion after deducting other types of tax collection letters and assessments. In August 2025, the Company received a Tax Underpayment Assessment Letters ("SKPKB") of VAT audit results for 2022 fiscal year amounting to Rp10.1 billion (including tax fine).

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;e. Tax assessments (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) The Company (continued)

In August 2025, the Company received a Field Audit Notification Letter for all 2024 taxes.

In October 2025, the Company received a tax objection decision letter rejecting the Company's objection of the 2019 and 2020 tax assessments amounting of Rp35.7 billion. The Company is currently in the process of appealing the 2019 and 2020 tax dispute. As of the issuance of these consolidated financial statements, the tax audit process for the 2024 tax year and the appeal process for the 2019 and 2020 tax dispute are still ongoing.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Telkomsel

As of December 31, 2025, Telkomsel has a number of tax assessments that are in the appeal process. The details of claims for tax refund, both associated with tax assessments or that have not been determined by the Tax Authority, including tax assessment exposure that are not accompanied by tax claims by Telkomsel, are as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2025** | **2025** |
|  | **Objection** | **Appeal** | **Others** | **Total** |
| **Claims for tax refund which are not yet**  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**confirmed by the Tax Authority** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**Telkomsel** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Corporate Income Tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2025 fiscal year | - | - | 261 | 261 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2024 fiscal year | - | - | 791 | 791 |
| &nbsp;&nbsp;&nbsp;**Subsidiaries** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;VAT |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2025 fiscal year | - | - | 46 | 46 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Withholding tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2025 fiscal year | - | - | 1 | 1 |
| **Tax assessment with claims for** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**tax refund** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Corporate Income Tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2018 fiscal year | - | 35 | - | 35 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2015 fiscal year | - | 294 | - | 294 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2014 fiscal year | - | 35 | - | 35 |
| Witholding tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2015 fiscal year | - | - | 0 | 0 |
|  | **-** | **364** | **1099** | **1463** |
| **Tax assesment with no associated** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**claims for tax refund** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Corporate Income Tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2023 fiscal year | 1623 | - | - | 1623 |
| &nbsp;&nbsp;&nbsp;Withholding tax |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2023 fiscal year | 12844 | - | - | 12844 |
|  | **14467** | **-** | **-** | **14467** |

---

For the year ended December 31, 2025, Telkomsel received a number of SKPKB for VAT for the fiscal years 2021 to 2023 amounting to Rp606 billion (including sanctions of Rp181 billion), as well as for Income Tax Article 23 and Corporate Income Tax for the fiscal year 2023 amounting to Rp12,844 billion (including sanctions of Rp3,823 billion) and Rp1,623 billion (including sanctions of Rp445 billion), respectively. In relation to the underpayment of VAT, where Telkomsel acts as a Tax Collector, Telkomsel accepted the entire amount of the tax underpayment and recorded a penalty of Rp181 billion as a tax expense in the 2025 consolidated income statement, and compensated the principal VAT underpayment of Rp425 billion as a VAT tax credit in 2025. In relation to the underpayment of Income Tax Article 23 and Corporate Income Tax for the 2023 fiscal year, Telkomsel has strong technical arguments to support its tax position and believes that it has complied with the provisions of the applicable tax laws and regulations, therefore Telkomsel considers that no provision is necessary for the underpayment of tax. Telkomsel has filed an objection to the Directorate General of Taxes on December 10, 2025. As of the date of issuance of these consolidated financial statements, the results of the objection have not been received.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;e.Tax assessments (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Telkomsel (continued)

Management believes that Telkomsel has a strong ground to defend its position inherent in the claims for tax refund. Therefore, Telkomsel determines that such allowance is not necessary.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;f.Deferred tax assets and liabilities

The details of the Group's deferred tax assets and liabilities are as follows:

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | **Deferred tax asset and liabilities** | **Deferred tax asset and liabilities** | **Deferred tax asset and liabilities** | **(Charged) credited to** | **(Charged) credited to** |
|  | **in financial position** | **in financial position** | **in financial position** | **profit or loss** | **profit or loss** |
|  | **2025** | | | **2025** | |
|  |  | **2024**<br>**(As restated)** | **2023**<br>**(As restated)** |  | **2024**<br>**(As restated)** |
| **The Company** |  |  |  |  |  |
| Allowance for expected credit losses | 718 | 770 | 831 | (52) | (61) |
| Net periodic pension and other  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;post-employment benefit costs | 1001 | 781 | 822 | 148 | (34) |
| Difference between accounting and tax  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;bases of property and equipment | 2519 | 1894 | 2082 | 367 | (189) |
| Provision for employee benefits | 298 | 276 | 299 | 22 | (23) |
| Deferred installation fee | 19 | 25 | 21 | (6) | 4 |
| Land rights, intangible assets and others | 47 | 42 | 29 | 5 | 13 |
| Accrued expenses | - | - | 24 | - | (24) |
| Leases | 1 | 1 | - | - | 1 |
| Others | 78 | 73 | 76 | 5 | (3) |
| Total deferred tax assets - net | 4681 | 3862 | 4184 | 489 | (316) |
| **Telkomsel** |  |  |  |  |  |
| Provision for employee benefits | 1698 | 1445 | 1385 | 241 | 160 |
| Allowance for expected credit losses | 571 | 324 | 205 | 247 | 119 |
| Leases | 15 | 481 | 554 | (466) | (73) |
| Contract liabilities | 399 | 370 | 400 | 29 | (30) |
| Fair value measurement of financial |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;instruments | (8) | (8) | - | - | (8) |
| Difference between accounting and tax bases of |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;property and equipment | (857) | (1361) | (1228) | 504 | (133) |
| License amortization | (195) | (174) | (171) | (21) | (3) |
| Contract costs | (6) | (23) | (46) | 17 | 23 |
| Other financial instruments | (270) | (242) | (165) | (28) | (77) |
| Deferred tax assets (liabilities) of Telkomsel - net | 1347 | 812 | 934 | 523 | (22) |
| Deferred tax assets of the other subsidiaries - net | 575 | 680 | 704 | (99) | (15) |
| Deferred tax liabilities of the other subsidiaries - net | (1233) | (992) | (841) | 48 | (130) |
| **Deferred tax expense (benefit)** |  |  |  | **961** | **(483)** |
| **Total deferred tax assets - net** | **6603** | **5354** | **5822** |  |  |
| **Total deferred tax liabilities - net** | **(1233)** | **(992)** | **(841)** |  |  |

---

As of December 31, 2025 and 2024 the aggregate amounts of temporary differences associated with investments in subsidiaries and associated companies, for which deferred tax liabilities are not recognized were Rp28,516 billion and Rp84,310 billion, respectively.

Realization of the deferred tax assets is dependent upon the Group's capability in generating future profitable operations. Although realization is not assured, the Group believes that it is probable that these deferred tax assets will be realized through reduction of future taxable income when temporary differences reverse. The amount of deferred tax assets is considered realizable; however, it can be reduced if actual future taxable income is lower than estimates.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;g.Administration

In December 2024, the Government issued Decree of the Minister of Finance Number 465 of 2024 concerning the Implementation of the Core System of Tax Administration and Regulation of the Minister of Finance concerning Tax Provisions in the Framework of Implementing the Core System of Tax Administration No. 81 of 2024. In order to realize the aspect of justice in society, at the end of December 2024 the Government issued Regulation of the Minister of Finance Number 131 of 2024 concerning Value Added Tax Treatment on Imports of Taxable Goods, Delivery of Taxable Goods, Delivery of Taxable Services, Utilization of Intangible Taxable Goods from Outside the Customs Area within the Customs Area, and Utilization of Taxable Services from Outside the Customs Area within the Customs Area (PMK 131/2024) which is effective as of January 1, 2025. PMK 131/2024 regulates that on the Import and/or delivery of Taxable Goods within the Customs Area by Entrepreneurs other than Taxable Goods classified as luxury, delivery of Taxable Services within the Customs Area by Entrepreneurs, utilization of Intangible Taxable Goods from outside the Customs Area within the Customs Area, utilization of Taxable Services from outside the Customs Area within the Customs Area, Tax is payable VAT is calculated by multiplying the 12% (twelve percent) rate by the Taxable Base, which is another value.

The issuance of PMK 131/2024 is in accordance with Law Number 7 of 2021 concerning the Harmonization of Tax Regulations (HPP Law), which stipulates that a VAT rate of 12% will be implemented no later than January 1, 2025. In February 2025, the Government issued Minister of Finance Regulation Number 11 of 2025 concerning Provisions on Other Values as Taxable Bases and Certain Amounts of Value Added Tax. The Company ensures coordination with relevant units, the IT Team and tax authorities to ensure smooth tax administration processes conducted through the Tax Administration Core System application, as well as the provisions for using other values as VAT Taxable Bases.

In response to the implementation of the Organisation for Economic Co-operation and Development ("OECD") Pillar Two framework, on December 31, 2024, Indonesian Government implemented Pillar Two framework through Regulation of the Minister of Finance No. 136/2024 (PMK 136/2024). The Pillar Two model rules as implemented under PMK 136/2024 which came into effect on January 1, 2025.

PMK 136/2024 applies new taxing mechanisms under which a Multinational Enterprises ("MNE") would pay a top-up tax in a jurisdiction whenever the effective tax rate, determined on a jurisdictional basis under the Pillar Two rules is below a 15% minimum rate. PMK 136/2024 sets out the mechanics for determining which entity or entities in an MNE Group should apply the top-up tax and the portion of such tax that is charged to each relevant entity.

The Group has conducted an analysis based on applicable tax regulations and identified potential top-up tax for constituent entities operating in the jurisdiction of Timor Leste. The Group believes, based on the results of the analysis, that the impact of these potential top-up tax is not material to the consolidated financial statements for the year ended December 31, 2025.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**27.** **TAXATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;g. Administration (continued)

Related to the implementation of the provisions of Article 222 of the Minister of State-owned Enterprise Regulation Number PER-2/MBU/03/2023 concerning Guidelines for Governance and Significant Corporate Activities of State-owned Enterprise. State-owned enterprise is required to convey the realization of contributions to the state (cash basis). Details of contributions to the state as of December 31, 2025 are as follow:

---

| | |
|:---|:---|
|  | **2025** |
| Tax |  |
| &nbsp;&nbsp;Income tax | 18120 |
| &nbsp;&nbsp;VAT and VAT on luxury goods | 13457 |
| &nbsp;&nbsp;Import/exit duties, customs, and stamp duties | 23 |
| &nbsp;&nbsp;Regional taxes and levies, including |  |
| &nbsp;&nbsp;&nbsp;&nbsp;property tax for urban and rural | 96 |
| Total tax contribution | 31696 |
| Non-tax contribution |  |
| &nbsp;&nbsp;Dividend | 10964 |
| &nbsp;&nbsp;Other non-tax contribution | 10221 |
| Total other non-tax contribution | 21185 |
| **Total contribution to the state** | **52881** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**28.** **BASIC EARNINGS PER SHARE** 

Basic earnings per share is computed by dividing profit for the year attributable to owners of the parent company amounting to Rp17,814 billion and Rp22,403 by the weighted average number of shares outstanding during the year totaling to 99,061,024,659 shares for the years ended December 31, 2025 and 99,062,216,600 shares for the years ended December 31, 2024 (as restated), respectively. The weighted average number of shares takes into account the weighted average effect of changes in treasury stock transaction during the period.

Basic earnings per share amounting to Rp179.83 and Rp226.15 (in full amount) for the years ended December 31, 2025 and 2024 (as restated), respectively. The Company does not have potentially dilutive financial investments for the years ended December 31, 2025 dan 2024 (as restated).

&nbsp;&nbsp;&nbsp;&nbsp;**29.** **CASH DIVIDENDS AND GENERAL RESERVE** 

Pursuant to the AGM of Stockholders of the Company stated in Notarial Deed No. 52 dated May 27, 2025 of Ashoya Ratam, S.H., M.Kn., the Company's stockholders approved the distribution of cash dividend for 2024 amounting to Rp21,047 billion (Rp212.47 per share). The Company paid cash dividend on June 19, 2025.

Pursuant to the AGM of Stockholders of the Company stated in Notarial Deed No. 04 dated May 3, 2024 of Ashoya Ratam, S.H., M.Kn., the Company's stockholders approved the distribution of cash dividend for 2023 amounting to Rp17,683 billion (Rp178.50 per share). The Company paid cash dividend on May 29, 2024.

Under the Limited Liability Company Law, the Company is required to establish a statutory reserve amounting to at least 20% of its issued and paid-up capital.

The balance of the appropriated retained earnings of the Company as of December 31, 2025 and 2024 is Rp15,337 billion, respectively.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS** 

The details of pension and other post-employment benefit liabilities are as follows:

---

| | | | |
|:---|:---|:---|:---|
|  | **Notes** | **2025** | **2024** |
| **Pension benefit and other post-employment**  |  |  |  |
| &nbsp;&nbsp;**benefit obligations** |  |  |  |
| &nbsp;&nbsp;Pension benefit program |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;The Company - funded | 30a.i.a |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Defined pension benefit obligation | 30a.i.a.i | 3725 | 3543 |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Additional pension benefit obligation | 30a.i.a.ii | 42 | 42 |
| &nbsp;&nbsp;&nbsp;&nbsp;The Company - unfunded | 30a.i.b | 216 | 215 |
| &nbsp;&nbsp;&nbsp;&nbsp;Telkomsel | 30a.ii | 5978 | 4950 |
| &nbsp;&nbsp;Projected pension benefit obligations |  | 9961 | 8750 |
| &nbsp;&nbsp;Net periodic post-employment health care |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;benefit | 30b | 1708 | 1550 |
| &nbsp;&nbsp;Other post-employment benefit | 30c | 187 | 175 |
| &nbsp;&nbsp;Long service employee benefit | 30d | 1 | 1 |
| &nbsp;&nbsp;Obligation under the Labor Law | 30e | 1139 | 1064 |
| **Total** |  | **12996** | **11540** |

---

The details of net pension benefit expense recognized in the consolidated statements of profit or loss and other comprehensive income is as follows:

---

| | | | |
|:---|:---|:---|:---|
|  | **Notes** | **2025** | **2024** |
| **Pension benefit cost** |  |  |  |
| &nbsp;&nbsp;The Company - funded | 30a.i.a |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Defined pension benefit obligation | 30a.i.a.i | 357 | 518 |
| &nbsp;&nbsp;&nbsp;&nbsp;Additional pension benefit obligation | 30a.i.a.ii | 3 | 3 |
| &nbsp;&nbsp;The Company - unfunded | 30a.i.b | 25 | (27) |
| &nbsp;&nbsp;Telkomsel | 30a.ii | 978 | 663 |
| Total periodic pension benefit cost | 24 | 1363 | 1157 |
| Net periodic post-employment health care |  |  |  |
| &nbsp;&nbsp;benefit cost | 24,30b | 281 | 282 |
| Other post-employment benefit cost | 24,30c | 17 | 20 |
| Long service employee benefit cost | 24,30d | 1 | 0 |
| Labor Law employee benefit cost | 24,30e | 192 | 232 |
| **Total** |  | **1854** | **1691** |

---

The amounts recognized in OCI are as follows:

---

| | | | |
|:---|:---|:---|:---|
|  | **Notes** | **2025** | **2024** |
| **Defined benefit plan actuarial gain (loss)** |  |  |  |
| &nbsp;&nbsp;The Company - funded | 30a.i.a |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Defined pension benefit obligation | 30a.i.a.i | (381) | 72 |
| &nbsp;&nbsp;&nbsp;&nbsp;Additional pension benefit obligation | 30a.i.a.ii | (1) | 1 |
| &nbsp;&nbsp;The Company - unfunded | 30a.i.b | 14 | (53) |
| &nbsp;&nbsp;Telkomsel | 30a.ii | (77) | 420 |
| Total periodic pension benefit cost |  | (445) | 440 |
| Post-employment health care benefit cost | 30b | 123 | 202 |
| Other post-employment benefit cost | 30c | (6) | 6 |
| Long service employee benefit cost | 30c | - | 0 |
| Labor Law employee benefit cost | 30e | 5 | 107 |
| **Sub-total** |  | **(323)** | **755** |
| Deferred tax effect at the applicable tax rates |  | 87 | (120) |
| **Defined benefit plan actuarial gain (loss) -** |  |  |  |
| &nbsp;&nbsp;**net of tax** |  | **(236)** | **635** |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

The following table presents the changes in projected pension benefit obligation and post-employment health care benefit obligations, changes in pension benefit and post-employment health care benefit plan assets, funded status of the pension plan and post-employment health care benefit plan, and net amount recognized in the consolidated statements of financial position as of December 31, 2025 and 2024, under the defined benefit pension plan:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Funded** | **Funded** | **Funded** | **Funded** | **Post-employment** | **Post-employment** | |
|  | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **health care benefit** | **health care benefit** | |
|  | **The Company** | **The Company** | **Telkomsel** | **Telkomsel** | **The Company** | **The Company** | |
|  | <br>**Projected**<br>**pension**<br>**benefit**<br>**obligations** | <br>**Pension**<br>**benefit**<br>**plan assets** | <br>**Projected**<br>**pension**<br>**benefit**<br>**obligations** | <br>**Pension**<br>**benefit**<br>**plan assets** | **Projected**<br>**post-employment**<br>**health care**<br>**benefit**<br>**obligation** | <br>**Post-employment**<br>**health care**<br>**benefit**<br>**plan assets** | <br>**Total** |
| **Balance, January 1, 2025** | **22377** | **(18834)** | **6089** | **(1139)** | **14152** | **(12602)** | **10043** |
| Service costs | 177 | - | 332 | - | - | - | 509 |
| Past service costs | - | - | 294 | - | - | - | 294 |
| Interest costs (income) | 1500 | (1271) | 406 | (55) | 970 | (862) | 688 |
| Plan administration cost | (110) | 110 | - | 1 | - | 173 | 174 |
| **Cost recognized in the consolidated** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**statement of profit or loss** | **1567** | **(1161)** | **1032** | **(54)** | **970** | **(689)** | **1665** |
| Actuarial (gain) loss on: |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Experience adjustments | (17) | - | (187) | - | (66) | - | (270) |
| &nbsp;&nbsp;&nbsp;Changes in demographic assumptions | (1) | - | - | - | 0 | - | (1) |
| &nbsp;&nbsp;&nbsp;Changes in financial assumptions | 1053 | - | 261 | - | 478 | - | 1792 |
| Return on plan assets  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(excluding amount included in  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;net interest expense) | - | (654) | - | 3 | - | (535) | (1186) |
| **Cost recognized in OCI** | **1035** | **(654)** | **74** | **3** | **412** | **(535)** | **335** |
| Employer's contributions | - | (605) | - | (27) | - | - | (632) |
| Pension plan participants' contributions | 10 | (10) | 1 | (1) | - | - | - |
| Benefits paid from plan assets | (1843) | 1843 | - | - | (584) | 584 | - |
| Benefits paid by employer | (17) | 17 | (288) | 288 | - | - | - |
| Past benefits paid by employer | - | - | (221) | 221 | - | - | - |
| **Balance, December 31, 2025** | **23129** | **(19404)** | **6687** | **(709)** | **14950** | **(13242)** | **11411** |
| **Projected pension benefit** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**obligation at end of year** | **3725** |  | **5978** |  | **1708** |  | **11411** |

---

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Funded** | **Funded** | **Funded** | **Funded** | **Post-employment** | **Post-employment** | |
|  | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **Defined pension benefit obligation** | **health care benefit** | **health care benefit** | |
|  | **The Company** | **The Company** | **Telkomsel** | **Telkomsel** | **The Company** | **The Company** | |
|  | <br>**Projected**<br>**pension**<br>**benefit**<br>**obligations** | <br>**Pension**<br>**benefit**<br>**plan assets** | <br>**Projected**<br>**pension**<br>**benefit**<br>**obligations** | <br>**Pension**<br>**benefit**<br>**plan assets** | **Projected**<br>**post-employment**<br>**health care**<br>**benefit**<br>**obligation** | <br>**Post-employment**<br>**health care**<br>**benefit**<br>**plan assets** | <br>**Total** |
| **Balance, January 1, 2024** | **23718** | **(20052)** | **5796** | **(1070)** | **14624** | **(13154)** | **9862** |
| Service costs | 279 | - | 346 | - | - | - | 625 |
| Transferred employees costs | (2) | 1 | 2 | (2) | - | - | (1) |
| Interest costs (income) | 1533 | (1304) | 381 | (65) | 966 | (866) | 645 |
| Plan administration cost | (115) | 115 | - | 1 | - | 182 | 183 |
| Additional welfare benefits | 34 | - | - | - | - | - | 34 |
| **Cost recognized in the consolidated** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**statement of profit or loss** | **1729** | **(1188)** | **729** | **(66)** | **966** | **(684)** | **1486** |
| Actuarial (gain) loss on: |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Experience adjustments | (609) | - | (121) | - | 65 | - | (665) |
| &nbsp;&nbsp;&nbsp;Changes in demographic assumptions | (1) | - | - | - | 0 | - | (1) |
| &nbsp;&nbsp;&nbsp;Changes in financial assumptions | (491) | - | (314) | - | (863) | - | (1668) |
| Return on plan assets  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;(excluding amount included in  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;net interest expense) | - | 1029 | - | 15 | - | 596 | 1640 |
| **Cost recognized in OCI** | **(1101)** | **1029** | **(435)** | **15** | **(798)** | **596** | **(694)** |
| Employer's contributions | - | (558) | - | (18) | - | - | (576) |
| Pension plan participants' contributions | 13 | (13) | 1 | (1) | - | - | - |
| Benefits paid from plan assets | (1948) | 1948 | (2) | 1 | (640) | 640 | (1) |
| Benefits paid by employer | (34) | - | - | - | - | - | (34) |
| **Balance, December 31, 2024** | **22377** | **(18834)** | **6089** | **(1139)** | **14152** | **(12602)** | **10043** |
| **Projected pension benefit** |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**obligation at end of year** | **3543** |  | **4950** |  | **1550** |  | **10043** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

