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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

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Form 6-K

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

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UNDER THE SECURITIES EXCHANGE ACT OF 1934

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For the month of May 2026

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Perusahaan Perseroan (Persero)

PT Telekomunikasi Indonesia Tbk

(Exact name of Registrant as specified in its charter)

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Telecommunications Indonesia

(A state-owned public limited liability Company)

(Translation of registrant’s name into English)

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Jl. Japati No. 1 Bandung 40133, Indonesia

(Address of principal executive office)

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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 þ Form 40-F ¨

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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):

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Yes ¨ No þ

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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):

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Yes ¨ No þ

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SIGNATURES

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

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ABOUT Theme

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Transforming Business, Driving Sustainable Growth

Business transformation has become the main foundation for Telkom and its Subsidiaries ("TelkomGroup") in driving sustainable growth. Through sharpening business priorities and strengthening core capabilities by 2025, TelkomGroup will not only be able to enhance competitiveness amidst industry dynamics and sustainability challenges but also optimize opportunities from the operational transition to low carbon that aligns with the achievement of the company's strategic objectives. This transformation effort is supported by technological innovation, operational excellence, and reliable services, thereby not only strengthening business performance but also providing added value for all stakeholders. In this way, TelkomGroup further strengthens its role in building Indonesia's digital ecosystem, which serves as a key pillar of national economic growth.

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Table of Contents

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About Theme‌iii

Table of Contents‌iv

About the Sustainability Report‌1

Reporting Standards‌1

Restatement of Information‌2

External Assurance‌2

Forward-Looking Statements‌3

Additional Information‌3

Reports Related Contacts‌3

2025 Sustainability Performance Overview‌4

Message from the President Commissioner‌5

Message from the President Director‌7

ESG Awards and Ratings in 2025‌11

ESG Awards in 2025‌11

ESG Rating in 2025‌12

About Telkom‌13

Telkom’s Business Transformation‌13

Operational and Service Areas‌14

Company Profile‌15

Purpose, Vision, Mission, and Corporate Values‌16

Sustainability at Telkom‌17

Telkom Sustainability Journey‌17

Sustainability Governance‌18

Corporate Governance‌18

Sustainability Governance Framework‌25

Stakeholder Engagement‌31

Materiality Assessment‌32

Managing Sustainability Risks and Opportunities‌38

Sustainability Strategy‌41

Support for the Sustainable Development Goals‌44

Save Our Planet‌46

Climate Change and Energy Management‌46

Management Approach‌47

Low-Carbon Transition‌48

Operational Resilience to Climate Change‌57

Resource Management‌63

Management Approach‌63

TelkomGroup's Waste Management Performance‌63

E-waste Management‌64

Reducing Paper Use through Digitalization‌65

Other Environmental Management‌66

Water Management‌66

Biodiversity Conservation‌68

Environmental Costs‌71

Environmental Performance‌72

Empower Our People‌76

Diversity, Equality, and Inclusion‌77

Management Approach‌77

Inclusivity in TelkomGroup’s Recruitment Processes‌83

Diversity of TelkomGroup Employees‌84

Compensation and Benefits‌85

Talent Development‌86

Inclusive Work Environment‌91

Employee Health and Safety‌93

Safe Work Environment‌93

Employee Welfare‌99

Customer Experience‌102

Management Approach‌102

Responsible Product Innovation‌104

Digital Inclusivity and Community Engagement‌105

Management Approach‌105

Digital Inclusivity‌105

Community Empowerment‌106

Strengthening the Digital Capacity of MSME‌113

Social Performance‌118

Regulatory Compliance‌129

Management Approach‌129

Ethical Product Marketing‌130

Fair Business Conduct‌131

Equal Access to the Internet‌131

Ethical Business Practices‌132

Management Approach‌132

Media and Communication Ethics‌133

Anticorruption and Bribery‌134

Cybersecurity & Data Privacy‌138

Management Approach‌138

Data Protection Strategy‌140

Data Use and Retention Policy to Protect Customer Rights‌141

Controlled Secondary Data Processing‌142

Tackling Cyber Threats‌143

Responsible Supply Chain‌145

Mega Vendor Selection‌145

SMILE E-Procurement‌146

Sustainable Procurement Process‌146

Local Parties Involvement‌146

Appendix 1. Spotlight on Subsidiaries‌147

Appendix 2. Greenhouse Gas (GHG)‌150

Appendix 3. POJK 51/2017 and SEOJK 16/2021 Disclosure Index‌153

Appendix 4. GRI Disclosure Index‌155

Appendix 5. SASB Disclosure Index‌158

Appendix 6. Disclosure Index Based on IFRS S1 and S2/PSPK 1 and 2‌163

Appendix 7. GHG Emission Calculation Method‌164

Appendix 8. GHG Emission Reduction Target-Setting Methodology‌166

Appendix 9. Association Memberships‌167

Appendix 10. External Assurance Statement of the Sustainability Report‌170

Appendix 11. Opinion on GHG Emission Verification Results‌174

Appendix 12. Feedback Form‌176

Appendix 13. Glossary‌177

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About the Sustainability Report

PT Telkom Indonesia (Persero) Tbk (“Telkom”) reaffirms its commitment to sustainability practices through the publication of its annual Sustainability Report, released on May 12, 2026. This report presents information on Telkom’s environmental, social, and governance (ESG) strategies, targets, and performance, covering Telkom and its 13 directly owned subsidiaries, unless otherwise stated. [GRI 2-2, 2-3]

Figure 1. Scope of Sustainability Report Entities of PT Telkom Indonesia (Persero) Tbk

This Sustainability Report summarizes information for the reporting period from 1 January 2025 - 31 December 2025, consistent with TelkomGroup’s consolidated financial reporting period. In addition, it provides historical information covering the past three years (from 1 January 2023 - 31 December 2025) to provide an insights of the development of TelkomGroup’s sustainability performance. [GRI 2-3]

Readers are encouraged to review this report in conjunction with Telkom’s 2025 Annual Report and Telkom’s sustainability webpage to gain a comprehensive understanding of sustainability practices across TelkomGroup.

Reporting Standards

The preparation of this report refers to the Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Service Institutions, Issuers, and Public Companies (POJK 51) and OJK Circular Letter No. 16/SEOJK.04/2021 concerning the Form and Content of Annual Report of Issuers or Public Companies, as well as referring to the Global Reporting Initiative (GRI) 2021 standards, Sustainability Accounting Standards Board (SASB), and the 17 United Nations Sustainable Development Goals (UN SDGs).

The disclosure of information in this report reflects the initial adoption of the Sustainability Disclosure Standard Statements (PSPK) 1 and 2, to the extent relevant, which are prepared in accordance with the International Financial Reporting Standard (IFRS) Sustainability Disclosure Standard S1 and S2. In line with this addoption, in 2025, two categories were added to the SASB standards. have been introduced as an additional reporting reference to reflect TelkomGroup’s core business pillars, including the SASB Industry Standards for Telecommunication Services, IT & Software Services, and Internet Media & Services Sustainability Accounting Standard (2023-12 Version).

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Restatement of Information

[GRI 2-4]

Certain information in this report has been restated following internal verification processes. The restated information data on waste, water, emissions and energy, and employee recruitment with the following notes:

Table 1. Restatement of Information Due to Methodology Adjustments and Data Verification

In line with TelkomGroup's efforts to provide a more comprehensive performance overview, there is a restatement of certain employment information due to the addition of data coverage compared to the previous reporting, with the following notes:

Table 2. Restatement of Information Due to the Expansion of the Reporting Entity's Scope

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External Assurance

[GRI 2-5]

External assurance for the 2025 Sustainability Report is conducted by an independent external party, TÜV Rheinland Indonesia, with a scope covering compliance with the GRI 2021 Standards. The results of the external assurance are presented in Appendix 10 of this report.

The selection of TÜV Rheinland Indonesia as the independent verifier was based on considerations of expertise, reputation, and the absence of any potential conflict of interest or business relationship with Telkom. The delegation of the selection of the independent third-party verifier was assigned by management to the Sustainability Function Unit, in accordance with applicable procurement regulations.

Forward-Looking Statements

This report contains forward-looking statements, including targets, forecasts, estimates, or future projections. The statements are based on assumptions and information available at the time of preparation of reports. Telkom acknowledges that such statements contain risks and uncertainties that may be beyond the company's control; therefore, actual results may differ from those expressed or implied in the forward-looking statements. As such, there is no guarantee that all such statements can be fulfilled in their entirety. Readers are advised to exercise caution in interpreting forward-looking statements contained in this report and bear full responsibility for any decisions made based on the information presented.

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Additional Information

All monetary references are presented in Indonesian Rupiah (Rp), unless otherwise stated. The terms "Telkom" and “the Company” in this report refer to the parent entity, while the term "Telkom and its Subsidiaries" or "TelkomGroup" refers collectively to the parent company, its subsidiaries, and affiliated entities. However, the use of the term "Telkom" does not eliminate subsidiaries and affiliates from the scope of the content and discussion of the report.

Reports Related Contacts

[GRI 2-3]

We welcome any feedback and suggestions that may contribute to the improvement of our future reports. Please contact:

Sustainability Function Unit

PT Telkom Indonesia (Persero) Tbk

The Telkom Hub, Telkom Landmark Tower, 39^th Floor

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

Email:   sustainability@telkom.co.id

We express our gratitude for the feedback on the 2024 Sustainability Report from stakeholders. Telkom Management has received feedback regarding opportunities to improve sustainability performance from rating agencies as well as regulators and we have followed this in this Sustainability Report. In the 2025 Sustainability Report, Telkom aims to continue improving the Management of Environmental, Social, and Governance (ESG) aspects and sustainability performance. [OJK G.3]

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2025 Sustainability Performance Overview

[OJK B.1, B.2, B.3]

Economic Performance

Environmental Performance – Save Our Planet

Social Performance – Empower Our People

*Based on Bain & Company category

Governance Performance – Elevate Our Business

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Message from the President Commissioner

"We appreciate TelkomGroup's consistency in implementing its sustainability strategy, as reflected in its performance achievements and external recognition related to environmental, social, and governance aspects."

Esteemed stakeholders,

We begin by expressing gratitude to the Almighty God, as in 2025 PT Telkom Indonesia (Persero) Tbk (“Telkom”) has been able to maintain solid performance while further strengthening the foundation for sustainable business growth. The year 2025 was marked by challenges across various aspects, including macroeconomic conditions, competition, technological developments, and sustainability issues. Amid the increasing sustainability challenges and opportunities faced by the telecommunications industry, Telkom has continued to undertake its best efforts to enhance operational and financial performance, creating positive impacts and delivering sustainable value for all stakeholders.

Throughout 2025, we assess that the Board of Directors has taken concrete steps to strengthen sustainability strategies and initiatives within the TelkomGroup environment, which is reflected in, among other things, the leadership of the Board of Directors supported by all Subsidiaries in strengthening and aligning sustainability strategies and initiatives within the TelkomGroup environment. In 2025, Telkom has established the TelkomGroup 2030 sustainability strategy and targets as a roadmap to refine and orchestrate corporate steps in the environmental, social, and governance fields.

The year 2025 has also represented a significant milestone in reaffirming Telkom's strong commitment to improving the quality and credibility of sustainability performance disclosures presented in this report. Telkom has consistently undertaken external assurances for the TelkomGroup 2025 Sustainability Report, conducted by an independent external party, TÜV Rheinland Indonesia.

We appreciate TelkomGroup’s ongoing improvements in sustainability performance, reflected in the numerous awards and achievements across environmental, social, and governance (ESG) dimensions. These recognitions include being named the winner of the ESG Sustainability Ratings 2025 by CNBC Indonesia; receiving the Distinction Award in ESG Risk Mitigation at the 2025 ESG Awards; earning an appreciation award in the Infrastructure Sector category at the IDX Channel ESG 2025 Awards; being awarded Silver Winner in the Relations to Local Communities category at the Asia ESG Positive Impact Awards 2025 by the Asia ESG Positive Impact Consortium; and receiving the Dream Workplace for Learning 2025 award from the MarkPlus Institute and Marketeers. In 2025, Telkom also succeeded in improving its Sustainalytics ESG Rating from 25.6 to 24.5 (Medium Risk), achieving an ACGS governance score of 101.98 (Leadership in Corporate Governance), and obtaining a B rating from the CDP (Carbon Disclosure Project) which specifically assesses Telkom's readiness regarding climate change. These achievements further reinforce Telkom’s commitment and consistency in advancing sustainability performance. Beyond pursuing higher ratings and awards, Telkom remains focused on strengthening the quality of its corporate governance and management practices, thereby generating meaningful and lasting impacts across all sustainability aspects.

As part of the efforts to enhance the quality of corporate management, we recognize that Telkom must continue to mitigate global risks and challenges that have the potential to disrupt TelkomGroup’s business and service operations. These risks include cybersecurity threats, extreme weather events, and climate change–related disasters, as well as the need to continuously strengthen the quality of human capital in line with the company’s digital transformation. The development of products and the equitable delivery of telecommunication services through technology and innovation must be pursued by prioritizing usefulness, responsibility, and inclusivity, while also considering investment value and affordability. This balanced approach is essential for Telkom to sustain its long-term business resilience and value creation.