The following table presents the changes in unfunded projected pension benefit obligations, additional pension benefit obligations, other post-employment benefit obligations and obligations under the Labor Law, changes in additional pension benefit plan assets, and net amount recognized in the consolidated statements of financial position as of December 31, 2025 and 2024, under the defined benefit pension plan:

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **The Company** | **The Company** | **The Company** | **The Company** | **The Company**<br>**and its subsidiaries** | |
|  | <br>**Additional**<br>**pension benefit**<br>**obligations** | <br>**Unfunded** | **Other**<br>**post-employment**<br>**benefit**<br>**obligations** | <br>**Long service**<br>**employee**<br>**benefit** | <br>**Obligations**<br>**under**<br>**the Labor Law** | <br>**Total** |
| **Balance, January 1, 2025** | **42** | **215** | **175** | **1** | **1064** | **1497** |
| Service costs | 0 | 10 | 5 | 1 | 134 | 150 |
| Past service costs | - | - | - | - | (10) | (10) |
| Interest costs | 3 | 15 | 12 | - | 68 | 98 |
| **Cost recognized in the consolidated** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**statement of profit or loss** | **3** | **25** | **17** | **1** | **192** | **238** |
| Actuarial (gain) loss recognized in OCI | 1 | (14) | 6 | - | (5) | (12) |
| Benefits paid by employer | (4) | (10) | (11) | (1) | (68) | (94) |
| Divestment | - | - | - | - | (44) | (44) |
| **Balance, December 31, 2025** | **42** | **216** | **187** | **1** | **1139** | **1585** |

---

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | **The Company** | **The Company** | **The Company** | **The Company** | **The Company**<br>**and its subsidiaries** | |
|  | <br>**Additional**<br>**pension benefit**<br>**obligations** | <br>**Unfunded** | **Other**<br>**post-employment**<br>**benefit**<br>**obligations** | <br>**Long service**<br>**employee**<br>**benefit** | <br>**Obligations**<br>**under**<br>**the Labor Law** | <br>**Total** |
| **Balance, January 1, 2024** | **44** | **258** | **244** | **1** | **1005** | **1552** |
| Service costs | 0 | 9 | 6 | 0 | 204 | 219 |
| Past service costs | - | - | 1 | - | 18 | 19 |
| Interest costs | 3 | 14 | 13 | - | 10 | 40 |
| Transferred employees costs | (0) | (0) | (0) | - | (0) | (0) |
| Early retirement settlement costs | - | (50) | 0 | (0) | (0) | (50) |
| **Cost recognized in the consolidated** |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;**statement of profit or loss** | **3** | **(27)** | **20** | **0** | **232** | **228** |
| Actuarial (gain) loss recognized in OCI | (1) | 53 | (6) | (0) | (107) | (61) |
| Benefits paid by employer | (4) | (69) | (83) | - | (62) | (218) |
| Divestment | - | - | - | - | (4) | (4) |
| **Balance, December 31, 2024** | **42** | **215** | **175** | **1** | **1064** | **1497** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Pension benefit program** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Company

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Funded pension plan

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Defined pension benefit obligation

The Company sponsors a defined benefit pension plan for employees with permanent status prior to July 1, 2002. The plan is governed by the pension laws in Indonesia and managed by Telkom Pension Fund ("*Dana Pensiun Telkom*" or "Dapen"). Pension Fund Management in accordance with the Pension Fund and Investment Directives Regulations determined by the Founder is carried out by the Board of Management. The Board of Management is monitored by the Oversight Board consisting of representatives of the Company and participants.

The pension benefits are paid based on the participating employees' latest basic salary at retirement and the number of years of their service. The participating employees contribute 18% (before March 2003: 8.4%) of their basic salaries to the pension fund. The Company made contributions to the pension fund amounted to Rp605 billion and Rp558 billion, for the years ended December 31, 2025 and 2024, respectively.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Pension benefit program (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Company (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Funded pension plan (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Defined pension benefit obligation (continued)

Risks exposed to defined benefit programs are risks such as asset volatility and changes in bond yields. The project liabilities are calculated using a discount rate that refers to the level of government bond yields, if the return on program assets is lower, it will result in a program deficit. A decrease in the yield of government bonds will increase the program liabilities, although this will be offset in part by an increase in the value of the program bonds held. The Company ensures that the investment position is set within the framework of asset-liability matching ("ALM") that has been formed to achieve long-term results that are in line with the liabilities in the defined benefit pension plan. Within the ALM framework, the Company's objective is to adjust its pension assets and liabilities by investing in a well diversified portfolio to produce an optimal rate of return, taking into account the level of risk. Investment in the program has been well diversified, so that one investment's poor performance will not have a material impact on all asset groups.

As of December 31, 2025 and 2024, plan assets consist of:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | **Quoted in** <br>**active market** | <br>**Unquoted** | **Quoted in** <br>**active market** | <br>**Unquoted** |
| Cash and cash equivalents | 1255 | - | 921 | - |
| Equity instruments: |  |  |  |  |
| &nbsp;&nbsp;Financials | 1004 | - | 1265 | - |
| &nbsp;&nbsp;Consumer non-cyclicals | 325 | - | 48 | - |
| &nbsp;&nbsp;Basic material | 383 | - | 203 | - |
| &nbsp;&nbsp;Infrastructures | 431 | - | 510 | - |
| &nbsp;&nbsp;Energy | 175 | - | 146 | - |
| &nbsp;&nbsp;Technology | 91 | - | 91 | - |
| &nbsp;&nbsp;Industrials | 268 | - | 239 | - |
| &nbsp;&nbsp;Consumer cyclicals | 60 | - | 448 | - |
| &nbsp;&nbsp;Properties and real estate | 75 | - | 110 | - |
| &nbsp;&nbsp;Healthcare | 141 | - | 175 | - |
| &nbsp;&nbsp;Transportation and logistic | 7 | - | 4 | - |
| Equity-based mutual fund | 74 | - | 193 | - |
| Fixed income instruments: |  |  |  |  |
| &nbsp;&nbsp;Corporate bonds | - | 2031 | - | 2034 |
| &nbsp;&nbsp;Government bonds | 11191 | - | 10608 | - |
| &nbsp;&nbsp;Fixed income mutual funds ("RDPT") | - | - | - | 66 |
| &nbsp;&nbsp;Index mutual funds | 14 | - | - | - |
| &nbsp;&nbsp;Medium-term notes ("MTN") | - | 105 | - | 100 |
| &nbsp;&nbsp;Asset-backed securities ("EBA") | - | 5 | - | 7 |
| &nbsp;&nbsp;Sukuk | - | 980 | - | 935 |
| Non-public equity: |  |  |  |  |
| &nbsp;&nbsp;Direct placement | - | 359 | - | 377 |
| &nbsp;&nbsp;Property | - | 204 | - | 202 |
| &nbsp;&nbsp;Others | - | 495 | - | 356 |
| **Total** | **15494** | **4179** | **14961** | **4077** |

---

Pension plan assets include Series B shares issued by the Company with fair values totaling to Rp256 billion and Rp294 billion, representing 1.32% and 1.54% of total plan assets as of December 31, 2025 and 2024, respectively, and bonds issued by the Company with fair value totaling to Rp248 billion and Rp338 billion representing 1.28% and 1.78% of total plan assets as of December 31, 2025 and 2024, respectively.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Pension benefit program (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Company (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Funded pension plan (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) Defined pension benefit obligation (continued)

The expected return is determined based on market expectation for returns over the entire life of the obligation by considering the portfolio mix of the plan assets. The actual return on plan assets was Rp1,924 billion and Rp275 billion for the years ended December 31, 2025 and 2024, respectively. Based on the Company's policy issued on January 14, 2014 regarding Dapen's Funding Policy, the Company will not contribute to Dapen when Dapen's Funding Sufficiency Ratio ("FSR") is above 105%. Based on Dapen's financial statements as of December 31, 2025 and 2024, Dapen's FSR is below 105%. Therefore, the Company will contribute to the defined benefit pension plan.

Based on the Company Regulations issued on September 30, 2022, regarding the Pension Fund Regulations from the Telkom Pension Fund, the Company stipulates those retirees who quit other than because of Disciplinary Punishment, Early Retirement, and at their own request and receive Pension Benefits of less than Rp1 million per month are given increase in monthly Pension Benefits to Rp1 million. In 2025 and 2024, the Company provided employee welfare benefit to pensioners and pension beneficiaries who entered their retirement period before June 30, 2002 amounting to Rp17 billion and Rp34 billion, respectively.

The actuarial valuation for the defined benefit pension plan was performed based on the measurement date as of December 31, 2025 and 2024, with reports dated April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.50% | 7.00% |
| Rate of compensation increases | 8.00% | 8.00% |
| Indonesian mortality table | 2019 | 2019 |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Additional pension benefit obligation

Based on the Company Regulations issued on September 30, 2022, regarding the Regulations on Pension Funds from Telkom Pension Funds, the Company organizes a Defined Contribution Other Benefit Program ("PMLIP") in the form of Additional Benefits. PMLIP participants are entitled to receive Periodic Pension Benefits every month in accordance with the provisions in the Pension Fund Regulations. Additional Benefit Funds are sourced from Employer Additional Benefit contributions and provision for investment development proceeds if the FSR is achieved above 102% and the rate of Return on Investment ("ROI") is above the actuarial interest rate for funding. The employer's additional benefit contribution for each PMLIP participant is set at Rp120 thousand for a 12-month contribution period which is calculated proportionally according to the amount received.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Pension benefit program (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. The Company (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Funded pension plan (continued)

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) Additional pension benefit obligation (continued)

The actuarial valuation for additional pension benefit plan was performed based on the measurement date as of December 31, 2025 and 2024, with reports dated April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.50% | 7.00% |
| Indonesian mortality table | 2019 | 2019 |

---

Additional pension benefit obligation has been set aside since 2018 according to the approval by the Oversight Board. As of December 31, 2025, there are no additional obligations set aside because the requirements for recognizing additional benefits as mentioned above have not been fulfilled.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Unfunded pension plan

The Company sponsors unfunded defined benefit pension plans and a defined contribution pension plan for its employees. The defined contribution pension plan is provided to employees with permanent status hired on or after July 1, 2002. The plan is managed by Financial Institutions Pension Fund (*Dana Pensiun Lembaga Keuangan* or "DPLK"). The Company's contribution to DPLK is determined based on a certain percentage of the participants' salaries and amounted to Rp48 billion and Rp52 billion, for the years ended December 2025 and 2024, respectively.

Since 2007, the Company has provided pension benefit based on uniformization for both participants prior to and from April 20, 1992 effective for employees retiring beginning February 1, 2009. In 2010, the Company replaced the uniformization with *Manfaat Pensiun Sekaligus* ("MPS"). MPS is given to those employees reaching retirement age, upon death or upon becoming disabled starting from February 1, 2009.

The Company also provides benefits to employees during a pre-retirement period in which they are inactive for 6 months prior to their normal retirement age of 56 years, known as pre-retirement benefits (*Masa Persiapan Pensiun* or "MPP"). During the pre-retirement period, the employees still receive benefits provided to active employees, which include, but are not limited to, regular salary, health care, annual leave, bonus, and other benefits. Since April 1, 2012, the employee is required to file a request for MPP and if the employee does not file the request, such employee is required to work until the retirement date.

The actuarial valuation for the unfunded defined benefit pension plan was performed, based on the measurement date as of December 31, 2025 and 2024, with reports dated April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial assumptions used by the independent actuary as of December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.25% | 7.00% |
| Rate of compensation increases | 6.00%-8.00% | 6.00%-8.00% |
| Indonesian mortality table | 2019 | 2019 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Pension benefit program (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Telkomsel

Telkomsel provides a defined benefit pension plan to its employees. Under this plan, employees are entitled to pension benefits determined based on their latest basic salary or take-home pay (exclusive of functional allowances) and number of service years. The plan is managed by PT Asuransi Jiwasraya (Persero) ("Jiwasraya"), a state-owned life insurance company, through an annuity insurance contract. Until 2004, employees contributed 5% of their monthly salaries to the plan, while Telkomsel contributed the remaining part required under the plan. Beginning in 2005, Telkomsel has been taking responsibility for the full amount of the contributions.

On April 23, 2021, Telkomsel and Jiwasraya agreed to terminate the insurance program contract (as mentioned above) and entered into restructuring agreement. The agreement replaced the benefit plan from annuities to lumpsum benefit. Based on this agreement, both parties agreed to determine the Cash Value ("CV") at the termination date which divided into CV for active participant and passive participant amounting to Rp857 billion and Rp73 billion, respectively. There was a 5% cut from CV for active participant, hence the 95% of Rp857 billion (or equal to Rp814 billion) plus Rp73 billion will be the amount that subsequently taken over by PT Asuransi Jiwa IFG ("IFG Life") when the agreement with IFG Life become effective and accordingly, the restructuring agreement will be terminated. As of November 30, 2023, the cash fund had been completely taken over by IFG Life with no changes was applied to the terms of the plan and cash value being transferred at the transfer date, and accordingly, the restructuring agreement was terminated.

On June 27, 2023, the Company and Telkomsel signed an agreement regarding Dapen to appoint Telkomsel as a Partner of the Company as the sole Founder, which resulted in rights and obligations to Telkomsel as governed in the Pension Fund Agreement effective from the business transfer of IndiHome consumer business segment to Telkomsel.

Effective from the business transfer of IndiHome consumer business segment to Telkomsel, Telkomsel sponsors a defined benefit pension plan for transferring employees hired prior to July 1, 2002. The plan is governed by the pension laws in Indonesia and managed by Dapen. Dapen is managed in accordance with the Pension Fund and Investment Directives Regulations, which is determined by the Company as the Founder and is carried out by the Board of Management. The Board of Management is monitored by the Oversight Board, appointed by the Founder.

The pension benefits are paid based on the participating employee's latest basic salary at retirement and the number of years of their service. The participating employees contribute 18% of their basic salaries to the pension fund. Telkomsel's contribution to the pension fund for the year ended December 31, 2025 was amounting to Rp27 billion (2024: Rp18 billion).

The actuarial valuation for the defined benefit pension plan was performed based on the measurement date as of December 31, 2025 and 2024 with reports dated February 13, 2026 and March 6, 2025, respectively, by KKA Halim and Partner, an independent actuary in association with Milliman. The principal actuarial assumptions used by the independent actuary as of December 31, 2025 and 2024, are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.30% | 7.10% |
| Rate of compensation increases | 7,00%-8,00% | 7,25%-8,00% |
| Indonesian mortality table | 2019 | 2019 |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Post-employment health care benefit cost** 

The Company provides post-employment health care benefits to all its employees hired before November 1, 1995 who have worked for the Company for 20 years or more when they retire, and to their eligible dependents. The requirement to work for 20 years does not apply to employees who retired prior to June 3, 1995. The employees hired by the Company starting from November 1, 1995 are no longer entitled to this plan. The plan is managed by *Yayasan Kesehatan Telkom* ("Yakes Telkom").

The defined contribution post-employment health care benefit plan is provided to employees with permanent status hired on or after November 1, 1995 or employees with terms of service less than 20 years at the time of retirement. The Company did not make contributions to Yakes Telkom for the years ended December 31, 2025 and 2024. As of December 31, 2025 and 2024, plan assets consists of:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | **Quoted in** <br>**active market** | <br>**Unquoted** | **Quoted in** <br>**active market** | <br>**Unquoted** |
| Cash and cash equivalents | 700 | - | 375 | - |
| Equity instruments: |  |  |  |  |
| &nbsp;&nbsp;Financials | 983 | - | 1070 | - |
| &nbsp;&nbsp;Consumer non-cyclicals | 300 | - | 78 | - |
| &nbsp;&nbsp;Basic material | 276 | - | 197 | - |
| &nbsp;&nbsp;Infrastructures | 500 | - | 517 | - |
| &nbsp;&nbsp;Energy | 238 | - | 164 | - |
| &nbsp;&nbsp;Technology | 62 | - | 43 | - |
| &nbsp;&nbsp;Industrials | 296 | - | 242 | - |
| &nbsp;&nbsp;Consumer cyclicals | 95 | - | 355 | - |
| &nbsp;&nbsp;Properties and real estate | 79 | - | 96 | - |
| &nbsp;&nbsp;Healthcare | 99 | - | 118 | - |
| &nbsp;&nbsp;Transportation and logistic | 3 | - | 4 | - |
| Equity-based mutual funds | 326 | - | 313 | - |
| Fixed income instruments: |  |  |  |  |
| &nbsp;&nbsp;Government obligations | 2321 | - | 1837 | - |
| &nbsp;&nbsp;Corporate obligations | 447 | - | 196 | - |
| &nbsp;&nbsp;Fixed income mutual funds | 5972 | - | 6484 | - |
| &nbsp;&nbsp;Exchange Traded Fund ("ETF") | 35 | - | 24 | - |
| &nbsp;&nbsp;Index mutual funds | - | - | 5 | - |
| Unlisted shares: |  |  |  |  |
| &nbsp;&nbsp;Private placement | - | 535 | - | 507 |
| **Total** | **12732** | **535** | **12118** | **507** |

---

Yakes Telkom plan assets also include Series B shares issued by the Company with fair value totaling Rp251 billion and Rp217 billion, representing 1.89% and 1.72% of total plan assets as of December 31, 2025 and 2024, respectively. Bonds issued by The Company with a fair value of Rp99 billion and Rp69 billion each represent 0.74% and 0.55% of total assets as of December 31, 2025 and 2024. The expected return is determined based on market expectation for the returns over the entire life of the obligation by considering the portfolio mix of the plan assets. The actual return on plan assets was Rp1,397 billion and Rp270 billion for the years ended December 31, 2025 and 2024, respectively.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Post-employment health care benefit cost (continued)** 

The actuarial valuation for the post-employment health care benefits plan was performed based on the measurement date as of December 31, 2025 and 2024, with reports dated April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.75% | 7.00% |
| Health care costs trend rate assumed for next year | 7.00% | 7.00% |
| Ultimate health care costs trend rate | 7.00% | 7.00% |
| Indonesian mortality table | 2019 | 2019 |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Other post-employment benefits cost** 

The Company provides other post-employment benefits in the form of cash paid to employees on their retirement or termination. These benefits consist of final housing allowance (*Biaya Fasilitas Perumahan Terakhir* or "BFPT") and home passage leave (*Biaya Perjalanan Pensiun* dan *Purnabhakti* or "BPP") and death allowance (*Meninggal Dunia* or "MD" allowance) is given to employees who have passed away with an amount of 12 times from the last salary.

The actuarial valuation for the other post-employment benefits plan was performed based on measurement date as of December 31, 2025 and 2024, with reports date April 15, 2026 and March 19, 2025, respectively, by KKA I Gde Eka Sarmaja, FSAI. The principal actuarial assumptions used by the independent actuary for December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Discount rate | 6.00% | 7.00% |
| Indonesian mortality table | 2019 | 2019 |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Long service employee benefits** 

The Company provides long service employee benefits to employee hired before July 1, 2002 and have a service period of more than 30 years and retired after September 19, 2019. Total obligation recognized as of December 31, 2025 and 2024 amounted to Rp1 billion and Rp1 billion, respectively. The related long service employee benefits cost charged to expense amounted to Rp1 billion and Rp1 billion for the years ended December 31, 2025 and 2024, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.** **Obligation under the Labor Law** 

Under Law No. 11 Year 2020, the Group is required to provide minimum pension benefits, if not covered yet by the sponsored pension plans, to its employees upon retirement. Total obligation recognized as of December 31, 2025 and 2024 amounted to Rp1,139 billion and Rp1,064 billion, respectively. The related pension empoyee benefits cost charged to expense amounted to Rp192 billion and Rp232 billion for the years ended December 31, 2025 and 2024, respectively. The actuarial gain in OCI amounted to Rp5 billion and Rp107 billion for the years ended December 31, 2025 and 2024, respectively.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**f.** **Maturity Profile of Defined Benefit Obligation ("DBO")** 

The timing of benefits payments and weighted average duration of DBO for 2025 and 2024 are as follows:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Expected Benefits Payment** | **Expected Benefits Payment** | **Expected Benefits Payment** | **Expected Benefits Payment** | **Expected Benefits Payment** | **Expected Benefits Payment** | **Expected Benefits Payment** |
|  | **The Company** | **The Company** | **The Company** | | | | |
|  | **Funded** | **Funded** | | | | | |
| **Time Period** | **Defined**<br>**pension benefit**<br>**obligation** | **Additional**<br>**pension benefit**<br>**obligation** | <br>**Unfunded** | <br>**Telkomsel** | <br>**Post-**<br>**employment**<br>**health care**<br>**benefits** | <br>**Other**<br>**post-**<br>**employment**<br>**benefits** | <br>**Obligation**<br>**under**<br>**the Labor Law** |
| **2025** |  |  |  |  |  |  |  |
| Within next 10 years | 20124 | 38 | 253 | 6688 | 8654 | 200 | 1848 |
| Within 10-20 years | 14464 | 27 | 95 | 9486 | 13671 | 119 | 5030 |
| Within 20-30 years | 8069 | 13 | 195 | 5080 | 13558 | 60 | 3243 |
| Within 30-40 years | 2667 | 4 | 6 | 77 | 7185 | 1 | 238 |
| Within 40-50 years | 430 | 1 | - | - | 1800 | - | - |
| Within 50-60 years | 26 | - | - | - | 281 | - | - |
| Within 60-70 years | 0 | - | - | - | 52 | - | - |
| Within 70-80 years | - | - | - | - | 5 | - | - |
| Weighted average  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;duration of DBO | 8.11 years | 8.11 years | 6.28 years | 10 years | 16.34 years | 5.04 years | 11.35 years |
| **2024** |  |  |  |  |  |  |  |
| Within next 10 years | 20107 | 39 | 277 | 5933 | 8159 | 202 | 1857 |
| Within 10-20 years | 15035 | 28 | 110 | 9831 | 13330 | 118 | 4874 |
| Within 20-30 years | 8744 | 15 | 212 | 5603 | 13966 | 66 | 3369 |
| Within 30-40 years | 3079 | 5 | 20 | 93 | 7931 | 2 | 319 |
| Within 40-50 years | 539 | 1 | - | - | 2142 | - | - |
| Within 50-60 years | 37 | - | - | - | 340 | - | - |
| Within 60-70 years | 1 | - | - | - | 62 | - | - |
| Within 70-80 years | - | - | - | - | 7 | - | - |
| Weighted average  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;duration of DBO | 8.16 years | 8.16 years | 6.48 years | 10.47 years | 16.75 years | 5.18 years | 11.29 years |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**g.** **Sensitivity Analysis** 

As of December 31, 2025 and 2024, 1% change in discount rate and rate of compensation would have effect on DBO, are as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Discount Rate** | **Discount Rate** | **Rate of Compensation** | **Rate of Compensation** |
|  | **1% Increase** | **1% Decrease** | **1% Increase** | **1% Decrease** |
|  | **Increase (decrease) in amounts** | **Increase (decrease) in amounts** | **Increase (decrease) in amounts** | **Increase (decrease) in amounts** |
| **Sensitivity** |  |  |  |  |
| **2025** |  |  |  |  |
| Funded: |  |  |  |  |
| &nbsp;&nbsp;Defined pension benefit obligation | (1885) | 2205 | 139 | (134) |
| Unfunded | (10) | 11 | 12 | (11) |
| Telkomsel | (492) | 558 | 595 | (534) |
| Post-employment health care benefits | (1738) | 2118 | 2020 | (1693) |
| Other post-employment benefits | (9) | 10 | 3 | (3) |
| Obligation under the Labor Law | (93) | 100 | 135 | (124) |
| **2024** |  |  |  |  |
| Funded: |  |  |  |  |
| &nbsp;&nbsp;Defined pension benefit obligation | (1809) | 2113 | 153 | (146) |
| Unfunded | (11) | 12 | 13 | (12) |
| Telkomsel | (434) | 492 | 531 | (475) |
| Post-employment health care benefits | (1666) | 2036 | 1948 | (1628) |
| Other post-employment benefits | (9) | 10 | 3 | (3) |
| Obligation under the Labor Law | (71) | 94 | 99 | (77) |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**30.** **PENSION AND OTHER POST-EMPLOYMENT BENEFITS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**g.** **Sensitivity Analysis (continued)** 

The sensitivity analysis was determined based on a method that extrapolates the impact on DBO as a result of reasonable changes in key assumptions occurring at the end of the reporting period.