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In addressing these challenges, a strong governance foundation is indispensable. Robust governance ensures that every strategic and operational initiative not only drives business growth but also contributes to long-term sustainable value creation for all TelkomGroup stakeholders. Strengthening governance consequently requires consistent enforcement of discipline, including the application of rewards and sanctions, the reinforcement of integrity and ethical conduct, and the cultivation of a corporate culture that supports sound governance practices.

Finally, on behalf of the Board of Commissioners, I would like to express our sincere appreciation for the support provided in advancing sustainability practices across TelkomGroup. We look forward to strengthening collaboration and synergy with all stakeholders to sustain our partnerships and jointly realize a sustainable future. We would also like to extend our gratitude to the Board of Directors, business partners, and all Telkom stakeholders for their valuable contributions in driving sustainable growth.

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Jakarta, May 12, 2026

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/s/ Angga Raka Prabowo

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Angga Raka Prabowo

President Commissioner

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Message from the President Director

[OJK D.1]

"2025 represented a new milestone for Telkom in accelerating sustainability transformation through the implementation of various ESG-related actions and the establishment of a Climate Transition Plan."

Esteemed stakeholders,

The telecommunications and digital industry is currently facing increasingly dynamic global development, including the accelerated adoption of digital technologies, increasingly complex governance demands, and the increasingly real impact of climate change. Amid this dynamic, Telkom remains committed to ensuring the sustainability of business growth and the relevance of its business model, as well as sustainable value creation for all stakeholders.

Telkom's commitment is manifested in the strategic steps taken in 2025, where Telkom has managed to achieve various important milestones in the company's sustainability journey. For the first time, Telkom established TelkomGroup's Climate Transition Plan that guides the transition to low-carbon operations. In addition, we also consistently verify the 2025 Sustainability Report, which has been declared compliant with AA1000AP and AA1000ASv3 standards and prepared in accordance with the GRI 2021 reporting requirements.

Our efforts to strengthen sustainability practices aligned with the Sustainable Development Goals agenda have resulted in ESG Ratings from several rating agencies, including an ESG Sustainalytics score of 24.5 (Medium Risk), an ACGS governance score of 101.98 (Leadership in Corporate Governance), and a B predicate from CDP (Carbon Disclosure Project) for the climate category. Furthermore, Telkom's sustainability achievements, supported through the GoZero% strategy and program, are also reflected in three main sustainability pillars.

The Save Our Planet pillar reflects Telkom's commitment to reducing the environmental impact of business operations, particularly in areas that have a significant impact, such as emissions and waste. In 2025, TelkomGroup consistently measured Greenhouse Gas (GHG) emissions across scopes 1, 2, and 3, with verification conducted by independent parties. The total GHG emissions of TelkomGroup scopes 1, 2, and 3 are 4,153,661.3 tCO₂e, with 52% of emissions coming from scope 2 (indirect) emissions. In addition, TelkomGroup managed to reduce total waste generation by around 24%, and diverted 166.9 tons of fiber optic cable waste, equivalent to 73% of final disposal. TelkomGroup has also undertaken initiatives to conserve biodiversity and increase the carrying capacity of the ecosystem, including through mangrove planting and revegetation, as well as coral reef transplantation.

The Empower Our People pillar underscores TelkomGroup’s dedication to empowering employees, customers, and the wider community through the creation of an inclusive digital ecosystem that serves as a foundation for capability development and sustainable innovation. In 2025, female employees occupied 21% of managerial positions, supported by an inclusive work environment that fosters gender equality. In terms of digital skills development, the Digital Talent program has successfully produced 20.2% of Telkom’s digital talent through various training initiatives. Occupational safety remains a top priority, reflected in the absence of employee fatalities due to work accidents throughout the year. From the customer perspective, TelkomGroup continues to enhance service quality by placing customers at the center, as evidenced by a five-point increase in Net Promoter Score (NPS) to 63, classified as Excellent by Bain & Company. This achievement is driven by improved service quality and more effective promotional strategies. On the social front, Telkom is committed to empowering Micro and Small Enterprises (MSEs) through the Go Modern, Go Digital, Go Online, and Go Global programs, with 12.6% of supported MSEs successfully upgrading—marked by increased turnover, workforce expansion, and asset growth.

The Elevate Our Business pillar reflects Telkom’s commitment to ethical and responsible business practices, particularly in the area of data protection amid increasing cybersecurity threats. In 2025, Telkom established the Legal & Compliance Directorate for the first time and appointed a Director of Legal & Compliance as part of strengthening its governance structure to support the achievement of TelkomGroup’s strategic objectives. In line with the strengthening of the governance structure throughout the year, Telkom maintained compliance with applicable laws and regulations, took firm action against any legal violations within TelkomGroup,

cooperated fully with legal processes, and implemented preventive measures aimed at achieving 100% compliance. All complaints received from the whistleblowing system have been duly followed up, reinforcing Telkom’s ethical and respectful work culture. In terms of data security, there have been no critical data leaks, and all forms of data processing have been carried out in accordance with the policy. This achievement affirms Telkom's commitment in terms of governance to continue to build trust, encourage innovation and grow with Indonesia towards a sustainable digital future.

Telkom continues to proactively identify and manage sustainability risks that may impact the company, while also driving innovation to unlock and optimize new strategic sustainability opportunities. The integration of sustainability across all business lines is gradually carried out in line with the strengthening of the company's foundation. This fundamental step is also complemented by the synergy of sustainability initiatives within TelkomGroup to ensure the achievement of TelkomGroup's 2030 sustainability targets and net zero emissions by 2060.

We extend our appreciation to all stakeholders for their support in the implementation of sustainability practices. With this collective commitment, Telkom is confident in its ability to innovate amidst challenges and opportunities in the digital era, enabling the company to grow sustainably and remain the Digital Telco of choice for the public.

Jakarta, May 12, 2026

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/s/ Dian Siswarini

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Dian Siswarini

President Director

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STATEMENT OF THE MEMBERS OF THE BOARD OF COMMISSIONERS ON RESPONSIBILITY FOR THE 2025 SUSTAINABILITY REPORT OF PT TELKOM INDONESIA (PERSERO)

We, the undersigned, declare that the Board of Commissioners has examined and approved the Sustainability Report of PT Telkom Indonesia (Persero) Tbk for 2025, and declare that all information in the Sustainability Report has been fully loaded, and we are fully responsible for the correctness of the content of the company's Sustainability Report.

This statement is made in all truthfulness.

Jakarta, May 12, 2026

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STATEMENT OF THE MEMBERS OF THE BOARD OF DIRECTORS ON RESPONSIBILITY FOR THE 2025 SUSTAINABILITY REPORT OF PT TELKOM INDONESIA (PERSERO) TBK

We, the undersigned, declare that the Board of Directors has examined and approved the Sustainability Report of PT Telkom Indonesia (Persero) Tbk for 2025, and declare that all information in the Sustainability Report has been fully loaded, and we are fully responsible for the correctness of the content of the company's Sustainability Report.

This statement is made in all truthfulness.

Jakarta, May 12, 2026

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ESG Awards and Ratings in 2025

ESG Awards in 2025

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ESG Rating in 2025

Complete information on ESG awards and ratings within TelkomGroup is available on the Telkom Profile page and Performance and Sustainability Rating.

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About Telkom

Telkom is a State-Owned Enterprise (SOE) engaged in information and communication technology (ICT) services and digital telecommunications in Indonesia. Since its establishment in 1991, Telkom has provided a wide range of digital services for individual and corporate customers.

As the largest telecommunications company in Indonesia, Telkom has 45 Subsidiaries with direct and indirect ownership and ownership percentage of more than 50%, so that its Financial Statements are consolidated with Telkom as a parent. In addition, Telkom has 9 non-consolidated subsidiaries (affiliates). Detailed information on the corporate structure and subsidiary profiles is presented in Telkom’s 2025 Annual Report.

Telkom’s Business Transformation

[OJK C.6]

In 2025, Telkom undertook a landmark initiative by establishing a structural transformation into a strategic holding focused on long-term value creation. This transformation is intended to simplify portfolios, strengthen governance, and reorganize the company to enable faster, more precise, and measurable portfolio execution.

Figure 2. TLKM Transformation Pillars 30

As the basis for transformation, Telkom has set four main pillars within its TLKM agenda. The operaTional and service excellence pillar focuses on corporate culture reform, governance alignment, and improving the effectiveness of capital and operational expenditures. The streamLining pillar is geared towards simplifying the business structure so that resources can be fully allocated to strengthen the company's key competencies. The unlocK value pillar encourages the monetization of high-value infrastructure assets such as data centers, towers, and fiber networks through strategic partnerships that can generate optimal added value. Meanwhile, the Modus-operandi shift pillar emphasizes Telkom's transformation from an operating company to a strategic holding that acts as a strategy director, capital manager, and value creation engine at the group level.

TelkomGorup its business into five main portfolios: B2C Business, B2B Infrastructure, B2B International, B2B IT Services, and other entities for effective services. Through this transformation, Telkom is strategically moving into a new growth phase, positioning itself as a more agile, competitive, and value-driven organization for all stakeholders.

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Figure 3. TelkomGroup Products and Services [OJK C.4] [GRI 2-6]

Operational and Service Areas

[OJK C.3] [GRI 2-1, 2-6]

TelkomGroup operates across Indonesia and internationally to strengthen its position as a competitive digital telecommunications service provider. Its international arm, Telin, operates services reaching 35 countries, with operational offices spread across 15 countries in Asia, Australia, Europe, and America. The existence of these offices expands the range of services while strengthening strategic cooperation in the international market. With an extensive operational network across regions and remote areas, we continue to encourage equitable digital access and ensure that global standard services are accessible to people in various regions.

Figure 4. TelkomGroup's Operational and Service Areas

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Company Profile

[OJK C.2, C-3] [GRI 2-1, 2-6, 2-7]

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Purpose, Vision, Mission, and Corporate Values

[OJK C.1]

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Sustainability at Telkom

Telkom Sustainability Journey

Figure 5. Telkom Sustainability Milestones

2025 marks an important phase in Telkom’s sustainability journey, highlighted by the establishment of TelkomGroup’s climate transition plan. This milestone not only reaffirms the company’s climate commitment but also provides a strategic roadmap toward low-carbon operations and the achievement of net zero emissions by 2060. This strategic step forms part of Telkom’s sustainability journey, which has evolved over nearly two decades in response to changing business and regulatory landscapes.

Telkom’s initial commitment to sustainability was reflected in the publication of its first Sustainability Report in 2006, which focused primarily on the performance of Social and Environmental Responsibility (CSR). Over time, the scope of the report expanded to include broader environmental, social, and governance (ESG) performance in line with national regulations, including POJK No. 51/2017 on Sustainable Finance. In 2023, Telkom introduced the EXIST (ESG Existence for Sustainability by Telkom Indonesia) program, marking the company’s first structured initiative to integrate ESG aspects into its business activities. This program subsequently evolved into GoZero% in 2024, serving as an umbrella framework for sustainability actions aimed at achieving TelkomGroup’s 2030 targets. As sustainability has become increasingly integrated into corporate management, Telkom has further strengthened its sustainability governance by establishing a Sustainability Committee, issuing a Sustainability Policy, and developing a sustainability dashboard as a platform for disclosing TelkomGroup’s sustainability performance to stakeholders.

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Sustainability Governance

Corporate Governance

Telkom believes that the consistent application of strong Good Corporate Governance (GCG) principles serves as a main foundation for achieving TelkomGroup’s sustainability objectives. TelkomGroup's governance is regulated in the Decree of the Board of Directors No. PD.602.00/r.00/HK000/COP-D0030000/2011 concerning Guidelines for the management of Good Corporate Governance (GCG).

Specifically, TelkomGroup’s governance framework is anchored in five GCG principles, which are guided by applicable laws and regulations and aligned with internationally and nationally recognized standards. These include the Corporate Governance Principles developed by the Organisation for Economic Co-operation and Development (OECD), the Indonesian Corporate Governance General Guidelines issued by the National Committee on Governance Policy (KNKG), and the ASEAN Corporate Governance Scorecard (ACGS). The implementation of TelkomGroup’s governance practices in accordance with ACGS parameters is assessed annually by an independent external assessor.

Figure 6. TelkomGroup's Governance Principles

Telkom implements 8 (eight) principles of corporate governance in accordance with OJK Regulation Number 21/SEOJK.04/2015 regarding the Implementation of Public Company Governance Guidelines and OJK Circular Letter Number 32/SEOJK.04/2015 regarding Public Company Governance Guidelines. As of the end of 2025, evaluation results indicate that Telkom has fulfilled all governance principles stipulated by OJK, as further described in Telkom’s 2025 Annual Report. In addition, the implementation of corporate governance at Telkom also refers to Regulation of the Minister of SOEs Number PER-2/MBU/03/2023 regarding Guidelines for Governance and Significant Corporate Actions of State-Owned Enterprises.

TelkomGroup continuously strengthens a culture of compliance and business ethics across the organization through regular awareness programs, value internalization initiatives, and layered oversight in the implementation of GCG principles. These efforts are supported using digital systems and robust internal control mechanisms to ensure effective risk management, prevent conflicts of interest, and reinforce the principles of transparency and accountability. At TelkomGroup, GCG is not merely viewed as a regulatory requirement but has become a strategic value embedded in the company’s operations to support sustainable business growth and long-term value creation for stakeholders.

TelkomGroup’s commitment to fostering a transparent, accountable, and sustainable governance environment has been recognized through the Best State-Owned Enterprise (Big Cap) award at the 16th IICD Corporate Governance Conference & Award 2025.