The sensitivity results above determine the individual impact on the Plan's DBO at the end of the year. In reality, the Plan is subject to multiple external experience items which may move the DBO in similar or opposite directions, and the Plan's sensitivity to such changes can vary over time.

There are no changes in the methods and assumptions used in preparing the sensitivity analysis from the previous period.

&nbsp;&nbsp;&nbsp;&nbsp;**31.** **LONG SERVICE AWARDS ("LSA") PROVISIONS** 

Telkomsel and Telkomsat provide certain cash awards or certain number of days leave benefits to their employees based on the employees' length of service requirements, including LSA and Long Service Leaves ("LSL"). LSA are either paid at the time the employees reach certain years of employment, or at the time of termination. LSL are either certain number of days leave benefit or cash, subject to approval by management, provided to employees who meet the requisite number of years of service and reach a certain minimum age.

The obligation with respect to these awards which was determined based on an actuarial valuation using the Projected Unit Credit method amounted to Rp1,308 billion and Rp1,192 billion as of December 31, 2025 and 2024, respectively. The related benefit costs charged to expense amounted Rp284 billion and Rp226 billion for the years ended December 31, 2025 and 2024, respectively (Note 24).

&nbsp;&nbsp;&nbsp;&nbsp;**32.** **RELATED PARTIES TRANSACTIONS** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Nature of relationships and accounts or transactions with related parties** 

Details of the nature of relationships and accounts or transactions with significant related parties are as follows:

---

| | | |
|:---|:---|:---|
| **Related parties** | **Nature of relationships parties** | **Nature of accounts/transactions** |
| The Government |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | Majority stockholder | Internet and data service revenues, other telecommunication service revenues, finance costs, and investment in financial instruments |
| State-owned enterprises |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Indosat | Entity under common control | Interconnection revenues, leased lines revenues, satellite transponder usage revenues, interconnection expenses, telecommunication facilities usage expenses, operating and maintenance expenses, and usage of data communication network system expenses |
| &nbsp;&nbsp;&nbsp;&nbsp;PT Pertamina (Persero) ("Pertamina") | Entity under common control | Internet and data service revenues and other telecommunication service revenues |
| &nbsp;&nbsp;&nbsp;&nbsp;PT Garuda Indonesia (Persero) ("Garuda Indonesia") | Entity under common control | Internet and data service revenues and other telecommunication service revenues |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned banks | Entity under common control | Finance income and finance costs |
| &nbsp;&nbsp;&nbsp;&nbsp;BNI | Entity under common control  | Internet and data service revenues, other telecommunication service revenues, consultant expenses, medical expenses, finance income, and finance costs |
| &nbsp;&nbsp;&nbsp;&nbsp;BRI | Entity under common control  | Internet and data service revenues, other telecommunication service revenues, finance income, and finance costs |
| &nbsp;&nbsp;&nbsp;&nbsp;Bank Mandiri | Entity under common control  | Internet and data service revenues, other telecommunication service revenues, finance income, and finance costs |
| &nbsp;&nbsp;&nbsp;&nbsp;PT Perusahaan Listrik Negara (Persero) ("PLN") | Entity under common control | Internet and data service revenues, other telecommunication service revenues, and electricity expenses |
| &nbsp;&nbsp;&nbsp;&nbsp;Indonesia Financial Group | Entity under common control | Property and equipment insurance expenses and personal insurance expenses |
| &nbsp;&nbsp;&nbsp;&nbsp;Bahana TCW | Entity under common control | Mutual funds |
| &nbsp;&nbsp;&nbsp;&nbsp;Sarana Multi Infrastruktur | Entity under common control | Other borrowing and finance costs |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**32.** **RELATED PARTIES TRANSACTIONS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Nature of relationships and accounts or transactions with related parties (continued)** 

Details of the nature of relationships and accounts/transactions with significant related parties are as follows (continued):

---

| | | |
|:---|:---|:---|
| **Related parties** | **Nature of relationships parties** | **Nature of accounts/transactions** |
| Other state-owned enterprises | Entity under common control | Internet and data service revenues, other telecommunication services revenues, operating expenses, and purchase of property and equipments  |
| PT Omni Inovasi Indonesia Tbk. ("Omni Inovasi Indonesia") | Associated company | Distribution of SIM cards and pulse reload voucher  |
| PT Fintek Karya Nusantara ("Finarya") | Associated company | Marketing expenses and distribution of SIM cards and pulse reload voucher  |
| PT Kereta Cepat Indonesia China ("KCIC") | Other related entities | Other telecommunication service revenue  |
| Padi UMKM | Other related entities | Operational and maintenance expenses, collection fees, training expenses, internal security expenses, research and development expenses, printing expenses, meeting expenses, general and other administrative expenses, promotion expenses, advertising expenses, sales fees, customer education expenses, and marketing expenses  |
| Directors | Key management personnel | Honorarium and facilities |
| Commissioners | Supervisory personnel | Honorarium and facilities |

---

The outstanding balances of trade receivables and payables as of December 31, 2025 and 2024 are unsecured and interest-free and the settlement occurs in cash. There have been no guarantees provided or received for any related party receivables or payables. As of December 31, 2025 and 2024, the Group recorded an (decrease) increase of impairment loss from trade receivables of related party amounted to (Rp29) billion and Rp29 billion, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Significant transactions with related parties** 

The following table presents significant transactions with related parties:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**revenues** | <br>**Amount** | **% of total**<br>**revenues** |
| **Revenues** |  |  |  |  |
| &nbsp;&nbsp;Majority Stockholder  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | 387 | 0.26 | 234 | 0.16 |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Indosat | 2392 | 1.63 | 2209 | 1.47 |
| &nbsp;&nbsp;&nbsp;&nbsp;BNI | 586 | 0.40 | 531 | 0.35 |
| &nbsp;&nbsp;&nbsp;&nbsp;Pertamina | 573 | 0.39 | 488 | 0.33 |
| &nbsp;&nbsp;&nbsp;&nbsp;Bank Mandiri | 243 | 0.17 | 308 | 0.21 |
| &nbsp;&nbsp;&nbsp;&nbsp;BRI | 184 | 0.13 | 228 | 0.15 |
| &nbsp;&nbsp;&nbsp;&nbsp;Garuda Indonesia | 105 | 0.07 | 57 | 0.04 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | 287 | 0.20 | 373 | 0.25 |
| &nbsp;&nbsp;Sub-total | 4370 | 2.99 | 4194 | 2.80 |
| &nbsp;&nbsp;Other related entities |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;KCIC | 103 | 0.07 | 357 | 0.24 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 49 | 0.03 | 47 | 0.03 |
| &nbsp;&nbsp;Sub-total | 152 | 0.10 | 404 | 0.27 |
| &nbsp;&nbsp;Associated companies | 0 | 0.00 | 0 | 0.00 |
| **Total** | **4909** | **3.35** | **4832** | **3.23** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**32.** **RELATED PARTIES TRANSACTIONS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Significant transactions with related parties (continued)** 

The following table presents significant transactions with related parties (continued):

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**expenses** | <br>**Amount** | **% of total**<br>**expenses** |
| **Expenses** |  |  |  |  |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;PLN | 2905 | 2.59 | 2779 | 2.55 |
| &nbsp;&nbsp;&nbsp;&nbsp;Indosat | 712 | 0.63 | 644 | 0.59 |
| &nbsp;&nbsp;&nbsp;&nbsp;Indonesia Financial Group | 137 | 0.12 | 112 | 0.10 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others (each below Rp100 billion) | 239 | 0.21 | 333 | 0.32 |
| &nbsp;&nbsp;Sub-total | 3993 | 3.55 | 3868 | 3.56 |
| &nbsp;&nbsp;Other related entities |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Padi UMKM | 388 | 0.35 | 508 | 0.47 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 61 | 0.05 | 77 | 0.07 |
| &nbsp;&nbsp;Sub-total | 449 | 0.40 | 585 | 0.54 |
| &nbsp;&nbsp;Associated companies | 98 | 0.09 | 109 | 0.10 |
| **Total** | **4540** | **4.04** | **4562** | **4.20** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**finance income** | <br>**Amount** | **% of total**<br>**finance income** |
| **Finance income** |  |  |  |  |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned banks | 346 | 20.83 | 371 | 27.14 |
| **Total** | **346** | **20.83** | **371** | **27.14** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**finance cost** | <br>**Amount** | **% of total**<br>**finance cost** |
| **Finance cost** |  |  |  |  |
| &nbsp;&nbsp;Majority stockholder  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | - | - | 1 | 0.02 |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned banks | 1400 | 26.89 | 1329 | 25.52 |
| &nbsp;&nbsp;&nbsp;&nbsp;Sarana Multi Infrastruktur | - | - | 8 | 0.15 |
| **Total** | **1400** | **26.89** | **1338** | **25.69** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**purchases** | <br>**Amount** | **% of total**<br>**purchases** |
| **Purchase of property**  |  |  |  |  |
| &nbsp;&nbsp;**and equipment** |  |  |  |  |
| &nbsp;&nbsp;Entities under common control | 42 | 0.17 | 29 | 0.12 |
| **Total** | **42** | **0.17** | **29** | **0.12** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**revenues** | <br>**Amount** | **% of total**<br>**revenue** |
| **Distribution of SIM** |  |  |  |  |
| &nbsp;&nbsp;**card and voucher** |  |  |  |  |
| &nbsp;&nbsp;Associated companies |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Finarya | 76 | 0.05 | 100 | 0.08 |
| &nbsp;&nbsp;&nbsp;&nbsp;Omni Inovasi Indonesia | - | - | 371 | 0.26 |
| **Total** | **76** | **0.05** | **471** | **0.34** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**32.** **RELATED PARTIES TRANSACTIONS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Balance of accounts with related parties** 

The following table presents significant transactions with related parties:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**assets** | <br>**Amount** | **% of total**<br>**assets** |
| **Cash and cash equivalents** |  |  |  |  |
| &nbsp;&nbsp;**(Note 3)** | **27231** | **9.46** | **26217** | **9.00** |
| **Other current financial**  |  |  |  |  |
| &nbsp;&nbsp;**asset (Note 4)** | **642** | **0.22** | **1031** | **0.35** |
| **Trade receivables** |  |  |  |  |
| &nbsp;&nbsp;**(Note 5)** | **2040** | **0.71** | **2350** | **0.81** |
| **Contract assets** |  |  |  |  |
| &nbsp;&nbsp;Majority stockholder |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | 94 | 0.03 | 16 | 0.01 |
| &nbsp;&nbsp;Entities under common control | 210 | 0.07 | 193 | 0.07 |
| &nbsp;&nbsp;Associated companies | 1 | 0.00 | 1 | 0.00 |
| &nbsp;&nbsp;Other related entities | 4 | 0.00 | 3 | 0.00 |
| **Total** | **309** | **0.10** | **213** | **0.08** |
| **Other current asset**  | **151** | **0.05** | **138** | **0.05** |
| **Other non-current asset**  | **7** | **0.00** | **12** | **0.00** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**liabilities** | <br>**Amount** | **% of total**<br>**liabilities** |
| **Trade payables (Note 15)** |  |  |  |  |
| &nbsp;&nbsp;Majority stockholder |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | 7 | 0.01 | 17 | 0.01 |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned enterprises | 281 | 0.20 | 317 | 0.23 |
| &nbsp;&nbsp;&nbsp;&nbsp;Indosat | 200 | 0.15 | 212 | 0.15 |
| &nbsp;&nbsp;Sub-total | 481 | 0.35 | 529 | 0.38 |
| &nbsp;&nbsp;Associated companies | 3 | 0.00 | 20 | 0.01 |
| &nbsp;&nbsp;Other related entities | 80 | 0.06 | 60 | 0.04 |
| **Total** | **571** | **0.42** | **626** | **0.44** |
| **Accrued expenses**  |  |  |  |  |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned enterprises | 279 | 0.20 | 209 | 0.15 |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned banks | 58 | 0.04 | 81 | 0.06 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 1 | 0.00 | - | - |
| &nbsp;&nbsp;Sub-total | 338 | 0.24 | 290 | 0.21 |
| &nbsp;&nbsp;Associated companies | 7 | 0.01 | 1 | 0.00 |
| **Total** | **345** | **0.25** | **291** | **0.21** |
| **Contract liabilities** |  |  |  |  |
| &nbsp;&nbsp;Majority stockholder |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;Ministry of Finance | 58 | 0.04 | 90 | 0.07 |
| &nbsp;&nbsp;Entities under common control |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;State-owned enterprises | 698 | 0.51 | 474 | 0.35 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 1 | 0.00 | 1 | 0.00 |
| &nbsp;&nbsp;Sub-total | 699 | 0.51 | 475 | 0.35 |
| &nbsp;&nbsp;Associated companies | 5 | 0.00 | 7 | 0.01 |
| &nbsp;&nbsp;Other related entities |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;KCIC | 1023 | 0.75 | 1113 | 0.81 |
| &nbsp;&nbsp;&nbsp;&nbsp;Others | 8 | 0.01 | 4 | 0.00 |
| &nbsp;&nbsp;Sub-total | 1031 | 0.76 | 1117 | 0.81 |
| **Total** | **1793** | **1.31** | **1689** | **1.24** |
| **Customer deposits** | **19** | **0.01** | **19** | **0.01** |
| **Short-term bank loans (Note 18)** | **1490** | **1.09** | **5554** | **4.05** |
| **Long-term bank loans (Note 19b)** | **22717** | **16.55** | **15943** | **11.62** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**32.** **RELATED PARTIES TRANSACTIONS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Significant agreements with related parties** 

<u>Indosat</u>

The Company has an agreement with Indosat to provide international telecommunications services to the public.

The Company has also entered into an interconnection agreement between the Company's fixed line network (Public Switched Telephone Network or "PSTN") and Indosat's Global System for Mobile ("GSM") cellular telecommunications network in connection with the implementation of Indosat Multimedia Mobile services and the settlement of related interconnection rights and obligations.

The Company also has an agreement with Indosat for the interconnection of Indosat's GSM mobile cellular telecommunications network with the Company's PSTN, which enable each party's customers to make domestic calls between Indosat's GSM mobile network and the Company's fixed line network, as well as enabling Indosat's mobile customers to access the Company's International Direct Dialing ("IDD") service by dialing "007".

Indosat's owner, Ooredoo, has merged with Tri, CK Hutchison Holdings ("CKHH") by merging their companies into Indosat Ooredoo Hutchison. With this merger and the latest MoCI Regulation No. 5 of 2021, the Company has amended the interconnection cooperation agreement for fixed-line networks (local, Sambungan Langsung Jarak Jauh ("SLJJ"), and international) and mobile networks on May 30, 2023 in order to implement cost-based tariff obligations based on the 2014 Interconnection Offering Document.

The Company also provides leased lines to Indosat and its subsidiaries, namely PT Aplikanusa Lintasarta ("Lintasarta"). The leased lines can be used by these companies for telephone, telegraph, data, telex, facsimile, or other telecommunication services.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.** **Remuneration of key management and supervisory personnel** 

Key management personnel consists of the Directors of the Company and supervisory personnel consists of the Board of Commissioners.

The Company provides remuneration in the form of salaries or honorarium and facilities to support the governance and oversight duties of the Board of Commissioners along with the leadership and management duties of the Directors. Total of such remuneration is as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024** | **2024** |
|  | <br>**Amount** | **% of total**<br>**expenses** | <br>**Amount** | **% of total**<br>**expenses** |
| Directors | 579 | 0.52% | 504 | 0.46% |
| Board of Commissioners | 48 | 0.04% | 176 | 0.16% |

---

The amounts disclosed in the table above are amounts recognized as general and administration expense during the reporting periods.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**33.** **OPERATING SEGMENTS** 

In 2025, Management changed the basis for grouping the Group's operating segments from a Customer Facing Unit ("CFU") based approach to a business pillar based approach. This change was made to reflect how CODM reviews the performance of operating segments and allocates resources. In connection with this change, the segment information for the prior year has been restated to conform with the presentation of segment information in the current year.

The Group has identified five reportable segments, namely B2C, B2B Infra, B2B ICT, International, and Others. There is no aggregation of operating segments in determining these reportable segments. The B2C segment comprises the provision of telecommunications services to individual and residential customers, including mobile and fixed broadband services. The B2B Infra segment comprises the provision, management, and maintenance of telecommunications infrastructure, including telecommunications towers, fiber optic networks, backbone infrastructure, data centers, and satellites. The B2B ICT segment comprises the provision of system integration services, information technology services, and digital solutions to corporate and institutional customers. The International segment comprises the provision of international connectivity and wholesale services to telecommunications operators and customers abroad. The Other segment comprises supporting business activities, including media and content services, business consulting and management services, trading and distribution, certain information technology services, as well as investment and other business development activities.

CODM reviews the performance of each segment based on the segment's profit or loss, which is measured consistently with operating profit or loss in the consolidated financial statements. Segment revenues and expenses also include intersegment transactions. These transactions are eliminated upon consolidation and are determined based on prevailing market prices (on an arm's length basis).