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Corporate Governance Structure

[GRI 2-9, 2-11]

Telkom's governance structure adopts the provisions of Law No. 40 of 2007 concerning Limited Liability Companies, which consists of the main organs, namely the General Meeting of Shareholders (RUPS), the Board of Commissioners, and the Board of Directors.

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In addition to the executive committee, there are various other committees that supports strategic decision-making, supervision, as well as the coordination of policy and initiative implementation at TelkomGroup, such as the Sustainability Committee, CSR Committee, Cybersecurity Committee, Portfolio Committee, and others. The roles of the Board of Commissioners, the Board of Directors, and supporting organs are comprehensively explained in Telkom's 2025 Annual Report.

Composition of the Board of Commissioners and Board of Directors

[GRI 2-9, 405-1]

The resolution of the Annual General Meeting of Shareholders (AGMS) in May 2025 and the Extraordinary General Meeting of Shareholders (EGMS) in December 2025 have established new leadership over Telkom's Board of Commissioners and Board of Directors. This shows Telkom's commitment to succession planning, board renewal, and independent supervision, in accordance with GCG principles. The following is the composition of Telkom's Board of Commissioners and Board of Directors as of December 31, 2025.

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Figure 7. Diversity of Telkom Board of Commissioners

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Table 3. Composition of the Telkom Board of Commissioners as of December 31, 2025

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Figure 8. Diversity of Telkom's Board of Directors

Table 4. Composition of Telkom’s Board of Directors as of Desember 31, 2025

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Election and Appointment Process of the Board of Commissioners and Board of Directors

[GRI 2-10]

The appointment process for the Board of Commissioners and Board of Directors at Telkom is based on the principles of respect for human rights (HAM), non-discrimination, and equality. The appointment of members of the Board of Commissioners and Board of Directors at Telkom is carried out based on the provisions of the Articles of Association and considers other provisions, including the Regulation of the Minister of SOEs Number PER-3/MBU/03/2023 regarding Organs and Human Resources of State-Owned Enterprises. In addition, the appointment of members of the Board of Commissioners is carried out by considering integrity, understanding of the company's management issues, being able to provide sufficient time to carry out their duties, and other requirements based on laws and regulations. The election or appointment of Telkom Board of Directors members is carried out through the General Meeting of Shareholders (GMS) by considering the competence and expertise, integrity, and background needed by the company. Selected members are ensured to have met the criteria and conditions that have been determined in the Fit and Propriety Test.

Conflict of Interest

[GRI 2-15]

Avoidance of Conflicts of Interest

The Board Manual specifically regulates the commitment of all corporate governance organs to uphold integrity and avoid conflicts of interest in the execution of their duties. As a manifestation of this commitment, each member of the Board of Commissioners signs an integrity pact that affirms their obligation to perform their responsibilities professionally and free from conflicts of interest. Furthermore, in carrying out supervisory and decision-making functions, members with potential conflicts of interest are required to disclose such conditions and recuse themselves from the related decision making process.

During the reporting period, there were no indications of conflicts of interest among Telkom’s Board of Commissioners and Board of Directors related to share ownership in suppliers or transactions, nor any affiliation—financial or familial—with other members or the Controlling Shareholder.

Prevention and Mitigation of Conflicts of Interest

The Audit Committee and the Board of Commissioners play an important role in overseeing and ensuring compliance with applicable laws and regulations, as stipulated in the Telkom Audit Committee Charter and the Telkom Board of Commissioners Decree Number 13/KEP/DK/2024. In addition, the Audit Committee and the Board of Commissioners are responsible for receiving, reviewing, and following up on complaints related to the company and its Subsidiaries.

As of December 31, 2025, Telkom’s Audit Committee consists of five members, including two independent members with expertise in finance. To ensure the independence and objectivity of the Audit Committee, each member is required to sign an Integrity and Independence Pact. Profiles of the Audit Committee members are presented in detail in Telkom’s 2025 Annual Report.

The Culture and Industrial Relations Function Unit is responsible for developing business ethics policies at Telkom, including policies related to conflicts of interest. Together with the Board of Directors, the Human Capital organization developed the Corporate Governance Guidelines based on the principle of independence. These guidelines regulate several provisions, including policies on conflict of interest transactions, the prohibition of political party donations, and restrictions on affiliated relationships. The implementation and monitoring of affiliate transactions within TelkomGroup are governed by the Main Procedure for Affiliate Transactions and Conflicts of Interest Transactions, as stipulated in the President Director’s Official Memorandum Number C.Tel.02/HK 000/TEL-00000000/2021. In addition, the HC Service Operation (HCSO) Function Unit distributes a conflict of interest questionnaire annually to all TelkomGroup employees.

Telkom also discloses information on multiple positions held by members of the Board of Commissioners, Board of Directors, and committees under the Board of Commissioners, as well as details of affiliated transactions, in Telkom’s 2025 Annual Report.

Performance Evaluation of the Board of Commissioners and Board of Directors

[GRI 2-18]

The Board of Commissioners is responsible for overseeing the Company’s Policies and the management carried out by the Board of Directors, as well as providing advice to the Board of Directors. This includes supervising the implementation of the Company’s Long-Term Plan (RJPP), the Annual Work Plan and Budget (RKAP), the Corporate Strategic Scenario (CSS), and compliance with applicable laws and regulations, in line with the company’s purposes and objectives. These responsibilities form the basis for the self-assessment of the collegial key performance indicators (KPIs) of the Board of Commissioners. The KPIs are determined based on the results of the Board of Commissioners’ performance evaluation and are reported to shareholders at the General Meeting of Shareholders (GMS). The performance evaluation of the Board of Commissioners is conducted by the Nomination and Remuneration Committee (KNR).

The performance evaluation of the Board of Directors is conducted through the measurement of KPI achievement, both on a collegial and individual basis. The KPI measurement results are reviewed by the Public Accounting Firm (KAP) that audits the company’s financial statements to ensure the objectivity of the

assessment, consistency of the methodology, and the reliability of the evaluation process. Based on the KAP review in 2025, no inconsistencies were identified in the methods or results of the Board of Directors’ performance assessment. The KPI achievement results were reported to the Board of Commissioners and the Series A Dwiwarna Shareholder as part of the company’s governance accountability and transparency.

As part of its commitment to sustainability, Telkom has incorporated ESG aspects into the collegial KPIs of the Board of Directors. These include: (1) ESG risk rating, (2) carbon intensity, and (3) the ratio of female and young top talent. The results of the collegial performance assessment of the Board of Directors are disclosed in Telkom’s 2025 Annual Report.

Remuneration Policy

[GRI 2-19, 2-20]

The provision of remuneration for members of Telkom's Board of Commissioners and Board of Directors is prepared based on the Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 concerning Organs and Human Resources of State-Owned Enterprises and then followed up with the Decree of the Board of Commissioners Number 03/KEP/DK/2024 concerning the Income of Members of the Board of Directors and the Board of Commissioners.

With reference to the above regulations and to Danantara Letter Number S-063/DI-BP/VII/2025 dated 30 July 2025 regarding the Granting of Tantiem, Incentives, and/or Other Forms of Income to the Boards of Directors and Boards of Commissioners of SOEs and their Subsidiaries, the remuneration of the Board of Commissioners comprises the following components:

Components of the remuneration of the Board of Directors:

The Minister of State-Owned Enterprises Regulation Number PER-3/MBU/03/2023 also stipulates provisions regarding the deferral of payment of a portion of tantiem and the granting of Long-Term Incentives (LTI) to members of the Board of Directors and the Board of Commissioners. Accordingly, the Board of Directors of PT Telkom Indonesia (Persero) Tbk had not yet received tantiem payments in 2025, as the determination process by the shareholders is still ongoing. This determination falls under the authority of the Ministry of State-Owned Enterprises (SOEs) and/or Danantara, in accordance with applicable regulations. This policy and authority resulted in a decrease in the highest annual total compensation received by members of the Board of Directors by up to approximately 72%. The reduction in the annual compensation of the Board of Commissioners and the Board of Directors is also reflected in the remuneration-to-employee ratio, as presented in Appendix 4: GRI Disclosure Index.

Telkom has integrated the performance of ESG impact management into remuneration, by including collegial and individual KPIs, as one of the consideration components of the incentive.

Figure 9. Procedure and Mechanism of Remuneration of the Board of Commissioners and Board of Directors

The procedure for proposing and determining the remuneration of the Board of Commissioners and the Board of Directors of Telkom is as follows:

Telkom also enforces a clawback policy, which mandates the recovery of incentive-based compensation from current and former Board members if the company is required to restate financial statements submitted to the United States Securities and Exchange Commission (SEC) under the Exchange Act. This restatement is necessary to correct material errors in previously issued financial statements or to address errors that could result in material misrepresentation if not rectified in the current reporting period. The Ministry of SOEs has incorporated this policy into the tantiem framework, stipulating a three-year suspension of tantiem payments for the Board of Commissioners and Board of Directors.

Sustainability Governance Framework

[OJK E.1]

Role of the Board and Management

[GRI 2-9, 2-12, 2-13]

The Board of Commissioners has an important role in carrying out the supervisory function. It provides advice to the Board of Directors in managing the company, including in the implementation of sustainability practices. Both also play a role in ensuring effective risk management to support sustainable achievement. Formal meetings between the Board of Commissioners and the Board of Directors are held at least once a month with a focus on consultation and performance reporting, which can include ESG aspects (including climate change).

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The Board of Directors is responsible for leading the implementation of sustainability, including climate transition. To ensure the effectiveness of its implementation, the performance of ESG impact management is evaluated through a KPI determination and monitoring scheme that is integrated into the company's performance management system. Performance achievements are verified internally before being consolidated and reported to the Board of Directors on a quarterly basis. Based on Company Regulation Number: PD.704.00/r.00/HK290/DSC-M0200000/2025 regarding TelkomGroup’s Sustainability Governance, the Board of Directors delegates the role of ESG impact management to the Telkom Sustainability Committee.

Sustainability Committee

[GRI 2-12, 2-13, 2-16]

The Sustainability Committee is responsible for overseeing the implementation of ESG management and governance within the company. The Committee brings together relevant ESG functions across the organization to facilitate coordination and collaboration in achieving the company’s sustainability objectives. It also plays a key role in addressing emerging sustainability issues, including the identification, monitoring, and management of sustainability-related impacts. In terms of reporting, the Sustainability Committee submits ESG impact management reports to the Board of Directors in stages through Operational Meetings (RAOP) at the Department level or Directorate Meetings (RADIT) at the Directorate level, as well as Board of Directors Meetings (RADIR), which are held every week. To further strengthen ESG disclosure governance, quarterly Disclosure Committee Meetings (DC Meetings) are conducted to ensure the relevance and accuracy of material information prior to public disclosure. One of the ESG reporting outputs regularly disclosed to the public is the Memo Info (per quarter) and Annual Report, Sustainability Report, Form 20-F (per year).

The Sustainability Committee is chaired by the President Director and comprises directors responsible for risk management, network and IT, and human capital. To support the integration of ESG into business processes, the Committee is supported by an ESG Working Group consisting of heads of relevant function unit, including Sustainability, Network & IT, Asset Management, Human Capital, Social Responsibility, Risk Management, Legal & Compliance, Investor Relations, and Financial Accounting.

Figure 10. Composition of Telkom Sustainability Committee Members

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To fulfill its duties, the Sustainability Committee collaborates with other committees under the Board of Commissioners and the Board of Directors, including the Social and Environmental Responsibility Committee (CSR); the Risk, Compliance and Revenue Assurance Committee; the Audit Committee; the Integrated Governance Committee; the Nomination and Remuneration Committee; and the Evaluation, Monitoring, Planning and Risk Committee. The Sustainability Committee regularly receives updates on ESG implementation from the sustainability Function Unit.

Figure 11. Sustainability Governance Structure at Telkom

Group Sustainability & Corporate Communication Function Unit

[GRI 2-13]

Telkom has its own function unit that is responsible for orchestrating and managing the implementation of ESG strategy and reporting in TelkomGroup, specifically the Sustainability & Corporate Communication Group Function Unit, which is under the CEO Office organization. This Function Unit is led by the SVP Group Sustainability & Corporate Communication, which has a leading role as the orchestrator of sustainability implementation governance that includes ESG and climate aspects, as stipulated in Company Regulation Number: PD.202.75/r.00/HK250/COP-A0200000/2025 regarding the CEO Office organization. To fulfill its duties, SVP Group Sustainability & Corporate Communication reports to the President Director through the Directors' Meeting (Radir) which is attended by all members of the Board of Directors, as well as directly through the CEO Update forum which is carried out as needed.

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Figure 12. Organizational Structure of Sustainability Function Unit at Telkom

The roles and responsibilities of SVP Group Sustainability & Corporate Communication are outlined in Company Regulation Number: PR.202.72/r. 02/HK.250/COP-A0200000/2024 regarding the Organization of the Sub-Department of Group Sustainability & Corporate Communication. Key responsibilities include:

To fulfill its duties, the SVP Group Sustainability & Corporate Communication is assisted by the VP Sustainability, whose duties and responsibilities include:

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Telkom adopts a decentralized approach that enables all Subsidiaries to develop and implement sustainability initiatives independently while maintaining alignment with the strategic direction set by the Sustainability Function Unit TelkomGroup's transformation steps also support efforts to strengthen governance, orchestration, and synergy of sustainability initiatives in TelkomGroup.