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2025** | **2025** | **2025** | **2025** | **2025** | **2025** |
|  | <br>**B2C** | <br>**B2B Infra** | <br>**B2B ICT** | <br>**International** | <br>**Others** | <br>**Total**<br>**segment** | **Adjustment** <br>**and**<br>**elimination** | <br>**Total** <br>**consolidated** |
| **Segment results** |  |  |  |  |  |  |  |  |
| Revenues |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;External revenues | 105898 | 8929 | 15300 | 10673 | 5942 | 146742 | - | 146742 |
| &nbsp;&nbsp;&nbsp;Inter-segment revenues | 3255 | 47661 | 3814 | 1493 | 23155 | 79378 | (79378) | - |
| Total segment revenues | 109153 | 56590 | 19114 | 12166 | 29097 | 226120 | (79378) | 146742 |
| Segment results | 27793 | 10487 | 1759 | 961 | (4491) | 36509 | (5407) | 31102 |
| **Other information** |  |  |  |  |  |  |  |  |
| Capital expenditures | (11980) | (10042) | (1473) | (1086) | (233) | (24814) | 237 | (24577) |
| Depreciation and amortization | (21704) | (15894) | (3156) | (718) | (613) | (42085) | 4436 | (37649) |
| Provision recognized in |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;current year | (1239) | (52) | (376) | (120) | (12) | (1799) | 334 | (1465) |

---

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** | **2024 (As restated)** |
|  | <br>**B2C** | <br>**B2B Infra** | <br>**B2B ICT** | <br>**International** | <br>**Others** | <br>**Total**<br>**segment** | **Adjustment** <br>**and**<br>**elimination** | <br>**Total** <br>**consolidated** |
| **Segment results** |  |  |  |  |  |  |  |  |
| Revenues |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;External revenues | 109662 | 8180 | 15741 | 10732 | 5652 | 149967 | - | 149967 |
| &nbsp;&nbsp;&nbsp;Inter-segment revenues | 3268 | 48799 | 3989 | 1412 | 25701 | 83169 | (83169) | - |
| Total segment revenues | 112930 | 56979 | 19730 | 12144 | 31353 | 233136 | (83169) | 149967 |
| Segment results | 29078 | 16467 | 1402 | 1204 | (5903) | 42248 | (4633) | 37615 |
| **Other information** |  |  |  |  |  |  |  |  |
| Capital expenditures | (12653) | (12579) | (2007) | (460) | (174) | (27873) | 3424 | (24449) |
| Depreciation and amortization | (21880) | (12424) | (3290) | (594) | (679) | (38867) | 4686 | (34181) |
| Provision recognized in |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;current year | (678) | (7) | 5 | (32) | (65) | (777) | (127) | (904) |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**33.** **OPERATING SEGMENTS (continued)** 

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** | **2023 (As restated)** |
|  | <br>**B2C** | <br>**B2B Infra** | <br>**B2B ICT** | <br>**International** | <br>**Others** | <br>**Total**<br>**segment** | **Adjustment** <br>**and**<br>**elimination** | <br>**Total** <br>**consolidated** |
| **Segment results** |  |  |  |  |  |  |  |  |
| Revenues |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;External revenues | 111713 | 6753 | 15441 | 10634 | 4675 | 149216 | - | 149216 |
| &nbsp;&nbsp;&nbsp;Inter-segment revenues | 3694 | 40001 | 4679 | 762 | 26320 | 75456 | (75456) | - |
| Total segment revenues | 115407 | 46754 | 20120 | 11396 | 30995 | 224672 | (75456) | 149216 |
| Segment results | 34784 | 11924 | 1137 | 1252 | (4532) | 44565 | (5467) | 39098 |
| **Other information** |  |  |  |  |  |  |  |  |
| Capital expenditures | (12744) | (17330) | (3184) | (865) | (181) | (34304) | 1336 | (32968) |
| Depreciation and amortization | (24486) | (10034) | (3387) | (557) | (776) | (39240) | 4881 | (34359) |
| Provision recognized in |  |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;current year | (655) | (15) | 149 | (5) | (81) | (607) | 94 | (513) |

---

<u>Segment result reconciliation:\</u>

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2024 (As restated)** | **2023 (As restated)** |
| Total segment results | 36509 | 42248 | 44565 |
| Unrealized gain (loss) on changes in fair value of investments | (242) | 188 | (748) |
| Other income - net | 119 | 282 | 252 |
| Gain (loss) on foreign exchange - net | 180 | 136 | (36) |
| Finance income - net | 1661 | 1367 | 1061 |
| Finance cost | (5206) | (5208) | (4652) |
| Share of profit (loss) of long term investment in associates | (1) | 3 | 1 |
| Adjustment and inter-segment elimination | (1918) | (1401) | (1345) |
| **Consolidated profit before income tax** | **31102** | **37615** | **39098** |

---

<u>Geographic information:</u>

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2024** | **2023** |
| External revenues |  |  |  |
| &nbsp;&nbsp;Indonesia | 137858 | 141062 | 141157 |
| &nbsp;&nbsp;Abroad | 8884 | 8905 | 8059 |
| **Total** | **146742** | **149967** | **149216** |

---

The revenue information above is based on the location of the customers.

There are no revenue from major customer which exceeds 10% of total revenues for the years ended December 31, 2025 and 2024.

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2024 (As restated)** | **January 1, 2024 (As restated)** |
| Non-current operating assets |  |  |  |
| &nbsp;&nbsp;Indonesia | 171604 | 176927 | 177862 |
| &nbsp;&nbsp;Abroad | 3086 | 2850 | 2932 |
| **Total** | **174690** | **179777** | **180794** |

---

Non-current operating assets for segment reporting purpose consist of property and equipment and intangible assets.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**34.** **TELECOMMUNICATIONS SERVICE TARIFFS** 

Based on Law No. 36 of 1999 and Government Regulation No. 52 of 2000, tariffs for telecommunications network and/or services are determined by operators based on tariff types and structures, and by referring to tariff cap formulas established by the Government. Subsequently, these provisions have been adjusted through Law No. 11 of 2020, as last amended by Law No. 6 of 2023, and Government Regulation No. 46 of 2021, which grants the authorized minister the authority to determine upper and/or lower tariff limits.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Fixed line telephone tariffs** 

The Government has issued a new adjustment tariff formula which is stipulated in MoCI Regulation No. 5/2021 dated March 31, 2021 concerning "Telecommunication Operation". This Decree replaced the previous Decree No. 15/PER/M.KOMINFO/4/2008 dated April 30, 2008.

Under the Decree, tariff structure for basic telephony services connected through fixed line network consists of the following:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Activation fee;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Monthly subscription charges;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Usage charges; and

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. Additional facilities fee.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Mobile cellular telephone tariffs** 

On March 31, 2021, MoCD issued MoCI Regulation No. 5/2021, which provides guidelines to determine cellular tariffs with a formula consisting of network element cost and retail services activity cost.

Under MoCI Regulation No. 5/2021, cellular tariffs for the operation of telecommunication services connected through mobile cellular network consist of the following:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Basic telephony services tariff;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Value added services tariff; and/or

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Multimedia services tariff.

with the following traffic structure:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Activation fee;

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Monthly subscription charges; and/or

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Usage charges.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.Interconnection tariffs** 

The Indonesian Telecommunication Regulatory Body ("ITRB"), in its letter No. 262/BRTI/XII/2011 dated December 12, 2011, decided to change the basis for SMS interconnection tariff to cost basis with a maximum tariff of Rp23 per SMS effective from June 1, 2012, for all telecommunication provider operators.

Based on letter No.118/KOMINFO/DJPPI/PI.02.04/01/2014 dated January 30, 2014 of the Director General of Post and Informatics, the Director General of Post and Informatics decided to implement new interconnection tariff effective from February 1, 2014 until December 31, 2016, subject to evaluation on an annual basis. Pursuant to the Director General of Post and Informatics letter, the Company and Telkomsel are required to submit the Reference Interconnection Offer ("RIO") proposal to ITRB to be evaluated.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**34.** **TELECOMMUNICATIONS SERVICE TARIFFS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.Interconnection tariffs (continued)**

Subsequently, ITRB in its letters No. 60/BRTI/III/2014 dated March 10, 2014 and No. 125/BRTI/IV/2014 dated April 24, 2014 approved Telkomsel and the Company's revision of RIO regarding the interconnection tariff. Based on the letter, ITRB also approved the changes to the SMS interconnection tariff to Rp24 per SMS.

On January 18, 2017, ITRB in its letters No. 20/BRTI/DPI/I/2017 and No. 21/BRTI/DPI/I/2017, decided to use the interconnection tariff based on the Company and Telkomsel's RIO in 2014 until the new interconnection tariff is set.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.Network lease tariffs**

In 2008, the Director General of Post and Telecommunication issued Decree No. 115 of 2008 which stated its agreement on Agreement on Network Lease Service Type Document, Network Lease Service Tariff, Available Capacity of Network Lease Service, Quality of Network Lease Service, and Provision Procedure of Network Lease Service Owned by Dominant Network Lease Service Provider in conformity with the Company's proposal. Through MoCI Regulation No. 5/2021, the Government regulated the form, type, tariff structure, and tariff formula for services of network lease.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**e.Tariff for other services**

The tariffs for satellite lease, telephony services, and other multimedia are determined by the service provider by taking into account the expenditures and market price. The Government only determines the tariff formula for basic telephony services. There is no stipulation for the tariff of other services.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**35.** **SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Capital expenditures** 

As of December 31, 2025, capital expenditures committed under the contractual arrangements are Rp14.130 billion and US$25 million.

The above balance includes the following significant agreements:

---

| | | |
|:---|:---|:---|
| **Contracting parties** | **Period of agreement** | **Significant part of the agreement** |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Phincon | &nbsp;&nbsp;&nbsp;September 12, 2019- <br>September 11, 2027 | &nbsp;&nbsp;&nbsp;Development and Rollout Agreement ("DRA") and Technical Support Agreement ("TSA") Customer Relationship Management ("CRM") Solution System Integrator |
| &nbsp;&nbsp;&nbsp;Telkomsel, PT Ericsson Indonesia, PT Huawei Tech Investment, and PT ZTE Indonesia | &nbsp;&nbsp;&nbsp;February 1, 2021- <br>January 31, 2027 | &nbsp;&nbsp;&nbsp;Procurement Agreement for Radio Ultimate Solution ("ROA") and TSA |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Ericsson Indonesia | &nbsp;&nbsp;&nbsp;February 13, 2022- <br>February 12, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement for CS Core Solution ROA |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Ericsson Indonesia | &nbsp;&nbsp;&nbsp;February 13, 2022-<br>August 31, 2027 | &nbsp;&nbsp;&nbsp;Procurement Agreement for CS Core Solution TSA |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Lintas Teknologi Indonesia | &nbsp;&nbsp;&nbsp;February 13, 2022- <br>February 12, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement for CS Core Solution ROA |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Lintas Teknologi Indonesia | &nbsp;&nbsp;&nbsp;February 13, 2022-<br>August 31, 2027 | &nbsp;&nbsp;&nbsp;Procurement Agreement for CS Core Solution TSA |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Huawei Tech Investment | &nbsp;&nbsp;&nbsp;March 24, 2022- <br>March 23, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement for PCRF |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Phincon | &nbsp;&nbsp;&nbsp;June 24, 2024- <br>June 23, 2029 | &nbsp;&nbsp;&nbsp;Agreement for the Design, Development, and Launch of the By.U Platform Solution |
| &nbsp;&nbsp;&nbsp;Telkomsel, Amdocs Software Solutions Limited Liability Company, and PT Application Solutions | &nbsp;&nbsp;&nbsp;October 8, 2024- <br>October 7, 2029 | &nbsp;&nbsp;&nbsp;Agreement Online Charging System ("OCS") and Service Control Points ("SCP") System Solution Development |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Application Solutions | &nbsp;&nbsp;&nbsp;October 8, 2024- <br>October 7, 2029 | &nbsp;&nbsp;&nbsp;TSA for OCS and SCP |
| &nbsp;&nbsp;&nbsp;TDE and PT ZTE Indonesia | &nbsp;&nbsp;&nbsp;October 14, 2024- <br>October 14, 2027 | &nbsp;&nbsp;&nbsp;Contract Agreement of General Contractor ("GC") for Delta Project Level-2 Fit Out Works |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Mahardika Teknotama Integrasi | &nbsp;&nbsp;&nbsp;November 14, 2024- <br>November 13, 2027 | &nbsp;&nbsp;&nbsp;Procurement Agreement for Fixed Broadband Core ("FBB Core") |
| &nbsp;&nbsp;&nbsp;The Company and PT Packet Systems Indonesia | &nbsp;&nbsp;&nbsp;December 18, 2024-<br>December 17, 2026 | &nbsp;&nbsp;&nbsp;Agreement Procurement and Installation for OTN Metro ("OTM") Future State Architecture ("FSA") - Platform Huawei |
| &nbsp;&nbsp;&nbsp;TDI and KSO-PP Adhi | &nbsp;&nbsp;&nbsp;January 3, 2025-<br>February 26, 2026 | &nbsp;&nbsp;&nbsp;Procurement for General Contractor for Data Center Construction |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Ericsson Indonesia | &nbsp;&nbsp;&nbsp;January 23, 2025- <br>January 22, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement of Next Generation of Gateway GPRS Support Node ("GGSN") (Virtualized EPC) |
| &nbsp;&nbsp;&nbsp;TDE and PT Huawei Tech Investment | &nbsp;&nbsp;&nbsp;March 24, 2025- <br>March 23, 2028 | &nbsp;&nbsp;&nbsp;Contract Agreement of General Contractor ("GC") for Delta Project Level-3 and Level-4 Fit Out Works |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Lintas Teknologi Indonesia | &nbsp;&nbsp;&nbsp;April 8, 2025- <br>April 7, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement of Next Generation of Gateway GPRS Support Node ("GGSN") (Virtualized EPC) |
| &nbsp;&nbsp;&nbsp;Telkomsel and PT Cahaya Mutiara Mandiri | &nbsp;&nbsp;&nbsp;May 26, 2025- <br>May 25, 2028 | &nbsp;&nbsp;&nbsp;Procurement Agreement of Next Generation of Gateway GPRS Support Node ("GGSN") (Virtualized EPC) |
| &nbsp;&nbsp;&nbsp;Telkomsat and PT Starlink Services Indonesia | &nbsp;&nbsp;&nbsp;December 22, 2025-<br>December 31, 2026 | &nbsp;&nbsp;&nbsp;Agreement for the Resale of Starlink Services and Equipment |
| &nbsp;&nbsp;&nbsp;The Company and PT Lintas Teknologi Indonesia | &nbsp;&nbsp;&nbsp;December 24, 2025- <br>June 23, 2027 | &nbsp;&nbsp;&nbsp;Procurement and Installation Agreement of the South Papua Submarine Cable Communication System |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Borrowings and other credit facilities** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) As of December 31, 2025, the Company has bank guarantee facilities for tender bonds, performance bonds, maintenance bonds, deposit guarantee, and advance payment bonds for various projects of the Company, as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Lenders** | **Total facility** | **Maturity** | **Currency** | **Facility utilized** |
| BRI | 500 | March 14, 2026 | Rp | 5 |
| BNI | 500 | March 31, 2026 | Rp | 73 |
| Bank Mandiri | 500 | June 21, 2026 | Rp | 136 |
| **Total** | **1500** |  |  | **214** |

---

The Company has sufficient bank facilities to meet their current obligations (Note 37b.v).

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) As of December 31, 2025, Telkomsel has bank guarantee facilities for various projects, as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Lenders** | **Total facility** | **Maturity** | **Currency** | **Facility utilized** |
| BRI | 1000 | September 25, 2028 | Rp | 621 |
| BNI | 2100 | May 1, 2028 | Rp | 1420 |
| **Total** | **3100** |  |  | **2041** |

---

Bank guarantee facility with BRI and BNI are mainly for performance bond and surety bond of radio frequency (Note 35c.i).

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iii) Telin has a bank guarantee facilities from Bank Mandiri and BRI with a maximum credit limit of US$25 million and US$5 million or equal to Rp417 billion and Rp83 billion, respectively. As of December 31, 2025, there is no bank guarantee facility used.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Others** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) <u>Radio frequency usage</u> 

With reference to Law No. 36 of 1999, the use of radio frequency spectrum and the cost of using radio frequency are determined by the government. With reference to the Decision Letter No. 025/TEL.01.02/2022 Year 2022 dated January 28, 2022, of the MoCI which granted Telkomsel the rights to provide mobile telecommunication services with radio frequency bandwidth in the 800 MHz, 900 MHz, 1,800 MHz, 2.1 GHz, and 2.3 GHz; and basic telecommunication services.

With reference to Decision Letters No. 509 Year 2016, No. 1896 Year 2017, No. 806 Year 2019, No. 620 Year 2020, No. 178 Year 2021, No. 479 Year 2022, No. 90 Year 2023, and No. 188 Year 2023 of the MoCI, Telkomsel is required, among other things, to:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;1. Issue a surety bond each year amounting Rp1,028 billion for spectrum 2.3 GHz.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2. Issue a surety bond each year amounting Rp360 billion for both spectrum 2.3 GHz Block A and C.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;3. Issue a surety bond amounting Rp617 billion for spectrum 2.1 GHz.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;4. Pay an annual right of usage ("BHP") as set forth in the decision letters. The BHP is payable upon receipt of *Surat Pemberitahuan Pembayaran* (notification letter) from the DGPI. The BHP fee is payable annually up to the expiry period of the license.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

**35. SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)**

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Others (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(i) <u>Radio frequency usage (continued)</u> 

The following are radio frequency band licenses owned by Telkomsel along with the BHP fees paid during current year:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;1. Radio frequency for band 800 MHz, 900 MHz, and 1,800 MHz

Based on Decree No. 620 Year 2020 of the MoCI, concerning the extension of the determination of radio frequency bands 800 MHz, 900 MHz, and 1,800 MHz, Telkomsel should pay annual frequency usage fees from 2020 to 2030.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;2. Radio frequency for band up to 2.1 GHz

---

| | |
|:---|:---|
| **License No.** | **Description** |
| Decree No. 90 Year 2023 of the MoCI amd. Decree No. 76 Year 2023 of the MoCI | On February 27, 2023, Telkomsel was granted to utilize the annual radio frequency license for band 1,975-1,980 MHz paired with 2,165-2,170 MHz until March 18, 2033. |
| Decree No. 509 Year 2016 of the MoCI amd. Decree No. 76 Year 2023 of the MoCI | MoCD granted the extension of the radio frequency license for band 1,970-1,975 MHz paired with 2,160-2,165 MHz until March 28, 2026. |
| Decree No. 806 Year 2019 of the MoCI amd. Decree No. 76 Year 2023 of the MoCI | MoCD granted the extension of the radio frequency license for band 1,965-1,970 MHz paired with 2,155-2,160 MHz until September 30, 2029. |
| Decree No. 479 Year 2022 of the MoCI amd. Decree No. 76 Year 2023 of the MoCI | Telkomsel as the winner of auction and was granted to utilize the radio frequency license for band 1,960-1,965 MHz paired with 2,150-2,155 MHz effective from January 11, 2023 until January 10, 2033. |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;3. Radio frequency for band up to 2.3 GHz

---

| | |
|:---|:---|
| **License No.** | **Description** |
| Decree No. 1896 Year 2017 of the MoCI | Telkomsel was appointed to use the radio frequency license for band 2,300-2,330 Mhz until 2026. |
| Decree No. 178 Year 2021 of the MoCI | Telkomsel as the winner to utilize the radio frequency license for band 2,330-2,340 MHz paired with 2,340-2,350 MHz for Block A and Block C, respectively until 2030. |
| Decree No. 487 Year 2022 of the MoCI amd. Decree No. 92 Year 2023 of the MoCI | On November 18, 2022, Telkomsel received a right to use reallocated radio frequency license for band 2,340-2,355 MHz paired with 2,330-2,360 MHz until November 17, 2029. |
| Decree No. 188 Year 2023 of the MoCI | On April 18, 2023, Telkomsel was granted an approval to allocate part of the rights-of-use of 2.3 GHz radio frequency spectrum to PT Smart Telecom. |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**35.** **SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Others (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(ii) <u>Radio frequency spectrum cooperation agreement</u> 

The MoCD has given approval to Telkomsel for a cooperation on the use of radio frequency spectrum with KCIC through a letter No. B-171/M.KOMINFO/SP.01.01/03/2023 dated March 17, 2023, regarding the Cooperation Agreement on the Use of Radio Frequency Spectrum in the range of 891-895 MHz paired with 936-940 MHz, with a period up to December 14, 2030.

As result from this agreement, KCIC shall pay to the Company several compensations, which are annual utilization fees totaling Rp878 billion, network recovery fee of Rp1,250 billion, as well as incremental operational and maintenance costs.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iii) <u>USO</u> 

On December 27, 2011, Telkomsel (on behalf of Konsorsium Telkomsel, a consortium which was established with Mitratel on December 9, 2011) was selected by *Balai Penyedia dan Pengelola Pembiayaan Telekomunikasi dan Informatika* ("BPPPTI"), now has been renamed as *Badan Aksesibilitas Telekomunikasi dan Informasi* ("BAKTI") as a provider of the USO Program in the border areas with a total price of Rp261 billion. In 2015, the Program was ceased. In January 2016, Telkomsel filed an arbitration claim to *Badan Arbitrase Nasional Indonesia* ("BANI") for the settlement of the outstanding receivables of USO Programs.

On June 22, 2017, Telkomsel received a decision letter from BANI No. 792/1/ARB-BANI/2016 requesting BAKTI to pay compensation to Telkomsel amounting to Rp218 billion, and as of the date of the issuance of these consolidated financial statements Telkomsel has received the payment from BAKTI amounting to Rp91 billion (before tax) and no additional payment.

The MoCD issued Regulation No. 5 Year 2021 dated March 31, 2021, which replaced previous regulations regarding policies underlying the USO program. The regulation requires telecommunications operators in Indonesia to contribute 1.25% of gross revenues (with due consideration for bad debts and/or interconnection charges and/or connection charges and/or the exclusion of certain revenues that are not considered as part of gross revenues as a basis to calculate the USO charged) for USO development.

Based on Decree No. 827/KOMINFO/BAKTI.31/KS.1/10/2021 dated October 4, 2021, of BAKTI granted Telkomsel as operating cooperation partners ("KSO") for eight packages KSO, which cover Nusa Tenggara, Kalimantan, Sulawesi, Maluku, West Papua, West Central Papua, North Central Papua, and South East Papua for period from 2021 until 2031.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iv)<u>Contingency</u>

Under PSAK 237: Provisions, Contingent Liabilities And Contingent Assets, a provision should be recognized when there is a present obligation (legal or constructive) arising from a past event, an outflow of economic benefits to settle the obligation is probable (more likely than not), and the amount can be reliably estimated.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**35.** **SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Others (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iv)<u>Contingency (continued)</u>

In October 2023, the Group received a document request from the U.S. Securities and Exchange Commission ("SEC") as it relates to Telkom Infra's involvement in a project with the Indonesian Information and Telecommunication Accessibility Agency of the Ministry of Communication and Informatics ("BAKTI Kominfo") regarding the provision of 4G Base Transceiver Station ("BTS") infrastructure. The SEC has since expanded its investigation to include accounting and disclosures issues relating to the Group's revenue recognition and financial reporting practices and internal control over financial reporting, as well as public reports regarding certain Indonesian legal proceedings involving the Group, certain subsidiaries and affiliates, and certain of the Group's clients and suppliers. Through our internal audit process and investigations, we have determined, or we suspect (for those projects and transactions which are still under investigation) that certain transactions lack economic substance. Beginning in May 2024, the Group also received additional requests for information from the U.S. Department of Justice ("DOJ") focused on compliance with the U.S. Foreign Corrupt Practices Act ("FCPA"). The Group retained outside counsel and a forensic accounting firm to assist with its internal investigation into the issues being investigated by the SEC and DOJ. The Internal Investigation is substantially complete while the SEC and DOJ's investigations remain ongoing and the Group continues to cooperate with the U.S. authorities.

Based on the results of the Internal Investigation to date, the Group has identified that approximately 140 transactions, primarily those occurring prior to 2021 and particularly between 2016 and 2019 and relate primarily to the enterprise business segment, lacked economic substance and were not in compliance with applicable financial reporting standards as well as the Group's policies and internal controls, resulting in an overstatement of certain financial information.