ESG Policy

[GRI 2-23, 2-24]

Telkom has established Company Regulation Number PD.704.00/r.00/HK290/DSC-M0200000/2025 regarding TelkomGroup Sustainability Governance, which serves as an ESG umbrella policy covering the company’s material focus areas, including climate change. Subsidiaries may also adopt this policy as a reference in implementing ESG practices within their respective business operations.

The policy is designed to guide the implementation of ESG management frameworks and mechanisms across TelkomGroup and to ensure that ESG practices are carried out adequately and proportionately, in line with TelkomGroup’s development, Good Corporate Governance (GCG), and prudential principles. The policy also supports the achievement of the Sustainable Development Goals (SDGs). The general guidelines outlined in the ESG policy are integrated into the company’s strategies, operational policies, and management procedures across environmental, social, and governance aspects.

The implementation of TelkomGroup’s three sustainability pillars—Save Our Planet (environment), Empower Our People (social), and Elevate Our Business (governance)—is guided by several key principles, including integrity, outcome orientation, equity, risk and opportunity awareness, evidence-based decision-making, and continuous maturity improvement.

Through the implementation of ESG, Telkom aims to strengthen stakeholder engagement, systematically address stakeholder expectations and aspirations, and support informed decision-making to ensure the company’s long-term sustainability. Telkom’s approach to ESG management consists of the following steps:

Other ESG-related policies governing the management of material topics include:

A summary of Telkom's ESG policy is available on the ESG policy page.

Sustainability Competencies

[OJK E.2] [GRI 2-17]

The successful implementation of ESG strategies and the achievement of ESG targets within TelkomGroup require strong internal ESG capabilities, particularly in response to the increasingly dynamic ESG landscape and the need for cross-functional collaboration. To address this, Telkom continues to strengthen the capacity of the Board of Commissioners, the Board of Directors, and relevant function unit responsible for ESG through various training and capacity-building programs. These programs cover topics such as ESG implementation, sustainability risk management, climate change, and the latest disclosure standards, including IFRS S1 and S2, as well as PSPK 1 and 2.

The Telkom Corporate University Center (TCUC) is responsible for identifying competency needs and developing training programs for both management and employees. In 2025, management competency development focused on strengthening risk management capabilities, particularly in addressing emerging risks associated with the development of Artificial Intelligence (AI) and the rapid growth of the digital ecosystem. Throughout 2025, seven members of the Board of Directors obtained the Qualified Risk Governance Professional (QRGP) certification for the Board of Directors, while two members of the Board of Directors participated in training related to cybersecurity and AI. Complete information regarding the training program for the Board of Commissioners can be found in the 2025 Telkom Annual Report.

Telkom encourages employees to develop competencies in the field of sustainability through various training and certifications. In 2025, as many as three Telkom employees obtained the Certified Sustainability Reporting Specialist (CSRS) certification, one employee obtained the Fundamental Sustainability Accounting (FSA) Level 1 certification, two employees obtained the Sustainability Excellence certification, and two employees obtained the Certified Sustainable Development Specialist (CSDS) certification. Meanwhile, the commitment and strategy for employee competency development are further explained in the Empower Our People section.

Figure 13. Sustainability Competency Improvement in 2025

Culture of Sustainability

[OJK F.1] [GRI 2-24]

TelkomGroup fosters a sustainability-oriented culture through various initiatives, including the dissemination of the GoZero% bulletin, outreach through internal channels (such as the internal portal, diarium, and others) and external channels (including the website and social media), as well as regional roadshows to promote the GoZero% strategy and programs. These efforts aim to enhance employees’ understanding and engagement in consistently applying sustainability principles across operational activities and decision-making processes.

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Stakeholder Engagement

[OJK E.4] [GRI 2-29]

Telkom stakeholders also shape TelkomGroup's sustainability and business strategy.  Telkom continues to build active communication with internal and external stakeholders, fosters mutually beneficial relationships, and considers their perspectives and expectations through various channels.

Table 5. Stakeholder Engagement

Materiality Assessment

[GRI 2-14, 3-1, 3-2]

In 2025, the Sustainability Function Unit conducted a review of the material topics used in the 2024 reporting period and concluded that these topics remain relevant. The results of the review were conveyed to the Board of Directors through a tiered formal coordination forum mechanism, namely in the Operational Meeting at the Department level or the Directorate Meeting at the Directorate level, and then escalated to the Board of Directors Meeting.

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Previously, in 2024, the company updated the determination of its material topics in collaboration with independent consultants by referring to the 2021 GRI Standards and applying the principle of double materiality. Through this approach, the company assesses both the actual and potential impacts of its activities on the environment and society, while also evaluating how sustainability-related issues may affect the company’s performance and financial position. In the materiality determination process, the company considers perspectives from internal management as well as input from external stakeholders to ensure that the identified material topics accurately reflect key sustainability priorities and stakeholder expectations.

Table 6. Materiality Assessment Process

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Figure 16. Materiality Matrix

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Table 7. List of Material Topics

* The mapping refers to the SDG indicators monitored by the National Development Planning Agency (Bappenas), considering the scope of Telkom’s material topics, sustainability initiatives, and targets.

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Managing Sustainability Risks and Opportunities

[OJK E.3] [OJK E.5]

Risk management at Telkom refers to ISO 31000:2018 Risk Management - Principles and Guidelines. This framework guides the process of identifying and managing sustainability risks at Telkom, which has been initiated since 2023. In 2025, Telkom conducted a review of sustainability risks and opportunities covering subsidiaries’ business sectors considered strategic. This update is carried out considering the existing risk profile as well as the Sustainability Accounting Standards Board (SASB) standards to identify relevant sustainability risks and opportunities according to the Subsidiary's industry characteristics, as well as aligning with the ISSB concept at the group level.

Figure 17. TelkomGroup's Sustainability Risk and Opportunity Review Process

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This review was led by Telkom’s Sustainability Function Unit in coordination with the Risk Function Unit This review generates a list of sustainability-related risks and opportunities with potential financial impacts on TelkomGroup's, along with an estimated impact period. This list of sustainability risks and opportunities will be reviewed periodically to ensure its suitability with TelkomGroup's business development and transformation. To ensure effective risk management, Telkom's Board of Commissioners and Board of Directors conduct periodic management reviews and reviews of the implementation of risk management, including sustainable finance aspects, to support the achievement of the company's goals and sustainability.