The Group does not believe that this overstatement constituted a misstatement that was quantitatively material to the Group's consolidated financial statements for any period presented in the Group's prior annual or interim financial statements. The Group believes that these transactions resulted in an overstatement of revenues, gross trade receivables, and net trade receivables, at least as follows:

---

| | | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **2014** | **2015** | **2016** | **2017** | **2018** | **2019** | **2020** | **2021** | **2022** | **2023** | **2024** |
| Revenues  | 31 | 10 | 291 | 2285 | 721 | 368 | 58 | 378 | 247 | 11 | 39 |
| Trade receivable | 23 | 22 | 288 | 1687 | 1972 | 1999 | 2018 | 2154 | 2152 | 2094 | 1927 |
| Trade receivable-net | 23 | 22 | 256 | 1376 | 1558 | 980 | 94 | 72 | 63 | 63 | 30 |

---

The Group has encountered challenges compiling detailed historical information for a significant portion of the 140 transactions due to the age of the transactions, accounting system challenges, and challenges related to the retention and retrieval of historical accounting support that in some cases dates back nearly 10 years. The Company has assumed that certain transactions lacked economic substance unless accounting and other supporting information was available to demonstrate otherwise.

By December 31, 2020, the vast majority of the trade receivables associated with these transactions had a full corresponding income statement provision and related allowance for expected credit losses, and therefore the net trade receivable for these transactions reflected on the Company's Statement of Financial Positions from 2020 onward were de minimis. Accordingly, based on information to date, these historical transactions do not require any corrections to the Statements of Financial Position as of December 31, 2025 and 2024, or the Statements of Profit or Loss and Other Comprehensive Income for the years ended 2025 and 2024.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**35.** **SIGNIFICANT COMMITMENTS, AGREEMENTS, AND OTHERS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Others (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(iv)<u>Contingency (continued)</u>

The Group determined that Rp1,898 billion and Rp1,762 billion of gross trade receivables, and a corresponding Rp1,898 billion and Rp1,762 billion allowance for expected credit losses related to historical transactions that had been reviewed or were scheduled for review as part of the internal investigation, were reclassified to other non-current assets in the consolidated statements of financial position as of December 31, 2025 and 2024 (Note 13). This reclassification was made to achieve a more appropriate presentation in accordance with the economic substance of the transactions. The Group assessed that these trade receivables did not have a reasonable chance of recovery and therefore no longer met the criteria for presentation as trade receivables. As the reclassified gross receivables and the related allowance for expected credit losses offset each other (net to zero), the reclassification had no impact on the net trade receivables or other non-current assets as of December 31, 2025 and 2024. Until the date of completion of these consolidated financial statements, these receivables had been approved to be written off based on carrying amount December 31, 2024 in accordance to the applicable regulations, but it is not a waiver of collection right.

The Company is a state-owned enterprise, and accordingly, its receivable write-off process is subject to specific governance and regulatory requirements applicable to state-owned enterprises. Under the applicable write-off policy, receivables exceeding certain thresholds and/or receivables of certain nature require approvals from relevant authorities and/or government bodies. As such, the completion and timing of the write-off process are not solely within Management's control, as they depend on external review and approval processes involving various governmental stakeholders.

The Group has also cooperated with Indonesian government law enforcement authorities, and has in certain instances self-reported to them various matters involving alleged or potential violations of Indonesian laws and regulations by the Group, certain subsidiaries and affiliates, including anti-corruption, alleged fraud, embezzlement, and issues associated with trade receivables, some of which are related to the above-described matters investigated by the SEC and the DOJ. The Group has implemented various remedial actions, including strengthening policies, procedures, and internal controls, as well as enhancing its compliance function and corporate governance.

For the above mentioned investigation on the Group's accounting and disclosure issues relating to revenue recognition and financial reporting practices and internal control over financial reporting, based on the Group's assessment up to the date of the issuance of the consolidated financial statements, the Group currently does not believe that the above mentioned investigation will have a material adverse effect on its December 31, 2025 and 2024 consolidated financial statements.

As of the issuance date of the consolidated financial statements, the Group is not yet able to reliably estimate the potential loss or range of losses that may arise from the investigations by the SEC and DOJ, due to significant uncertainties regarding the final outcome, timing of resolution, and potential sanctions or other impacts.

In addition, there is a possibility that the final outcome of the ongoing investigations or the identification of additional information in the future could have a material impact on the Group's financial position, results of operations, or cash flows.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**36.** **ASSETS AND LIABILITIES DENOMINATED IN FOREIGN CURRENCIES** 

Assets and liabilities denominated in foreign currencies are as follows:

---

| | | | |
|:---|:---|:---|:---|
|  | **2025** | **2025** | **2025** |
|  | **U.S. Dollar**<br>**(in millions)** | **Others\***<br>**(in millions)** | **Rupiah equivalent**<br>**(in billions)** |
| **Assets** |  |  |  |
| Cash and cash equivalents | 522.25 | 21.10 | 9097 |
| Other current financial assets | 53.23 | - | 895 |
| Trade receivables |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties | 0.24 | 0.02 | 3 |
| &nbsp;&nbsp;&nbsp;Third parties | 144.38 | 11.90 | 2620 |
| Contract assets | 4.42 | - | 75 |
| Other receivables | 0.62 | - | 10 |
| Other current assets | 1.45 | 0.35 | 30 |
| Long-term investment in financial instruments | 307.89 | 6.17 | 5241 |
| Other non-current assets | 0.40 | 0.74 | 19 |
| Total assets | 1034.88 | 40.28 | 17990 |
| **Liabilities** |  |  |  |
| Trade payables |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties | (0.05) | - | (1) |
| &nbsp;&nbsp;&nbsp;Third parties | (158.59) | (3.06) | (2707) |
| Other payables | (19.61) | (2.17) | (365) |
| Accrued expenses | (11.17) | (11.08) | (373) |
| Customer deposits | (3.98) | (0.32) | (72) |
| Current maturities of long-term loans |  |  |  |
| &nbsp;&nbsp;&nbsp;and lease liabilities | (10.82) | (0.35) | (187) |
| Long-term loans and lease liabilities | (23.03) | (1.30) | (408) |
| Other liabilities | (0.36) | - | (6) |
| Total liabilities | (227.61) | (18.28) | (4119) |
| **Assets (liabilities) - net** | **807.27** | **22.00** | **13871** |

---

---

| | | | |
|:---|:---|:---|:---|
|  | **2024** | **2024** | **2024** |
|  | **U.S. Dollar**<br>**(in millions)** | **Others\***<br>**(in millions)** | **Rupiah equivalent**<br>**(in billions)** |
| **Assets** |  |  |  |
| Cash and cash equivalents | 475.58 | 13.01 | 7885 |
| Other current financial assets | 18.19 | 0.06 | 296 |
| Trade receivables |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties | 0.19 | 0.01 | 3 |
| &nbsp;&nbsp;&nbsp;Third parties | 134.77 | 18.64 | 2479 |
| Contract assets | 2.77 | - | 45 |
| Other receivables | 1.09 | - | 18 |
| Other current assets | 2.05 | 0.31 | 38 |
| Long-term investment in financial instruments | 389.31 | 12.28 | 6464 |
| Other non-current assets | 0.42 | 2.90 | 53 |
| Total assets | 1024.37 | 47.21 | 17281 |
| **Liabilities** |  |  |  |
| Trade payables |  |  |  |
| &nbsp;&nbsp;&nbsp;Related parties | (0.01) | - | 0 |
| &nbsp;&nbsp;&nbsp;Third parties | (127.43) | (3.56) | (2119) |
| Other payables | 3.76 | (8.00) | (70) |
| Accrued expenses | (13.90) | (1.83) | (254) |
| Customer deposits | (2.72) | (0.27) | (47) |
| Current maturities of long-term loans |  |  |  |
| &nbsp;&nbsp;&nbsp;and lease liabilities | (9.33) | (0.28) | (155) |
| Long-term loans and lease liabilities | (24.65) | (1.47) | (422) |
| Other liabilities | (0.09) | (0.05) | (2) |
| Total liabilities | (174.37) | (15.46) | (3069) |
| **Assets (liabilities) - net** | **850.00** | **31.75** | **14212** |

---

**\*** Assets and liabilities denominated in other foreign currencies are presented as U.S. Dollar equivalents using the buy and sell rates quoted by Reuters prevailing at the end of the reporting period.

The Group's activities expose them to a variety of financial risks, including the effects of changes in debt and equity market prices, foreign currency exchange rates, and interest rates.

------

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Financial assets and financial liabilities** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Classification

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Financial assets

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| **Amortized cost** |  |  |
| &nbsp;&nbsp;Cash and cash equivalents | 34228 | 33905 |
| &nbsp;&nbsp;Other current financial assets | 1326 | 1196 |
| &nbsp;&nbsp;Trade receivables | 11223 | 12193 |
| &nbsp;&nbsp;Other receivables | 172 | 621 |
| &nbsp;&nbsp;Other non-current assets | 208 | 165 |
| **FVTPL** |  |  |
| &nbsp;&nbsp;Long-term investment in financial instruments | 7254 | 8174 |
| &nbsp;&nbsp;Other current financial assets | 94 | 89 |
| **FVTOCI** |  |  |
| &nbsp;&nbsp;Long-term investment in financial instruments | 27 | 51 |
| **Total financial assets** | **54532** | **56394** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Financial liabilities

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| **Financial liabilities measured at amortized cost** |  |  |
| &nbsp;&nbsp;Trade payables | 16184 | 15336 |
| &nbsp;&nbsp;Other payables | 648 | 454 |
| &nbsp;&nbsp;Accrued expenses | 14867 | 14192 |
| &nbsp;&nbsp;Customers deposits | 52 | 41 |
| &nbsp;&nbsp;Short-term bank loans | 6929 | 11525 |
| &nbsp;&nbsp;Bonds | 2696 | 5043 |
| &nbsp;&nbsp;Long-term bank loans | 41149 | 36341 |
| &nbsp;&nbsp;Lease liabilities | 24137 | 23959 |
| &nbsp;&nbsp;Other liabilities | 75 | 104 |
| **Total financial liabilities** | **106737** | **106995** |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Fair values

The following table presents comparison of the carrying amounts and fair values of the Company's financial instruments, other than those the fair values are considered to approximate their carrying amounts as the impact of discounting is not significant:

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | | **Fair value measurement at reporting date using** | **Fair value measurement at reporting date using** | **Fair value measurement at reporting date using** |
| **2025** | <br>**Carrying**<br>**value** | <br>**Fair value** | **Quoted prices in**<br>**active markets**<br>**for identical**<br>**assets or** <br>**liabilities**<br>**(level 1)** | <br>**Significant**<br>**other**<br>**observable**<br>**inputs**<br>**(level 2)** | <br>**Significant**<br>**unobservable**<br>**inputs**<br>**(level 3)** |
| **FVTPL** |  |  |  |  |  |
| Other current financial assets | 94 | 94 | 94 | - | - |
| Long-term investment in financial instruments | 7254 | 7254 | 1529 | - | 5725 |
| **FVTOCI** |  |  |  |  |  |
| Long-term investment in financial instruments | 27 | 27 | - | - | 27 |
| **Financial liabilities at amortized cost** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Interest-bearing loans: |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bonds | 2696 | 3458 | 3458 | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Long-term bank loans | 41149 | 40863 | - | - | 40863 |
| &nbsp;&nbsp;&nbsp;Lease liabilities | 24137 | 24137 | - | - | 24137 |
| &nbsp;&nbsp;&nbsp;Other liabilities | 75 | 75 | - | - | 75 |
| **Total** | **75432** | **75908** | **5081** | **-** | **70827** |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Financial assets and financial liabilities (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Fair values (continued)

The following table presents comparison of the carrying amounts and fair values of the Company's financial instruments, other than those the fair values are considered to approximate their carrying amounts as the impact of discounting is not significant (continued):

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
|  | | | **Fair value measurement at reporting date using** | **Fair value measurement at reporting date using** | **Fair value measurement at reporting date using** |
| **2024** | <br>**Carrying**<br>**value** | <br>**Fair value** | **Quoted prices in**<br>**active markets**<br>**for identical**<br>**assets or** <br>**liabilities**<br>**(level 1)** | <br>**Significant**<br>**other**<br>**observable**<br>**inputs**<br>**(level 2)** | <br>**Significant**<br>**unobservable**<br>**inputs**<br>**(level 3)** |
| **FVTPL** |  |  |  |  |  |
| Other current financial assets | 89 | 89 | 89 | - | - |
| Long-term investment in financial instruments | 8174 | 8174 | 1668 | - | 6506 |
| **FVTOCI** |  |  |  |  |  |
| Long-term investment in financial instruments | 51 | 51 | - | - | 51 |
| **Financial liabilities at amortized cost** |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;Interest-bearing loans: |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bonds | 5043 | 5669 | 5669 | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Long-term bank loans | 36341 | 36472 | - | - | 36472 |
| &nbsp;&nbsp;&nbsp;Lease liabilities | 23959 | 23959 | - | - | 23959 |
| &nbsp;&nbsp;&nbsp;Other liabilities | 104 | 104 | - | - | 104 |
| **Total** | **73761** | **74518** | **7426** | **-** | **67092** |

---

Loss on fair value measurement recognized in consolidated statements of profit or loss and other comprehensive income for the year ended December 31, 2025 amounting to Rp103 billion.

Reconciliations of the beginning and ending balances for items measured at fair value using significant unobservable inputs (level 3) as of December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance | 6557 | 5997 |
| Gain (loss) recognized in consolidated statement |  |  |
| &nbsp;&nbsp;of profit or loss and other comprehensive income | (103) | 578 |
| Purchase/addition | 26 | 49 |
| Settlement/deduction | (728) | (67) |
| **Ending balance** | **5752** | **6557** |

---

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Financial assets and financial liabilities (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Fair values (continued)

**Sensitivity Analysis**

The following table summarizes the quantitative information about the significant unobservable inputs used in level 3 fair value measurements:

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Industry** | **Valuation technique** | **Significant unobservable input** | **Range (weighted average)** | **Sensitivity of the input of fair value** |
| **Investment in equity** |  |  |  |  |
| Non-listed equity investment - technology | OPM Backsolve method | Volatility | 20%-75.40% | 10% increase (decrease) in the percentage of volatility would result in an increase (decrease) Rp5 billion of the Investment value |
|  |  | Time to liquidity | 1-4 Years | Increase (decrease) in 1 year time to liquidity would result in an increase (decrease) Rp5 billion of the Investment value |
|  | Market movement | Volatility | 30.40%-85.59% | 10% increase (decrease) in the percentage of volatility would result in an increase (decrease) Rp13 billion of the Investment value |
|  |  | Time to liquidity | 1-6 Years | Increase (decrease) in 1 year time to liquidity would result in an increase (decrease) Rp15 billion of the Investment value |
|  | Guideline Public Company Method | Volatility | 10.77%-91.40% | 10% increase (decrease) in the percentage of volatility would result in an increase (decrease) Rp91 billion of the Investment value |
|  |  | Time to liquidity | 1-6 Years | Increase (decrease) in 1 year time to liquidity would result in an increase (decrease) Rp134 billion of the Investment value |
| Non-listed equity investment - credit rating agency | Discounted cash flow | Weighted Average Cost of Capital ("WACC") | 9%-22% | 1% decrease (increase) in the percentage of WACC would result in an increase (decrease) Rp5 billion of the Investment value |
|  |  | Terminal growth rate | 1%-5% | 1% increase (decrease) in terminal growth rate would result in an increase (decrease) Rp3 billion of the Investment value |
| Non-listed equity investment - telecommunication | Discounted cash flow | WACC | 3.03%-13.20% | 0.5% decrease (increase) in WACC would result in an increase (decrease) Rp6 billion of the Investment value |
|  |  | Terminal growth rate | 1.97%-3.10% | 1% increase (decrease) in terminal growth rate would result in an increase (decrease) Rp12 billion of the Investment value |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Financial assets and financial liabilities (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Fair value measurement

Fair value is the amount for which an asset could be exchanged, or a liability settled, between parties in an arm's length transaction.

The fair values of short-term financial assets and financial liabilities with maturities of one year or less (cash and cash equivalents, trade and other receivables, other current financial assets, trade and other payables, accrued expenses, and short-term bank loans) and other non-current assets are considered to approximate their carrying amounts as the impact of discounting is not significant.

The fair values of long-term financial assets (other non-current assets (long-term trade receivables and restricted cash)) approximate their carrying amounts as the impact of discounting is not significant.

The Group determined the fair value measurement for disclosure purposes of each class of financial assets and financial liabilities based on the following methods and assumptions:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Fair value through profit or loss, primarily consists of stocks, mutual funds, corporate and government bonds, and convertible bonds. Stocks and mutual funds actively traded in an established market are stated at fair value using quoted market price or, if unquoted, determined using a valuation technique. The fair value of convertible bonds and subsidiaries investments (non-listed equity investments) are determined using valuation technique. Corporate and government bonds are stated at fair value by reference to prices of similar securities at the reporting date.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) The fair values of long-term financial liabilities are estimated by discounting the future contractual cash flows of each liability at rates offered to the Group for similar liabilities of comparable maturities by the bankers of the Group, except for bonds which are based on market price.

The fair value estimates are inherently judgemental and involve various limitations, including:

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(a) Fair values presented do not take into consideration the effect of future currency fluctuations.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(b) Estimated fair values are not necessarily indicative of the amounts that the Group would record upon disposal/termination of the financial assets and liabilities.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Financial risk management objectives and policies** 

The Group's activities expose it to a variety of financial risks such as market risks (including foreign exchange risk, market price risk, and interest rate risk), credit risk, and liquidity risk. Overall, the Group's financial risk management program is intended to minimize losses on the financial assets and financial liabilities arising from fluctuation of foreign currency exchange rates and the fluctuation of interest rates. Management has a written policy on foreign currency risk management mainly on time deposit placements and hedging to cover foreign currency risk exposures for periods ranging from 3 up to 12 months.

Financial risk management is carried out by the Group Financial Accounting and Treasury Unit under policies approved by the Directors. The Group Financial Accounting and Treasury Unit identifies, evaluates and hedges financial risks.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Financial risk management objectives and policies (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. Foreign exchange risk

The Group is exposed to foreign exchange risk on sales, purchases and borrowings that are denominated in foreign currencies. The foreign currency denominated transactions are primarily in U.S. Dollar. The Group's exposures to other foreign exchange rates are not material.

Increasing risks of foreign currency exchange rates on the obligations of the Group are expected to be partly offset by the effects of the exchange rates on time deposits and receivables in foreign currencies that are equal to at least 25% of the outstanding current foreign currency liabilities.

The following table presents the Group's financial assets and financial liabilities exposure to foreign currency risk:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
|  | **U.S. Dollar**<br>**(in billions)** | **U.S. Dollar**<br>**(in billions)** |
| Financial assets | 1.03 | 1.02 |
| Financial liabilities | (0.23) | (0.17) |
| **Net exposure** | **0.80** | **0.85** |

---

**Sensitivity analysis**

A strengthening of the U.S. Dollar as indicated below, against the Rupiah at December 31, 2025 would have decreased equity and profit or loss by the amounts shown below. This analysis is based on foreign currency exchange rate variances that the Group considered to be reasonably possible at the reporting date. The analysis assumes that all other variables, in particular interest rates, remain constant.

---

| | |
|:---|:---|
|  | **Equity/profit (loss)** |
| **December 31, 2025** |  |
| U.S. Dollar (1% strengthening) | 135 |

---

A weakening of the U.S. Dollar against the Rupiah at December 31, 2025, would have had an equal but opposite effect on the above currencies to the amounts shown above, on the basis that all other variables remain constant.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;ii. Market price risk

The Group is exposed to changes in debt and equity market prices related to financial assets measured at FVTPL carried at fair value. Gains and losses arising from changes in the fair value of financial assets measured at FVTPL are recognized in the consolidated statements of profit or loss and other comprehensive income.

The performance of the Group's financial assets measured at FVTPL is monitored periodically, together with a regular assessment of their relevance to the Group's long-term strategic plans.

As of December 31, 2025, management considered the price risk for the Group's financial assets measured at FVTPL to be immaterial in terms of the possible impact on profit or loss and total equity from a reasonably possible change in fair value.

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Financial risk management objectives and policies (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iii. Interest rate risk

Interest rate fluctuation is monitored to minimize any negative impact to financial performance. Borrowings at variable interest rates expose the Group to interest rate risk (Notes 18 and 19). To measure market risk pertaining to fluctuations in interest rates, the Group primarily uses interest margin and maturity profile of the financial assets and liabilities based on changing schedule of the interest rate.

At reporting date, the interest rate profile of the Group's interest-bearing borrowings was as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Fixed rate borrowings | 37,407 | 48,097 |
| Variable rate borrowings | 37,504 | 28,771 |

---

**Sensitivity analysis for variable rate borrowings**

As of December 31, 2025, a decrease (increase) by 25 basis points in interest rates of variable rate borrowings would have increased (decreased) equity and profit or loss by Rp94 billion, respectively. The analysis assumes that all other variables, in particular foreign currency rates, remain constant.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;iv. Credit risk

The following table presents the maximum exposure to credit risk of the Group's financial assets:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Cash and cash equivalents | 34228 | 33905 |
| Other current financial assets | 1420 | 1285 |
| Trade receivables | 11223 | 12193 |
| Other receivables | 172 | 621 |
| Other non-current assets | 208 | 165 |
| **Total** | **47251** | **48169** |

---

The Group is exposed to credit risk primarily from cash and cash equivalents, trade receivables and other receivables. The credit risk is controlled by continuous monitoring of outstanding balance and collection. Credit risk from balances with banks and financial institutions is managed by the Group Financial Accounting and Treasury Unit in accordance with the Group's written policy.

The Group placed the majority of its cash and cash equivalents in state-owned banks because they have the most extensive branch networks in Indonesia and are considered to be financially sound banks, as they are owned by the State. Therefore, it is intended to minimize financial loss through banks and financial institutions' potential failure to make payments.

The customer credit risk is managed by continuous monitoring of outstanding balances and collection. Trade and other receivables do not have any major concentration of risk whereas no customer receivable balance exceeds 7.95% of trade receivables as of December 31, 2025 (2024: 5.76%).

Management is confident in its ability to continue to control and sustain minimal exposure to the customer credit risk given that the Group has recognized sufficient provision for impairment of receivables to cover incurred loss arising from uncollectible receivables based on existing historical data on credit losses.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**37.** **FINANCIAL INSTRUMENTS (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Financial risk management objectives and policies (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;v. Liquidity risk

Liquidity risk arises in situations where the Group has difficulties in fulfilling financial liabilities when they become due.

Prudent liquidity risk management implies maintaining sufficient cash in order to meet the Group's financial obligations. The Group continuously performs an analysis to monitor financial position ratios, such as liquidity ratios and debt-to-equity ratios, against debt covenant requirements. The Group has a net current liabilities position as of December 31, 2025, and is expected to meet its current obligations by having access to sufficient undrawn bank facilities amounted to Rp42,109 billion and US$67 million (Note 19b).

The following is the maturity profile of the Group's financial liabilities based on contractual undiscounted payments:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Carrying**<br>**amount** | **Contractual**<br>**cash flows** | **2026** | **2027** | **2028** | **2029** | **2030 and**<br>**thereafter** |
| **2025** |  |  |  |  |  |  |  |
| Trade payables | 16184 | (16184) | (16184) | - | - | - | - |
| Other payables | 648 | (648) | (648) | - | - | - | - |
| Accrued expenses | 14867 | (14867) | (14867) | - | - | - | - |
| Customer deposits | 52 | (52) | (52) | - | - | - | - |
| Interest bearing loans: |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Short-term bank loans | 6929 | (6929) | (6929) | - | - | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bonds | 2696 | (6544) | (296) | (296) | (297) | (296) | (5359) |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Long-term bank loans | 41149 | (45311) | (19003) | (7279) | (6357) | (5499) | (7173) |
| Lease liabilities | 24137 | (29037) | (6844) | (4438) | (3604) | (3440) | (10711) |
| Other liabilities | 75 | (89) | (4) | (21) | (21) | (21) | (22) |
| **Total** | **106737** | **(119661)** | **(64827)** | **(12034)** | **(10279)** | **(9256)** | **(23265)** |
|  | **Carrying** | **Contractual** |  |  |  |  | **2029 and** |
|  | **amount** | **cash flows** | **2025** | **2026** | **2027** | **2028** | **thereafter** |
| **2024** |  |  |  |  |  |  |  |
| Trade payables | 15336 | (15336) | (15336) | - | - | - | - |
| Other payables | 454 | (454) | (454) | - | - | - | - |
| Accrued expenses | 14192 | (14192) | (14192) | - | - | - | - |
| Customer deposits | 41 | (41) | (41) | - | - | - | - |
| Interest bearing loans: |  |  |  |  |  |  |  |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Short-term bank loans | 11525 | (11525) | (11525) | - | - | - | - |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bonds | 5043 | (9307) | (2763) | (296) | (296) | (297) | (5655) |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Long-term bank loans | 36341 | (42701) | (15419) | (8442) | (6086) | (4955) | (7799) |
| Lease liabilities | 23959 | (29261) | (6824) | (4597) | (3656) | (3152) | (11032) |
| Other liabilities | 104 | (120) | (6) | (29) | (29) | (28) | (28) |
| **Total** | **106995** | **(122937)** | **(66560)** | **(13364)** | **(10067)** | **(8432)** | **(24514)** |

---

The difference between the carrying amount and the contractual cash flows is interest value. The interest value of variable-rate borrowings are determined based on the effective interest rates as of reporting date.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

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**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**38.** **CAPITAL MANAGEMENT** 

The capital structure of the Group is as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **2025** | **2025** | **2024 (as restated, Note 2z)** | **2024 (as restated, Note 2z)** |
|  | **Amount** | **Portion** | **Amount** | **Portion** |
| Short-term debts | 6929 | 3.37% | 11525 | 5.47% |
| Long-term debts | 67982 | 33.07% | 65343 | 31.02% |
| Total debts | 74911 | 36.44% | 76868 | 36.49% |
| Equity attributable to owners |  |  |  |  |
| &nbsp;&nbsp;of the parent company | 130685 | 63.56% | 133808 | 63.51% |
| **Total** | **205596** | **100.00%** | **210676** | **100.00%** |

---

The Group's objectives when managing capital are to safeguard the Group's ability to continue as a going concern in order to provide returns for stockholders and benefits to other stakeholders and to maintain an optimum capital structure to minimize the cost of capital.

Periodically, the Group conducts debt valuation to assess possibilities of refinancing existing debts with new ones with have more efficient cost that will lead to more optimized cost-of-debt. In case of idle cash with limited investment opportunities, the Group will consider buying back its shares of stock or paying dividend to its stockholders.

In addition to complying with loan covenants, the Group also maintains its capital structure at the level it believes will not risk its credit rating and which is comparable with its competitors.

Debt-to-equity ratio (comparing net interest-bearing debt to total equity) is a ratio which is monitored by management to evaluate the Group's capital structure and review the effectiveness of the Group's debts. The Group monitors its debt levels to ensure the debt-to-equity ratio complies with or is below the ratio set out in its contractual borrowings arrangements and that such ratio is comparable or better than that of regional area entities in the telecommunications industry.

The Group's debt-to-equity ratio as of December 31, 2025 and 2024, respectively, were as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | |
|  |  | **2024**<br>**(as restated, Note 2z)** |
| Total interest-bearing debts | 74911 | 76868 |
| Less: cash and cash equivalents | (34228) | (33905) |
| Net debts | 40683 | 42963 |
| Total equity attributable to owners of the parent company | 130685 | 133808 |
| **Net debt-to-equity ratio** | **31.13%** | **32.11%** |

---

As stated in Note 19, the Group is required to maintain a certain debt-to-equity ratio and debt service coverage ratio by the lenders. For the years ended December 31, 2025 and 2024, the Group has complied with externally imposed capital requirements.

&nbsp;&nbsp;&nbsp;&nbsp;**39.** **SUPPLEMENTAL CASH FLOWS INFORMATION** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. The non-cash investing activities for the years ended December 31, 2025 and 2024 are as follows:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Acquisition of property and equipment: |  |  |
| &nbsp;&nbsp;Credited to trade payables | 3945 | 2251 |
| &nbsp;&nbsp;Borrowing cost capitalization | 13 | 98 |
| Addition of right-of-use assets:  |  |  |
| &nbsp;&nbsp;Credited to leases (Note 12) | 7441 | 10421 |
| Acquisition of intangible assets: |  |  |
| &nbsp;&nbsp;Credited to trade payables | 404 | 339 |

---

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| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**39.** **SUPPLEMENTAL CASH FLOWS INFORMATION (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. The changes in liabilities arising from financing activities is as follows:

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
|  | | | **Non-cash changes** | **Non-cash changes** | **Non-cash changes** | |
|  | <br>**January 1, 2025** | <br>**Cash flows** | **Foreign exchange**<br>**movement** | <br>**New leases** | **Other**<br>**Changes** | <br>**December 31, 2025** |
| Short-term bank loans | 11525 | (4596) | - | - | - | 6929 |
| Bonds | 5043 | (2350) | - | - | 3 | 2696 |
| Long-term bank loans | 36341 | 4804 | 2 | - | 1 | 41148 |
| Lease liabilities | 23959 | (7356) | 16 | 7441 | 78 | 24138 |
| **Total liabilities from** |  |  |  |  |  |  |
| &nbsp;&nbsp;**financing activities** | **76868** | **(9498)** | **18** | **7441** | **82** | **74911** |

---

&nbsp;&nbsp;&nbsp;&nbsp;**40.** **SUBSEQUENT EVENTS** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;a. On October 20, 2025, the Company and TIF entered into a Conditional Separation Agreement in relation to the transfer of a portion of the Company's wholesale fiber connectivity business and assets (the "Infraco Spin-Off") to TIF, effective January 1, 2026. Pursuant to the agreement, the total value of the transferred transaction object amounted to IDR 35,787 billion. As consideration for the transfer of the transaction object, TIF issued 357,872,580 shares to the Company, as stipulated in Notarial Deed of Aulia Taufani, S.H.,No. 63 dated December 18, 2025, The deed was subsequently approved by the Ministry of Law and Human Rights of the Republic of Indonesia ("Kemenkumham") pursuant to Decree No. 0086733.AH.01.02 dated January 1, 2026.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;b. Effective January 1, 2026, the Company transferred bank loans from DBS, BNI, and BCA to TIF amounting to Rp1,831 billion, Rp2,649 billion, and Rp5,317 billion, respectively, in connection with the Infraco Spin-Off project.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;c. On January 6, 2026, DAM transferred the Company's shares to BP BUMN, resulting in BP BUMN owning 1% of the total state ownership through BP BUMN and DAM, amounting to 516,023,535 shares, consisting of Series B shares representing 0.52% of the total shares issued and fully paid by the Company.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;d. On January 6, 2026, January 23, 2026, and April 1, 2026, Telkomsel made repayments of its bank loan to BNI amounting to Rp4,000 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;e. On January 12, 2026, February 27, 2026, and March 27, 2026, Telkomsel made repayments of its bank loan to Bank Mandiri amounting to Rp3,000 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;f. On January 12, 2026, March 30, 2026, and April 30, 2026, Telkomsel made repayments of its bank loan to Bank Sinarmas amounting to Rp3,000 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;g. On January 29, 2026, and April 13, 2026, Telkomsel made repayments of its bank loan to Bank of China amounting to Rp3,800 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;h. On January 6, 2026 and April 27, 2026, Telkomsel made repayments of its bank loan to CIMB Niaga amounting to Rp2,000 billion.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;i. On January 29, 2026 and February 13, 2026, Telkomsel made repayments of its bank loan to MUFG and DBS amounting to Rp1,000 billion and Rp1,000 billion, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;j. During the period from January to April 2026, Telkomsel has made loan drawdowns from Bank of China, Bank Sinarmas, CIMB Niaga, BNI, and DBS Bank amounting to Rp3,800 billion, Rp2,000 billion, Rp1,500 billion, Rp1,000 billion, and Rp1,000 billion, respectively.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;k. On May 1, 2026, the Company announced its plan to conduct a share buyback of publicly held shares, with a maximum amount of Rp1,000 billion and not exceeding 10% of the issued and fully paid-up share capital. The share buyback period will be no longer than 12 (twelve) months from the date of approval by the General Meeting of Shareholders (GMS) on June 8, 2026, and is planned to commence from June 9, 2026 until June 8, 2027.

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|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**41.** **SUMMARY OF SIGNIFICANT DIFFERENCES BETWEEN PSAK AND INTERNATIONAL FINANCIAL REPORTING STANDARDS ("IFRS")** 

These are summary of significant differences between PSAK and IFRS for the year 2025.

Impact of significant differences between PSAK and IFRS on items in consolidated statements of financial position as of December 31, 2025 were as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Reference** | **PSAK** | **Reconciliation** | **IFRS** |
| **ASSETS** |  |  |  |  |
| Trade receivables - net allowance for |  |  |  |  |
| &nbsp;&nbsp;expected credit losses |  |  |  |  |
| &nbsp;&nbsp;Related parties | b | 2040 | 590 | 2630 |
| &nbsp;&nbsp;Third parties | b | 9183 | (590) | 8593 |
| Other current assets | d | 8042 | 14 | 8056 |
| Total Current Assets |  | 61766 | 14 | 61780 |
| Property and equipment - net of accumulated depreciation | a | 165453 | (1995) | 163458 |
| Right-of-use asset | a,d | 27961 | 1372 | 29333 |
| Deferred tax assets - net | d | 6603 | 130 | 6733 |
| Total Non-current Assets |  | 225993 | (493) | 225500 |
| **TOTAL ASSETS** |  | **287759** | **(479)** | **287280** |
| **LIABILITIES AND EQUITY** |  |  |  |  |
| **LIABILITIES** |  |  |  |  |
| Trade payables |  |  |  |  |
| &nbsp;&nbsp;Related parties | b | 571 | 2487 | 3058 |
| &nbsp;&nbsp;Third parties | b | 15613 | (2487) | 13126 |
| Current maturities of lease liabilities | d | 5590 | 355 | 5945 |
| Total Current Liabilities |  | 73948 | 355 | 74303 |
| Lease liabilities | d | 18547 | 0 | 18547 |
| Total Non-current Liabilities |  | 63274 | 0 | 63274 |
| **TOTAL LIABILITIES** |  | **137222** | **355** | **137577** |
| **EQUITY** |  |  |  |  |
| Additional paid-in capital | c | 2310 | (333) | 1977 |
| Other equity | c | 10259 | (9139) | 1120 |
| Retained earnings | c | 113193 | 8938 | 122131 |
| Net equity attributable to: |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company | d | 130685 | (534) | 130151 |
| &nbsp;&nbsp;Non-controlling interests | d | 19852 | (300) | 19552 |
| **TOTAL EQUITY** |  | **150537** | **(834)** | **149703** |
| **TOTAL LIABILITIES AND EQUITY** |  | **287759** | **(479)** | **287280** |

---

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**41.** **SUMMARY OF SIGNIFICANT DIFFERENCES BETWEEN PSAK AND INTERNATIONAL FINANCIAL REPORTING STANDARDS ("IFRS") (continued)** 

Impact of significant differences between PSAK and IFRS on items in consolidated statements of profit or loss and other comprehensive income for the year ended December 31, 2025 were as follows:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Reference** | **PSAK** | **Reconciliation** | **IFRS** |
| Depreciation and amortization expenses | a,d | (37649) | (4) | (37653) |
| Other income - net | d | 119 | (587) | (468) |
| **OPERATING PROFIT** |  | **34648** | **(591)** | **34057** |
| Finance cost | d | (5206) | (2) | (5208) |
| **PROFIT BEFORE INCOME TAX** |  | **31102** | **(593)** | **30509** |
| **INCOME TAX (EXPENSE) BENEFIT** | d | **(6644)** | **103** | **(6541)** |
| **PROFIT FOR THE YEAR** |  | **24458** | **(490)** | **23968** |
| **TOTAL COMPREHENSIVE INCOME FOR THE YEAR** |  | **24584** | **(490)** | **24094** |
| Profit for the year attributable to: |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 17814 | (328) | 17486 |
| &nbsp;&nbsp;Non-controlling interests |  | 6644 | (162) | 6482 |
|  |  | **24458** | **(490)** | **23968** |
| Total comprehensive income for the year attributable to: |  |  |  |  |
| &nbsp;&nbsp;Owners of the parent company |  | 17954 | (328) | 17626 |
| &nbsp;&nbsp;Non-controlling interests |  | 6630 | (162) | 6468 |
|  |  | **24584** | **(490)** | **24094** |
| **BASIC EARNING PER SHARE** |  |  |  |  |
| &nbsp;&nbsp;(in full amount) |  |  |  |  |
| &nbsp;&nbsp;Net income per share |  | 179.83 | (3.31) | 176.52 |
| &nbsp;&nbsp;Net income per ADS (100 Series B shares per ADS) |  | 17982.85 | (331.10) | 17651.75 |

---

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**a.** **Land rights** 

Under PSAK, land rights are recorded as part of property and equipment and are not amortized, unless there is indication that the extension or renewal of land rights is not expected to be or will not be received. Costs incurred to process the extension or renewal of land legal rights are recognized as intangible assets and amortized over the shorter of the term of the land rights or the economic life of the land.

Under IFRS, land rights are accounted and presented as part of right-of-use assets. Land rights amortized over the lease period.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**b.** **Related party transactions** 

Under Bapepam-LK Regulation No. VIII.G.7 regarding the Presentation and Disclosures of Financial Statements of Issuers or Public Companies, a government-related entity is an entity that is controlled, jointly controlled, or significantly influenced by a government. Government in this context is the Ministry of Finance or the Local Government, as the shareholder of the entity.

Under IFRS, a government-related entity is an entity that is controlled, jointly controlled, or significantly influenced by a government. Government in this context refers to the Government of Indonesia, Government agencies, and similar bodies whether local, national, or international.

------

---

| | |
|:---|:---|
| [Table of Content](#TOC)  | *These consolidated financial statements are originally issued in the Indonesian language* |

---

**PERUSAHAAN PERSEROAN (PERSERO)**

**PT TELEKOMUNIKASI INDONESIA Tbk. AND ITS SUBSIDIARIES**

**NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS**

**As of December 31, 2025 and For the Year Then Ended**

**(Amounts in the tables are expressed in billions of Rupiah, unless otherwise stated)**

&nbsp;&nbsp;&nbsp;&nbsp;**41.** **SUMMARY OF SIGNIFICANT DIFFERENCES BETWEEN PSAK AND INTERNATIONAL FINANCIAL REPORTING STANDARDS ("IFRS") (continued)** 

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**c.** **Differences in entities under common control restructuring transactions** 

According to PSAK, the difference between restructuring transactions between entities under common control is included in the grouping of additional paid-in capital in equity. Meanwhile, according to IFRS, the difference in restructuring transactions between entities under common control is included in the grouping of retained earnings.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;**d.** **Timing difference in applying accounting standards** 

The Group applied PSAK 116 Leases starting from January 1, 2020. It is equivalent with accounting standards in IFRS 16 Leases which was implemented in the beginning January 1, 2019. Timing difference in applying accounting standard results in differences in some of accounts in the consolidated financial statements.

------

## Exhibit 99.2

Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia TbkProgram Pendanaan Usaha Mikro dan Usaha Kecil ("PUMK")Financial statements as of December 31, 2025 and for the year then ended with independent auditor's report

------

The original financial statements included herein are in Indonesian language.

&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<br>**PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL**<br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**FINANCIAL STATEMENTS**<br>**AS OF DECEMBER 31, 2025**<br>**AND FOR THE YEAR THEN ENDED**<br>

**Table of** **Contents**

---

| | |
|:---|:---|
|  | &nbsp;&nbsp;Page |
| &nbsp;&nbsp;[Statement of Senior General Manager Social Responsibility (SGM SR)](#SGM_CDC_Statement) |  |
| &nbsp;&nbsp;[Independent Auditors' Report](#EY_Report) |  |
| &nbsp;&nbsp;[Statement of Financial Position](#Finance_Position) | &nbsp;&nbsp;1 |
| &nbsp;&nbsp;[Statement of Profit or Loss and Net Assets](#Profit_Loss) | &nbsp;&nbsp;2 |
| &nbsp;&nbsp;[Statement of Cash Flows](#Cashflow) | &nbsp;&nbsp;3 |
| &nbsp;&nbsp;[Notes to the Financial Statements](#Notes_Finance_Statement) | &nbsp;&nbsp;4-24 |

---

**\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\*\***

------

[**Table of Contents**](#TOC)<br>

&nbsp;&nbsp;**STATEMENTS OF SENIOR GENERAL MANAGER REGARDING THE RESPONSIBILITY FOR** <br>**THE FINANCIAL STATEMENTS OF PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**AS OF DECEMBER 31, 2025 AND FOR THE YEAR THEN ENDED**<br>**PERUSAHAAN PERSEROAN (PERSERO)** <br>**PT TELEKOMUNIKASI INDONESIA TBK** <br>**(SOCIAL RESPONSIBILITY CENTER)**<br>

**No: Tel.1046/KU000/SRT-A1000000/2026**

**We, the undersigned:**

---

| | | |
|:---|:---|:---|
| Name | : | Hery Susanto |
| Office Address | : | Jl. Gatot Subroto Kav 52 Jakarta |
| Telephone | : | 021-5202173 |
| Position | : | Senior General Manager Social Responsibility |

---

State that:

1. We are responsible for the preparation and presentation of Financial Statements of Program Pendanaan Usaha Mikro dan Usaha Kecil Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk ("SRC");

2. Financial statements Program Pendanaan Usaha Mikro dan Usaha Kecil as of December 31, 2025 and for the year then ended have been prepared and presented in accordance with Private Entities Financial Accounting Standards;

3. a. All information in the Program Pendanaan Usaha Mikro dan Usaha Kecil Financial Statements has been fully and correctly disclosed;

b. Program Pendanaan Usaha Mikro dan Usaha Kecil Perusahaan Financial Statements do not contain misleading material information or fact, and do not omit material information and fact;

4. We are responsible for the SRC's internal Control.

The Statement letter is made truthfully.

**Jakarta, April 29, 2026**

**Senior General Manager Social Responsibility**

/s/ Hery Susanto

**Heri Susanto** 

**NIK.740115**

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026** |

---

The Shareholders and the Board of Commissioners and Directors Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk.

**Opinion**

We have audited the accompanying financial statements of Program Pendanaan Usaha Mikro dan Usaha Kecil Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. ("PUMK"), which comprise the statement of financial position as of December 31, 2025, and the statement of profit or loss and net assets, and statement of cash flows for the year then ended, and notes to the financial statements, including material accounting policy information.

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the PUMK as of December 31, 2025, and its financial performance and cash flows for the year then ended, in accordance with Indonesian Financial Accounting Standards of Private Entity.

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report (continued)** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026 (continued)** |

---

**Basis for opinion** 

We conducted our audit in accordance with Standards on Auditing established by the Indonesian Institute of Certified Public Accountants ("IICPA"). Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements paragraph of our report. We are independent of the PUMK in accordance with the ethical requirements relevant to our audit of the financial statements in Indonesia, and we have fulfilled our other ethical responsibilities in accordance with such requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

**Other information**

Management is responsible for the other information. Other information comprises the information included in the annual report year 2025 (the "Annual Report"). The Annual Report is expected to be made available to us after the date of this independent auditor's report.

Our opinion on the accompanying financial statements does not cover the Annual Report, and accordingly, we do not express any form of assurance on the Annual Report.

In connection with our audit of the accompanying financial statements, our responsibility is to read the Annual Report when it becomes available and, in doing so, consider whether the Annual Report is materially inconsistent with the accompanying financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated.

When we read the Annual Report, if we conclude that there is a material misstatement therein, we are required to communicate the matter to those charged with governance and take appropriate actions based on the applicable laws and regulations.

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report (continued)** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026 (continued)** |

---

**Responsibilities of management and those charged with governance for the financial statements**

Management is responsible for the preparation and fair presentation of the financial statements in accordance with Indonesian Financial Accounting Standards of Private Entity, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the PUMK's ability to continue as a going concern, disclosing, as applicable, matters related to going concern, and using the going concern basis of accounting, unless management either intends to liquidate the PUMK or to cease its operations or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the PUMK's financial reporting process.

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report (continued)** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026 (continued)** |

---

**Auditor's responsibilities for the audit of the financial statements**

Our objectives are to obtain reasonable assurance about whether the financial statements taken as a whole are free from material misstatement, whether due to fraud or error, and to issue an independent auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Standards on Auditing established by the IICPA will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Standards on Auditing established by the IICPA, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

&nbsp;&nbsp;&nbsp;&nbsp;● Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to such risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or override of internal control.

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report (continued)** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026 (continued)** |

---

**Auditor's responsibilities for the audit of the financial statements (continued)**

As part of an audit in accordance with Standards on Auditing established by the IICPA, we exercise professional judgment and maintain professional skepticism throughout the audit. We also (continued):

&nbsp;&nbsp;&nbsp;&nbsp;● Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the PUMK's internal control.

&nbsp;&nbsp;&nbsp;&nbsp;● Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

&nbsp;&nbsp;&nbsp;&nbsp;● Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the PUMK's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our independent auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusion is based on the audit evidence obtained up to the date of our independent auditor's report. However, future events or conditions may cause the PUMK to cease to continue as a going concern.

------

[**Table of Contents**](#TOC)<br>

![Graphic](tmb-20260512xex99d2001.jpg)<br>The original report included herein is in Indonesian language.<br>

---

| |
|:---|
| **Independent Auditors' Report (continued)** |
| **Report No. 01141/2.1505/AU.2/10/1902-3/1/IV/2026 (continued)** |

---

**Auditor's responsibilities for the audit of the financial statements (continued)**

As part of an audit in accordance with Standards on Auditing established by the IICPA, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: (continued)

&nbsp;&nbsp;&nbsp;&nbsp;● Evaluate the overall presentation, structure, and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

#### KAP Purwanto, Susanti dan Surja
/s/ Yuki, CPA

**Yuki, CPA**

Public Accountant Registration No. AP.1902

April 29, 2026

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |

---

**PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL**<br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**STATEMENT OF FINANCIAL POSITION**<br>**As of December 31, 2025**<br>**(Expressed in Millions of Rupiah)**<br>

---

| | | | |
|:---|:---|:---|:---|
|  | **Notes** | **December 31, 2025** | **December 31, 2024** |
| **ASSETS** |  |  |  |
| **Current Assets** |  |  |  |
| Cash in Banks | 4 | 241180 | 254915 |
| Loan to Foster Partners net of allowance for impairment losses of Rp36,437, 2024: Rp53,343 | 5 | 6317 | 36014 |
| PUMK Collaboration Receivable to Foster Partners net of allowance for impairment losses of Rp176, 2024: Rpnil | 6 | 22171 | 28021 |
| PUMK Collaboration Receivable to PT Bank Rakyat Indonesia Tbk. ("BRI") | 7 | 58561 | 2098 |
| Troubled Loan net of allowance for impairment losses of Rp334,548, 2024: Rp320,222 | 8 | - | - |
| **TOTAL ASSETS** |  | **328229** | **321048** |
| **LIABILITIES AND NET ASSETS** |  |  |  |
| **LIABILITIES** |  |  |  |
| Payables and Other Current Liabilities | 9 | 417 | 406 |
| Overpayment of Installments | 10 | 259 | 261 |
| **TOTAL LIABILITIES** |  | **676** | **667** |
| **NET ASSETS** |  |  |  |
| Without Restrictions from Resource Provider |  | 327553 | 320381 |
| **Total net assets** |  | **327553** | **320381** |
| **TOTAL LIABILITIES AND NET ASSETS** |  | **328229** | **321048** |

---

The accompanying notes form an integral part of these financial statements

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |

---

**PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**STATEMENT OF PROFIT OR** **LOSS AND NET ASSETS**<br>**For the Year Ended**<br>**December 31, 2025**<br>**(Expressed in Millions of Rupiah)**<br>

&nbsp;&nbsp;&nbsp;&nbsp;

---

| | | | |
|:---|:---|:---|:---|
|  |  | **Year Ended December 31,** | **Year Ended December 31,** |
|  | **Notes** | **2025** | **2024** |
| **WITHOUT RESTRICTIONS FROM RESOURCE PROVIDER** |  |  |  |
| **REVENUE** |  |  |  |
| Loan Administration Service Income | 11 | 500 | 2728 |
| Loan Administration Service Income from BRI Collaboration | 6, 7 | 789 | 119 |
| Interest Income from Current Accounts | 12 | 3722 | 3359 |
| Other Income |  | 2 | 4 |
| **TOTAL REVENUE** |  | **5013** | **6210** |
| **INCOME/(EXPENSES)** |  |  |  |
| (Allowance)/Recovery for Impairment of Loan to Foster Partner - net | 5d | (3019) | (10008) |
| Recovery for Impairment of Troubled Loan | 8 | 5671 | 7306 |
| Allowance for Impairment of PUMK Collaboration Receivable to BRI | 6 | (176) | - |
| Other Expenses  |  | (245) | (558) |
| **TOTAL INCOME/(EXPENSE)** |  | **2159** | **(3260)** |
| **INCREASE IN NET ASSETS WITHOUT RESTRICTIONS FROM RESOURCE PROVIDER** |  | **7172** | **2950** |
| **TOTAL COMPREHENSIVE INCOME** |  | **7712** | **2950** |
| **NET ASSETS WITHOUT RESTRICTION FROM RESOURCE PROVIDER IN THE BEGINNING PERIOD** |  | **320381** | **317431** |
| **NET ASSETS WITHOUT RESTRICTION FROM RESOURCE PROVIDER IN THE END PERIOD** |  | **327553** | **320381** |

---

The accompanying notes form an integral part of these financial statements

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |

---

**PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL**<br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**STATEMENT OF CASH FLOWS**<br>**For the Year Ended** <br>**December 31, 2025**<br>**(Expressed in millions of Rupiah)**<br>

---

| | | | |
|:---|:---|:---|:---|
|  |  | **Year Ended December 31,** | **Year Ended December 31,** |
|  | **Notes** | **2025** | **2024** |
| **OPERATING ACTIVITIES** |  |  |  |
| Loan Repayments from Foster Partners |  | 26356 | 79232 |
| Repayments from Troubled Loan | 8 | 5671 | 7306 |
| Receipt from Loan Administration Service |  | 569 | 2694 |
| Interest Income from Current Assets | 12 | 3722 | 3359 |
| PUMK funds transferred to BRI | 7 | (50000) | (10000) |
| Payable Payment |  | (5) | (5) |
| Refund of Overpayment Installment to Foster Partners | 10 | (48) | (68) |
| **NET CASH FLOWS PROVIDED BY/ (USED FOR) BY OPERATING ACTIVITIES** |  | **(13735)** | **82518** |
| **INCREASE/(DECREASE) CASH IN BANK** |  | **(13735)** | **82518** |
| **CASH IN BANK AT BEGINNING OF PERIOD** |  | **254915** | **172397** |
| **CASH IN BANK AT END OF PERIOD** |  | **241180** | **254915** |

---

The accompanying notes form an integral part of these financial statements

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | | |
|:---|:---|:---|
| **1.** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT** |
|  | **a.** | **Establishment and General Information** |
|  |  | Pusat Pengelolaan Program Tanggung Jawab Sosial dan Lingkungan (Community Development Center) was established by Perusahaan Perseroan (Persero) PT Telekomunikasi Indonesia Tbk. ("Foster SOE") based on Decree of the Directors Number: 61/ PS150/ CTG-10/ 2003 regarding Organization of Pusat Pengelola Program Kemitraan dan Program Bina Lingkungan (Community Development Center). Establishment of this Company Regulation has been amended several times, most recently with Decree of the Director of Human Capital Management Number. PR.202.60/r.03/HK250/COP - A0200000/2024 dated February 29, 2024 regarding Organization of Social Responsibility Center ("SRC"). |
|  |  | SRC was established as an implementation from the Decree of Minister of State-Owned Enterprises ("SOE") No. KEP-236/MBU/2003 dated June 17, 2003 regarding SOE's Partnership Program and Small Enterprises and Community Development Program. The Decree of Minister SOE was based on The Law of Republic of Indonesia No. 19 Tahun 2003 regarding allowance from profit to develop small/cooperative business and community development. |
|  |  | The Minister of SOEs Decree has undergone several amendments, with the latest amendment set out in PER-1/MBU/03/2023 dated March 3, 2023, concerning Special Assignments and the Social and Environmental Responsibility ("TJSL") Program. |
|  |  | SRC head office is located at Graha Merah Putih PT Telkom Indonesia (Persero) Tbk, Gatot Subroto Kav. 52 Jakarta. Social Responsibility ("SR") Regional and SR Witel is located in Telkom Regional Office and Telkom Wilayah Office ("Witel") Telkom which spread all over Indonesia. |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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| **1.** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** |
|  | **b.** | **Primary Activities** | **Primary Activities** |
|  |  | Before the 2023 period, SRC's primary activities are financing and developing Micro and Small Business ("SME") through Program Pendanaan UMK to Foster Partners. | Before the 2023 period, SRC's primary activities are financing and developing Micro and Small Business ("SME") through Program Pendanaan UMK to Foster Partners. |
|  |  | Since 2023 period, SRC's primary activities are financing and developing SME through Program Pendanaan UMK to foster partners in collaboration with BRI. | Since 2023 period, SRC's primary activities are financing and developing SME through Program Pendanaan UMK to foster partners in collaboration with BRI. |
|  | **c.** | **Fund Resources** | **Fund Resources** |
|  |  | The source of funds for the PUMK Program comes from: | The source of funds for the PUMK Program comes from: |
|  |  | i. | Balance of partnership program funds allocated until the end of 2015, and/or |
|  |  | ii. | Administration service income/ sale and purchase margin/profit sharing portion, deposit interest and/or current account services from partnership program funds. |
|  | **d.** | **Management Structures** | **Management Structures** |
|  |  | Management structures of SRC as of December 31, 2025 and 2024 is as follows: | Management structures of SRC as of December 31, 2025 and 2024 is as follows: |

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| | | | |
|:---|:---|:---|:---|
| **2025** | **2025** | **2024** | **2024** |
| Senior General Manager  | Hery Susanto | Senior General Manager  | Hery Susanto |
| Supporting Management: |  | Supporting Management: |  |
| Senior Manager of Planning, Governance, and Support | Arif Swasono | Senior Manager of Planning, Governance, and Support | Arif Swasono |
| Senior Manager Community Involvement and Development | Soni Galih Riadi | Senior Manager Community Involvement and Development | Soni Galih Riadi |
| Senior Manager Sustainable Development Goals | Suharsono | Senior Manager Sustainable Development Goals | Suharsono |
| Senior Manager Micro Small Enterprise Incubation | Adrian Sani Harahap | Senior Manager Micro Small Enterprise Incubation | Adrian Sani Harahap |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|
| **1.** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** |
|  | **d.** | **Management Structures** |
|  |  | Based on KD.21/PR000/COP-B0030000/2010 regarding Management of Partnership Program and Community Development Program which was amended by PD.703.00/r.01/ HK200/SRC- A1000000/ 2023 dated November 24, 2023 regarding Social and Environmental Responsibility Program where SRC is the TJSL Program Management Unit is supervised by the Director of Human Capital Management ("HCM"). |
|  |  | As of December 31, 2024, the Director of HCM of PT Telkom Indonesia (Persero) Tbk. is Mr. Afriwandi. As of December 31, 2025, the Director of HCM of PT Telkom Indonesia (Persero) Tbk is Mr. Willy Saelan. |
|  |  | Number of employees as of December 31, 2025 and 2024 are as follows: |

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| | | |
|:---|:---|:---|
|  | **December 31,** | **December 31,** |
|  | **2025** | **2024** |
| **SRC Corporate**  | **42** | **37** |

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|:---|:---|
| All employees are employees who earn salaries and other benefits from Foster SOE so that the Employee Benefits is implemented by and charged to Foster SOE. | All employees are employees who earn salaries and other benefits from Foster SOE so that the Employee Benefits is implemented by and charged to Foster SOE. |
| Witholding and payment for income tax Article 21 of Foster SOE's employee who is assigned at SRC are performed by Foster SOE. | Witholding and payment for income tax Article 21 of Foster SOE's employee who is assigned at SRC are performed by Foster SOE. |
| Based on Decree of the Director Number: PD.202.06/r.06/HK.250/COP-A0200000/2024, dated July 29, 2024 regarding Organization of Telkom Regional Division that: | Based on Decree of the Director Number: PD.202.06/r.06/HK.250/COP-A0200000/2024, dated July 29, 2024 regarding Organization of Telkom Regional Division that: |
| 1. | To enhance the effectiveness of Telkom Regional Division in supporting the achievement of strategic objectives, the total of Telkom Regional Division was adjusted from 7 divisions to 5 divisions, specifically, regional II and regional III merged into regional II, regional IV and regional V merged into regional III and regional VI and VII became regional IV and V, respectively. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|
| **.**<br>|  |  |
| **1.** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** | **INFORMATION OF SOCIAL RESPONSIBILITY CENTER UNIT (continued)** |
|  | **d.** | **Management Structure (continued)** |
|  |  | There were changes to Company Regulation No: PD.202.06/r.05/HK200/COP A2000000/2023 dated June 27 2023 Organization of Telkom Regional Division. |
|  |  | Management believes that Decree of the Director No: PD.202.06/r.06/HK.250/COP A0200000/2024, dated July 29, 2024 does not have a significant impact on SRC operations. |
|  | **e.** | **Completion and Authorization of the Issuance of Financial Statements** |
|  |  | The financial statements were completed and authorized for issuance by SRC's Management on April 29, 2026. |
| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION** |
|  | The material accounting principles which are applied consistently in the preparation of the financial statements for the year then ended December 31, 2025 are as follows: | The material accounting principles which are applied consistently in the preparation of the financial statements for the year then ended December 31, 2025 are as follows: |
|  | **a.** | **Basis of Preparation of Financial Statements** |
|  |  | The financial statement is prepared based on Private Entities Financial Accounting Standards (SAK EP) that was issued by the Financial Accounting Standard Board - Indonesian Institute of Accountants. and consider the Regulatory Agency of SOE Circular Letter No. 1 Tahun 2026 dated on January 1, 2026 concerning Accounting Guidelines for the Micro and Small Business Funding Program of State-owned Enterprise. |
|  |  | Effective January 1, 2025, SAK EP superseded Non - Publicly Accountable Entities Financial Accounting Standards. The changes arising from the implementation of SAK EP do not have a material impact on the financial statements of the Program PUMK for the year ended December 31, 2024; therefore, restatement is not required. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|
| .<br>|  |  |
| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** |
|  | **a.** | **Basis of Preparation of Financial Statements (continued)** |
|  |  | The financial statements, except for statement of cash flows, are prepared based on the historical cost concept and accrual basis, except as otherwise disclosed in the relevant notes to the financial statements herein. |
|  |  | The statements of cash flows are prepared based on the direct method, presenting cash receipt and payment and cash equivalents that are classified into operating, investing and financing activities. |
|  |  | Amounts in the financial statements are presented in Rupiah which also represents its functional currency. |
|  | **b.** | **Loan to Foster Partners** |
|  |  | Loan is initially measured based on fair values and subsequently measured at amortized cost, after deducted by allowance for impairment losses. The allowance for impairment is based on SRC's Management evaluation on the collectibility of these loans. |
|  |  | Loan to Foster Partners are recognized in the amount of principal and administration service income earned as agreed in the contract. Administration service income are recorded as loan to foster partners and as revenues on accrual basis for loans classified as current and substandard loan. |
|  |  | Loan to Foster Partners are presented in statement of financial position at its realizable value although the agreed repayment of loan may be more than one year after reporting period |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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| | | | |
|:---|:---|:---|:---|
| .<br>|  |  |  |
| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** |
|  | **b.** | **Loan to Foster Partners** | **Loan to Foster Partners** |
|  |  | The classification of loan based on its collectibility are as follows: | The classification of loan based on its collectibility are as follows: |
|  |  | i. | Current represents principal installment and administration service income payment are paid on time or those late payments of maximum 30 (thirty) days from the payment due date as agreed with the agreement. |
|  |  | ii. | Substandard when late payment of principal and/or administration service income payment are between 30 (thirty) days and 180 (one hundred and eighty) days from the payment due date of installment as agreed in the agreement. |
|  |  | iii. | Doubtful when late payment of principal and/or administration service income payment are between 180 (one hundred and eighty) days and 270 (two hundred and seventy) days from the payment due date of installment as agreed in the agreement. |
|  |  | iv. | Loss when late payment of principal and/ or administration service income payment over 270 (two hundred and seventy) days from the payment due date of installment as agreed in the agreement. |
|  | **c.** | **Allowance for Impairment of Loan** | **Allowance for Impairment of Loan** |
|  |  | Allowance for impairment of loan represents allowance for doubtful loan. This allowance is calculated based on the Management's SRC estimation of their collectibility. | Allowance for impairment of loan represents allowance for doubtful loan. This allowance is calculated based on the Management's SRC estimation of their collectibility. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|
| .<br>|  |  |
| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** |
|  | **c.** | **Allowance for Impairment of Loan (continued)** |
|  |  | SRC firstly determines whether there is objective evidence that there is impairment, individually for significant loan or collectively for loan which are insignificant. If SRC decides that there is no objective evidence of individual impairment, regardless those loans are significant or insignificant, SRC classifies these loan as having similar credit risk characteristics and determining the impairment collectively. |
|  |  | Allowance for impairment of loan is calculated based on estimated uncollectible loss, which collectively based on specific percentage of available historical collectibility rate (2 years of historical data at minimum). |
|  | **d.** | **PUMK Collaboration Receivable** |
|  |  | PUMK Collaboration Receivable represents loan is provided to Foster Partners through BRI as a synergy to increase efficiency and effectiveness in the economic development and empowerment of micro and small businesses. PUMK Collaboration Receivable is recognized when funds are transferred to BRI, measured, and recorded at the amount of funds transferred. This distribution is long term for 5 years. This receivable are consists of PUMK Receivable Collaboration to Foster Partners and PUMK Receivable Collaboration to BRI. |
|  |  | **PUMK Collaboration Receivable to Foster Partners**. |
|  |  | PUMK Collaboration Receivable to Foster Partners represents loan is provided to Foster Partners through BRI and recorded at the amount of funds that have not been returned by the Foster Partners. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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| | | |
|:---|:---|:---|
| .<br>|  |  |
| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** |
|  | **d.** | **PUMK Collaboration Receivable (continued)** |
|  |  | **PUMK Collaboration Receivable to BRI** |
|  |  | PUMK Collaboration Receivable represents loan for Foster Partners that have been returned to BRI and will be returned to SRC when the agreement ends and also include loan fund was received by BRI from SRC that have not been distributed to Foster Partners. |
|  | **e.** | **Troubled Loan** |
|  |  | Troubled loan represents loss loan which has been attempted to be recovered by rescheduling and reconditioning but cannot be recovered. Troubled loan will be represented at loan principal value with 100% of troubled loan balance. |
|  |  | The procedures to write-off the troubled loan adhere to the Decree of Minister of SOE No SK-277/MBU/10/2023 dated October 4, 2023. |
|  | **f.** | **Overpayment of Installments** |
|  |  | Overpayment of installments represents repayment which exceeds its loan balance from foster partners at the final payment. This overpayment is recognized and presented as liability when the installment is received. |
|  |  | Overpayment of installment from each Foster Partners to maximum amount of Rp100,000 (full amount) is recognized as Other Income, based on Decree of Senior General Manager Number:.PK.703.01.01/r.00/HK200/SRC1000000/2022 dated on May 30, 2022 regarding Operational Guidelines of Social and Environmental Responsibility Program. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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| **2.** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** | **SUMMARY OF MATERIAL ACCOUNTING POLICIES INFORMATION (continued)** |
|  | **g.** | **Payables and Other Current Liabilities** |
|  |  | Payables and other current liabilities are repayment after the foster partners's loans have been fully settled. Payables are recognized when transactions occur or when contract are completed and recognized based on transaction amount or contracts. |
|  | h. | Net Assets |
|  |  | Net assets without restrictions from resource provider represent assets that can be utilized without being limited for specific purposes. |
|  | **i.** | **Revenue and Expenses** |
|  |  | **Loan Administration Service Income** |
|  |  | Loan administration service income is measured and recorded at the value that has matured in accordance with the contract for current and substandard status. |
|  |  | **Interest income from Current Accounts** |
|  |  | Interest income from current account is consideration received from interest income net of final tax |
|  |  | **Other Expenses** |
|  |  | Other expenses are the write-off of administration service income incurred during reconditioning. Expense is recognised as incurred. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|
| **3.** | **ACCOUNTING JUDGEMENTS, ESTIMATION, AND ASSUMPTION** | **ACCOUNTING JUDGEMENTS, ESTIMATION, AND ASSUMPTION** |
|  | **a.** | **Estimation and Assumptions** |
|  |  | <u>Allowance for impairment of loan</u> |
|  |  | SRC uses judgement based on best facts available to recognize individual allowance for foster partners and distributing partners to adjust the individual loan to its realizable amount. This individual allowance will be assessed if there is additional information received which affect the estimated amount. |
|  |  | SRC also assesses the allowance for impairment loss collectively. Allowance for impairment of loan is measured based on the evaluation of current value and historical rate of loan collectability. |
|  |  | Allowance for impairment of loan is recognised based on the estimation of uncollectible amount, which is done collectively based on a specific percentage of the two-year-minimum historical rate of loan collectibility. This allowance is adjusted periodically to reflect actual result and estimation (Notes 5 and 6). |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|:---|
| **4.** | **CASH IN BANKS** | **CASH IN BANKS** | **CASH IN BANKS** |
|  |  | **2025** | **2024** |
|  | Cash in Bank: |  |  |
|  | PT Bank Mandiri (Persero) Tbk  | 137260 | 121297 |
|  | PT Bank Negara Indonesia (Persero) Tbk | 90622 | 121022 |
|  | PT Bank Syariah Indonesia (Persero) Tbk | 13298 | 12596 |
|  | **Total Cash in Banks** | **241180** | **254915** |

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|:---|:---|:---|:---|:---|
| **5.** | **LOAN TO FOSTER PARTNERS** | **LOAN TO FOSTER PARTNERS** | **LOAN TO FOSTER PARTNERS** | **LOAN TO FOSTER PARTNERS** |
|  | **a.** | **Loan to Foster Partners Classified by SR Regional** |  |  |
|  |  |  | **2025** | **2024** |
|  |  | Loan to Foster Partners |  |  |
|  |  | Regional I | 9592 | 18435 |
|  |  | Regional II | 8748 | 20230 |
|  |  | Regional III | 16686 | 32768 |
|  |  | Regional IV | 2825 | 7512 |
|  |  | Regional V | 4903 | 10412 |
|  |  | Total | 42754 | 89357 |
|  |  | Allowance for Impairment of Loan | (36437) | (53343) |
|  |  | **Total Loan to Foster Partners - Net** | **6317** | **36014** |
|  | **b.** | **Loan to Foster Partners Classified by Sector** | **Loan to Foster Partners Classified by Sector** | **Loan to Foster Partners Classified by Sector** |
|  |  |  | **2025** | **2024** |
|  |  | Trading | 23006 | 47080 |
|  |  | Industry | 7912 | 19102 |
|  |  | Service | 5523 | 12325 |
|  |  | Farming | 2083 | 3776 |
|  |  | Agriculture | 1726 | 2828 |
|  |  | Fishing | 1586 | 2520 |
|  |  | Plantation | 502 | 850 |
|  |  | Others | 416 | 876 |
|  |  | Total | 42754 | 89357 |
|  |  | Allowance for Impairment of Loan | (36437) | (53343) |
|  |  | **Total Loan to Foster Partners - Net** | **6317** | **36014** |
|  | Management believes that the balance of allowance for impairment of loan is adequate to cover losses from the uncollectible loan. | Management believes that the balance of allowance for impairment of loan is adequate to cover losses from the uncollectible loan. | Management believes that the balance of allowance for impairment of loan is adequate to cover losses from the uncollectible loan. | Management believes that the balance of allowance for impairment of loan is adequate to cover losses from the uncollectible loan. |

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|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

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|:---|:---|:---|:---|:---|
| **5.** | **LOAN TO FOSTER PARTNERS (continued)** | **LOAN TO FOSTER PARTNERS (continued)** | **LOAN TO FOSTER PARTNERS (continued)** | **LOAN TO FOSTER PARTNERS (continued)** |
|  | **c.** | **Loan Administration Service Income** | **Loan Administration Service Income** | **Loan Administration Service Income** |
|  |  | Interest rate start from October 1, 2022 is regulated on PER-06/MBU/09/2022 as amended to PER-01/MBU/03/2023 become 3% per annum. | Interest rate start from October 1, 2022 is regulated on PER-06/MBU/09/2022 as amended to PER-01/MBU/03/2023 become 3% per annum. | Interest rate start from October 1, 2022 is regulated on PER-06/MBU/09/2022 as amended to PER-01/MBU/03/2023 become 3% per annum. |
|  | **d.** | **Allowance for Impairment of Loan to Foster Partners** | **Allowance for Impairment of Loan to Foster Partners** | **Allowance for Impairment of Loan to Foster Partners** |
|  |  | Movement of allowance for impairment of loan is as follow: | Movement of allowance for impairment of loan is as follow: | Movement of allowance for impairment of loan is as follow: |
|  |  |  | **2025** | **2024** |
|  |  | Beginning balance | 53343 | 65468 |
|  |  | Allowance - net\* | 3091 | 10008 |
|  |  | Reclassification to troubled loan (Note 8) | (19997) | (22133) |
|  |  | **Ending Balance** | **36437** | **53343** |
|  |  | A\*) In December 31, 2025, total allowance and recovery of loan to foster partners amounted Rp19.997 and Rp16.906 2024:Rp22.133 and Rp12.125), respectively. | A\*) In December 31, 2025, total allowance and recovery of loan to foster partners amounted Rp19.997 and Rp16.906 2024:Rp22.133 and Rp12.125), respectively. | A\*) In December 31, 2025, total allowance and recovery of loan to foster partners amounted Rp19.997 and Rp16.906 2024:Rp22.133 and Rp12.125), respectively. |
|  |  | TThe breakdown of loan to foster partners based on collectability is as follow: | TThe breakdown of loan to foster partners based on collectability is as follow: | TThe breakdown of loan to foster partners based on collectability is as follow: |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2025** | **December 31, 2025** | **December 31, 2025** | **December 31, 2025** | **December 31, 2025** |
| **Loan Quality** | **Loan Balance** | **Allowance%** | **Accumulated Allowance** | **Balance After Allowance** |
| Current | 918 | 1.09% | 10 | 908 |
| Substandard | 3069 | 1.79% | 55 | 3014 |
| Doubtful | 2515 | 4.77% | 120 | 2395 |
| Loss | 36252 | 100.00% | 36252 | - |
| Sub total | 42754 |  | 36437 | 6317 |
| Troubled |  |  |  |  |
| Foster Partner | 325348 | 100.00% | 325348 | - |
| Other Foster SOE/ Distributing Partners | 9200 |  | 9200 | - |
| Sub total | 334548 |  | 334548 | - |
| **Total** | **377302** |  | **370985** | **6317** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2024** | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
| **Loan Quality** | **Loan Balance** | **Allowance%** | **Accumulated Allowance** | **Balance After Allowance** |
| Current | 20493 | 0.61% | 125 | 20368 |
| Substandard | 11730 | 2.86% | 335 | 11395 |
| Doubtful | 4614 | 7.86% | 363 | 4251 |
| Loss | 52520 | 100.00% | 52520 | - |
| Sub total | 89357 |  | 53343 | 36014 |
| Troubled |  |  |  |  |
| Foster Partner | 311022 | 100.00% | 311022 | - |
| Other Foster SOE/ Distributing Partners | 9200 | 100.00% | 9200 | - |
| Sub total | 320222 |  | 320222 | - |
| **Total** | **409579** |  | **373565** | **36014** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **6.** | **PUMK COLLABORATION RECEIVABLE TO FOSTER PARTNERS**  |
|  | On August 29, 2023, SRC signed Perjanjian Kerja Sama Induk No. B 30/MBD/08/2023 or No. Tel. 1194/HK.810/CDC-A1000000/2023 with BRI) regarding Implementation of Program Pendanaan Usaha Mikro dan Usaha Kecil. This agreement is valid for 5 (five) years from the signing of the agreement. |

---

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| PUMK Collaboration Receivable to Foster Partners | 22309 | 28021 |
| Receivables for accrual of administrative services | 38 | - |
| **Total** | **22347** | **28021** |
| Allowance for Impairment of PUMK Collaboration Receivable to Foster Partners | (176) | - |
| **Total PUMK Collaboration Receivable to to Foster Partners-Net** | **22171** | **28021** |

---

Movement of PUMK collaboration receivable to Foster Partners is as follow:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance of funds loaned to Foster Partners | 28021 | - |
| Funds loaned to Foster Partners | 9251 | 30000 |
| Principal payment from Foster Partners | (14963) | (1979) |
| Receivables for accrual of administrative services | 38 | - |
| **Ending balance of funds loaned to Foster Partners** | **22347** | **28021** |
| Allowance for Impairment of PUMK Collaboration Receivable to Foster Partners | (176) | - |
| **Total PUMK Collaboration Receivable to to Foster Partners - Net** | **22171** | **28021** |

---

Movement of allowance for impairment PUMK collaboration receivable to Foster Partners is as follow:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance | - | - |
| Additional | 176 | - |
| **Ending balance** | **176** | **-** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

**6.** **PUMK COLLABORATION RECEIVABLE TO FOSTER PARTNERS (continued)** 

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2025** | **December 31, 2025** | **December 31, 2025** | **December 31, 2025** | **December 31, 2025** |
| **Loan Quality** | **Loan Balance** | **Allowance%** | **Accumulated Allowance** | **Balance After Allowance** |
| Current | 20915 | 0.03% | 6 | 20909 |
| Substandard | 998 | 1.60% | 16 | 982 |
| Doubtful | 282 | 14.18% | 40 | 242 |
| Loss | 114 | 100.00% | 114 | - |
| **Total** | **22309** |  | **176** | **22133** |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
| **December 31, 2024** | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
| **Loan Quality** | **Loan Balance** | **Allowance%** | **Accumulated Allowance** | **Balance After Allowance** |
| Current | 27897 | 0% | - | 27897 |
| Substandard | 124 | 0% | - | 124 |
| Doubtful | - | 0% | - | - |
| Loss | - | 0% | - | - |
| **Total** | **28021** |  | **-** | **28021** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **7.** | **PUMK COLLABORATION RECEIVABLE TO BRI (continued)** |
|  | (6) providing report on the distribution of funds for SRC's Program Pendanaan UMK as a basis for the audit of the implementation of Program Pendanaan UMK, (7) reallocating administrative services obtained from the distribution of Program Pendanaan UMK funds for then becomes part of the distribution of funds for the Program Pendanaan UMK in the following period which will be returned to SRC at the end of the period of Perjanjian Kerja Sama Induk. |
|  | SRC is obliged to (1) deposit/transfer funds from Program Pendanaan UMK to BRI's checking account, (2) carry out development in accordance with the scope of the agreement, (3) submit evidence of deposit/book-entry of disbursement of Program Pendanaan UMK. SRC and BRI agree to hold a meeting at least 1 time in 1 year to evaluate the implementation of the agreement. |

---

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Receivable to BRI | 57691 | 1979 |
| Loan administration service receivable | 870 | 119 |
| **Total** | **58561** | **2098** |

---

Movement of PUMK collaboration receivable to BRI is as follow:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance of receivable to BRI | 2098 | 20000 |
| Loan administration service receivable | 50000 | 10000 |
| Funds loaned to Foster Partners | (9251) | (30000) |
| Principal payment from Foster Partners | 14963 | 1979 |
| Loan administration service receivable | 751 | 119 |
| **Ending balance** | **58561** | **2098** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **8.** | **TROUBLED LOAN**  |
|  | **Troubled Loan to Foster Partners Classified by SR Regional** |
|  | As of December 31, 2025 and 2024, the troubled loan which classified per SR Regional is as follow: |

---

---

| | | |
|:---|:---|:---|
|  | **Year ended December 31,** | **Year ended December 31,** |
|  | **2025** | **2024** |
| Regional I | 71331 | 68872 |
| Regional II | 100413 | 96760 |
| Regional III | 82204 | 77705 |
| Regional IV | 30761 | 30133 |
| Regional V | 40639 | 37552 |
|  | **325348** | **311022** |
| **SR Corporate** |  |  |
| PT Sang Hyang Seri (Persero) ("SHS") | 7582 | 7582 |
| Baitul Mal Wal Tamwil ("BMT Hidayah") | 1618 | 1618 |
|  | **9200** | **9200** |
| Total | 334548 | 320222 |
| Allowance for Impairment of Troubled Loan | (334548) | (320222) |
| **Troubled Loan Distribution-Net** | **-** | **-** |

---

Movement of allowance for impairment of troubled loan is as follow:

---

| | | |
|:---|:---|:---|
|  | **2025** | **2024** |
| Beginning balance | 320222 | 305395 |
| Reclassification from loan to Foster Partners (Note 5d) | 19997 | 22133 |
| Recovery | (5671) | (7306) |
| **Ending balance** | **334548** | **320222** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **9.** | **PAYABLES AND OTHER CURRENT LIABILITIES** |
|  | As of December 31, 2024 and 2023, this account represents incidental deposit. |

---

---

| | | | |
|:---|:---|:---|:---|
| **10.** | **OVERPAYMENT OF INSTALLMENTS** | **OVERPAYMENT OF INSTALLMENTS** | **OVERPAYMENT OF INSTALLMENTS** |
|  |  | **2025** | **2024** |
|  | Beginning Balance | 261 | 237 |
|  | Additional | 46 | 92 |
|  | Refund | (48) | (68) |
|  | **Ending Balance** | **259** | **261** |

---

**11.** **LOAN ADMINISTRATION SERVICE INCOME** 

---

| | | |
|:---|:---|:---|
|  | **Year ended December 31,** | **Year ended December 31,** |
|  | **2025** | **2024** |
| ***Loan to Foster Partners*** |  |  |
| *Regional I* | 84 | 503 |
| *Regional II\** | 114 | 632 |
| *Regional III\** | 194 | 922 |
| *Regional IV* | 74 | 433 |
| *Regional V* | 34 | 238 |
| **Total** | **500** | **2.728** |

---

---

| | |
|:---|:---|
| **12.** | **TRANSACTIONS AND BALANCES WITH RELATED PARTIES** |
|  | The relationship and nature of account balances/ transactions with related parties were as follows: |

---

---

| | | |
|:---|:---|:---|
| **Relation** | **Related parties** | **Transactions** |
| Entity under common control of the Government | PT Bank Negara Indonesia (Persero) Tbk. | Banking services |
| Entity under common control of the Government | PT Bank Mandiri (Persero) Tbk. | Banking services |
| Entity under common control of the Government | PT Bank Syariah Indonesia (Persero) Tbk. | Banking services |
| Entity under common control of the Government | PT Sang Hyang Seri (Persero) | Other Foster SOE |
| Entity under common control of the Government | PT Bank Rakyat Indonesia (Persero) Tbk. | Other Foster SOE |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **11.** | **TRANSACTIONS AND BALANCES WITH RELATED PARTIES (CONTINUED)** |
|  | The details of accounts and significant transactions with related parties are as follows: |

---

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Amount** | **Amount** | **Percentage to total assets** | **Percentage to total assets** |
|  | **2025** | **2024** | **2025** | **2024** |
| **Cash in banks (Note 4)** |  |  |  |  |
| &nbsp;&nbsp;&nbsp;PT Bank Negara Indonesia (Persero) Tbk. | 137260 | 121022 | 41.8% | 37.7% |
| &nbsp;&nbsp;&nbsp;PT Bank Mandiri (Persero) Tbk | 90622 | 121297 | 27.6% | 37.8% |
| &nbsp;&nbsp;&nbsp;PT Bank Syariah Indonesia (Persero) Tbk | 13298 | 12596 | 4.1% | 3.9% |
|  | **241180** | **254915** | **73.5%** | **79.4%** |
| **PUMK Collaboration Receivable** |  |  |  |  |
| PUMK Collaboration Receivable to Foster Partners | 22171 | 28021 | 6.8% | 8.7% |
| PUMK Collaboration Receivable to BRI | 58561 | 2098 | 17.8% | 0.7% |
|  | **80732** | **30119** | **24.6%** | **9.4%** |
| **Interest from Current Account** |  |  |  |  |
| Cash in banks |  |  |  |  |
| &nbsp;&nbsp;&nbsp;PT Bank Negara Indonesia (Persero) Tbk. | 1860 | 1603 | 37.1% | 25.8% |
| &nbsp;&nbsp;&nbsp;PT Bank Mandiri (Persero) Tbk.  | 1763 | 1664 | 35.2% | 26.8% |
| &nbsp;&nbsp;&nbsp;PT Bank Syariah Indonesia (Persero) Tbk. | 99 | 92 | 2.0% | 1.5% |
|  | **3722** | **3359** | **74.3%** | **54.1%** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **13.** | **RECLASSIFICATION OF FINANCIAL STATEMENT ACCOUNTS** |
|  | Certain accounts in the statement of financial position as of December 31, 2024, have been reclassified to conform to the presentation of the financial statements as of December 31, 2025, and for the year then ended. A summary of these accounts is as follows: |

---

---

| | | | |
|:---|:---|:---|:---|
|  | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
|  | **Before Reclassification** | **Reclassification** | **After** <br>**Reclassification** |
| **ASSETS** |  |  |  |
| Cash in Banks | 254.915 | (254.915) | - |
| Loan to Foster Partners net of allowance for impairment losses | 36.014 | (36.014) | - |
| **TOTAL CURRENT ASSETS** | **290.929** | **(290.929)** | **-** |
| PUMK Collaboration Receivable to Foster Partners net of allowance for impairment loss | 28.021 | (28.021) | - |
| PUMK Collaboration Receivable to PT Bank Rakyat Indonesia Tbk. ("BRI") | 2.098 | (2.098) | - |
| Troubled Loan net of allowance impairment losses | - | - | - |
| **TOTAL NON-CURRENT ASSETS** | **30.119** | **(30.119)** | **-** |
| **TOTAL ASSETS** | **321.048** | **(321.048)** | **-** |

---

---

| | | | |
|:---|:---|:---|:---|
|  | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
|  | **Before Reclassification** | **Reclassification** | **After** <br>**Reclassification** |
| **ASSETS** |  |  |  |
| Cash in Banks | - | 254915 | 254915 |
| Loan to Foster Partners net of allowance for impairment losses | - | 36014 | 36014 |
| PUMK Collaboration Receivable to Foster Partners net of allowance for impairment loss | - | 28021 | 28021 |
| PUMK Collaboration Receivable to PT Bank Rakyat Indonesia Tbk. ("BRI") | - | 2098 | 2098 |
| Troubled Loan net of allowance impairment losses | - | - | - |
| **TOTAL ASSETS** | **-** | **321048** | **321048** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

**13.** **RECLASSIFICATION OF FINANCIAL STATEMENT ACCOUNTS (continued)** 

---

| | | | |
|:---|:---|:---|:---|
|  | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
|  | **Before Reclassification** | **Reclassification** | **After** <br>**Reclassification** |
| **WITHOUT RESTRICTIONS FROM RESOURCE PROVIDER** |  |  |  |
| **REVENUES** |  |  |  |
| Loan Administration Service Income | 2847 | (119) | 2728 |
| Loan Administration Service Income from BRI Collaboration | - | 119 | 119 |
| Interest Income from Current Accounts | 3359 | - | 3359 |
| Other Income | 4 | - | 4 |
| **TOTAL REVENUES** | **6210** | **-** | **6210** |
| **OTHER INCOME/(EXPENSES)** |  |  |  |
| (Allowance)/Recovery for Impairment of Loan | (2702) | 2702 | - |
| Allowance for Impairment of Loan to Foster Partners - net | - | (10008) | (10008) |
| Recovery for Impairment of Troubled Loan | - | 7306 | 7306 |
| Allowance for Impairment of PUMK Collaboration Receivable to BRI | - | - | - |
| Other Expenses | (558) | - | (558) |
| **TOTAL OTHER INCOME/(EXPENSES)** | **(3260)** | **-** | **(3260)** |
| **INCREASE IN NET ASSETS WITHOUT RESTRICTIONS FROM RESOURCE PROVIDER** | **2950** | **-** | **2950** |
| **TOTAL COMPREHENSIVE INCOME** | **2950** | **-** | **2950** |
| **NET ASSETS WITHOUT RESTRICTION FROM RESOURCE PROVIDER IN THE BEGINNING PERIOD** | **317431** | **-** | **317431** |
| **NET ASSETS WITHOUT RESTRICTION FROM RESOURCE PROVIDER IN THE END PERIOD** | **320381** | **-** | **320381** |

---

------

---

| | |
|:---|:---|
| [**Table of Contents**](#TOC) | The original financial statements included here in are in the Indonesian language. |
| **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** | **PROGRAM PENDANAAN USAHA MIKRO DAN USAHA KECIL** <br>**PERUSAHAAN PERSEROAN (PERSERO)**<br>**PT TELEKOMUNIKASI INDONESIA Tbk.**<br>**NOTES TO THE FINANCIAL STATEMENTS**<br>**As of December 31, 2025 and** <br>**For the Year Ended** <br>**(Expressed in Millions of Rupiah)** |

---

---

| | |
|:---|:---|
| **13.** | **RECLASSIFICATION OF FINANCIAL STATEMENT ACCOUNTS (continued)** |
|  | Certain accounts in the statement of cash flows for the year ended December 31, 2024, have been reclassified to conform to the presentation of the financial statements as of December 31, 2025, and for the year then ended. A summary of these accounts is as follows: |

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| | | | |
|:---|:---|:---|:---|
|  | **December 31, 2024** | **December 31, 2024** | **December 31, 2024** |
|  | **Before Reclassification** | **Reclassification** | **After** <br>**Reclassification** |
| OPERATING ACTIVITIES |  |  |  |
| Loan Repayments from Foster Partners | 86.538 | (7.306) | 79.232 |
| Repayments from Troubled Loan | - | 7.306 | 7.306 |
| Receipt from Loan Administration Service | 2.694 | - | 2.694 |
| Interest Income from Current Accounts | 3.359 | - | 3.359 |
| PUMK funds transferred to BRI | (10.000) | - | (10.000) |
| Payable Payment | (5) | - | (5) |
| Refund of Overpayment Installment to Foster Partners | (68) | - | (68) |
| **NET CASH FLOWS PROVIDED BY/(USED FOR) OPERATING ACTIVITIES** | **82.518** | **-** | **82.518** |
| **INCREASE/(DECREASE) CASH IN BANKS** | **82.518** | **-** | **82.518** |
| **CASH IN BANKS AT BEGINNING OF PERIOD** | **172.397** | **-** | **172.397** |
| **CASH IN BANKS AT END OF PERIOD** | **254.915** | **-** | **254.915** |

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### Attached PDF Documents

**Attachment 1:** `tmb-20260512xex99d3.pdf`

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