The risks and opportunities that have been identified reflect both challenges and prospects for TelkomGroup in carrying out sustainable operations. Accordingly, TelkomGroup has undertaken various steps to manage the risks and opportunities reflected in the programs and initiatives on each Telkom material topic, which are detailed in the relevant section of this report. Furthermore, Telkom has implemented strategic risk mitigation measures as part of its Enterprise Risk Management (ERM) framework, further discussed in Telkom’s 2025 Annual Report. Telkom’s ERM system has been developed and is accessible via ermonline.telkom.co.id.

Table 8. Telkom's Sustainability Risks and Opportunities

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Sustainability Strategy

[OJK A.1, E-5] [GRI 2-22]

Telkom ensures that the direction of the company's business strategy is in line with the principles of sustainability to support long-term value creation through the provision of innovative solutions and services that have a positive impact on society and the environment.  Telkom carries the GoZero% tagline as a representation of the company's commitment to responsible business growth according to ESG principles, with a sustainability target of 2030 to provide a measurable long-term impact for various stakeholders. In line with this commitment, in 2025 we conducted a review and refinement of TelkomGroup's 2030 sustainability targets, resulting in an adjustment of metrics from office waste diversion to total waste reduction. We view this change as a reflection of strengthened, preventive environmental management, aligned with global best practices and growing stakeholder expectations on waste prevention.

Figure 18. TelkomGroup's Sustainability Strategy

TelkomGroup's Sustainability Synergy

TelkomGroup’s diverse business portfolio may result in varying impacts and perspectives in determining sustainability priorities and strategies. To address this, TelkomGroup adopts a decentralized approach to sustainability management, where each subsidiary is entrusted with the mandate and accountability to integrate sustainability principles into its respective business and operational strategies, supported by an appropriate governance framework at the entity level. At the same time, Telkom ensures a consistent direction for the Group’s sustainability strategy through the establishment of ESG KPIs that serve as guidance for all entities in formulating and implementing sustainability initiatives that support the GoZero ambition. To ensure consistency in implementation and strengthen collaboration across the Group, TelkomGroup also organizes a sustainability coordination forum held on quarterly basis. This forum facilitates subsidiaries to discuss recent developments, priority alignment, and and sustainability initiatives best practices.

Figure 20. Telkomsel's ESG Framework

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Figure 21. Telin's ESG Framework

Figure 22. Mitratel ESG Framework

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Support for the Sustainable Development Goals

[GRI 2-22]

Telkom has identified seven Sustainable Development Goals (SDGs) as top priorities, where TelkomGroup can generate the most significant environmental and social impact. These priority SDGs are in line with our material topics and commitments. These priority SDGs align with Telkom’s material topics and commitments. Telkom actively collaborates with stakeholders to implement sustainability initiatives that contribute to achieving all 17 SDGs. In addition, through its Social and Environmental Responsibility (CSR) program, Telkom consistently expands its contributions toward achieving the SDGs in Indonesia. Detailed information on the implementation of Telkom’s CSR program can be found in the Save Our Planet section for environmental programs, Empower Our People for social initiatives, and Telkom’s 2025 Annual Report.

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Table 9. TelkomGroup's Support for Priority SDGs

*This initiative is non-exhaustive and is only intended to provide examples of initiatives carried out by TelkomGroup.

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Save Our Planet

TelkomGroup takes an active role in realizing a greener ecosystem through the implementation of sustainable business practices and responsible operational impact management. Focusing on climate, energy, and waste risk management is the cornerstone of maintaining business sustainability during changing environmental dynamics. Other aspects of environmental management, such as water management and biodiversity, are always managed in accordance with applicable regulations and standards.

Figure 23. Telkom Environmetal Aspect Management Framework

Climate Change and Energy Management

The telecommunications industry is facing growing challenges related to climate change. The sector’s reliance on energy-intensive infrastructure—such as network equipment and data centers—combined with increasing regulatory requirements and global standards for reducing GHG emissions, has heightened the urgency to transition toward low-carbon operations. At the same time, climate-related events also affect product resilience and service continuity, as demonstrated by the flooding incident in Sumatra. Therefore, strengthening operational resilience and integrating climate risk considerations into business strategies are essential to ensuring TelkomGroup’s long-term business sustainability.

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Management Approach

[GRI 3-3]

Climate Governance

Telkom’s climate governance structure is integrated into TelkomGroup’s Sustainability Governance framework, as stipulated in Company Regulation Number PD.704.00/r.00/HK290/DSC-M0200000/2025. The Sustainability Committee is responsible for overseeing and providing directions on climate-related goals, transition and adaptation plans, strategies, initiatives, targets, policies, performance monitoring, and reporting across TelkomGroup. In carrying out its roles and responsibilities, the Sustainability Committee coordinates with other committees under the Board of Commissioners and the Board of Directors, including the Corporate Social and Environmental Responsibility (TJSL) Committee, the Risk, Compliance, and Revenue Assurance Management Committee, the Audit Management Committee, and the Nomination and Remuneration Committee. The Climate Change & Energy Management Working Group supports the Sustainability Committee in implementing climate mitigation and adaptation initiatives across TelkomGroup.

Telkom has a Sustainability Function Unit that is responsible for developing climate management strategies and monitoring the performance of achieving TelkomGroup's climate targets through GHG emission metrics that are monitored periodically in accordance with company policies. To support effective sustainability management, Telkom also makes efforts to recruit and strengthen teams with adequate capabilities in management climate issues, as summarized in the performance table 16.

Climate Change Policy and Energy Management

Climate change and energy management policies are regulated in the sustainability governance policy established through the Board of Directors Regulation. These provisions are incorporated into the Standard Operating Procedures (SOPs), which regulate technical guidelines for the calculation and reporting of GHG emissions in TelkomGroup in accordance with international standards, such as ISO 14064-1 and GHG Protocol Corporate Accounting & Reporting Standard. In 2025, Telkom will evaluate and update the emission calculation POS by expanding the scope of the GHG emission inventory within the TelkomGroup.

Climate Change Management Framework

Climate change management at TelkomGroup is guided by four integrated actions—identify, assess, respond, and monitor—which form the basis for integrating climate considerations into the company’s business strategy.

Figure 24. Telkom Climate Change Management Framework

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Low-Carbon Transition

TelkomGroup's GHG Emissions Performance

[GRI 102-4, 102-5, 102-6, 102-7, 305-1, 305-2, 305-3]

The total GHG emissions of TelkomGroup (Market-based) in 2025 are 4,153,661.3 tCO₂e, consisting of 1% Scope 1 emissions, 52% Scope 2 emissions, and 47% Scope 3 emissions. There is an increase in emissions compared to the previous reporting year, particularly in Scope 3 emissions, due to the addition of calculation scopes covering categories 4, 7, 9, and 12. This step represents TelkomGroup's continuous improvement effort to strengthen GHG emissions management. The calculation methods, including limitations and assumptions, are presented in Appendix 7. Consistent with 2024, the 2025 GHG emissions are also validated by an independent party with the opinion presented in Appendix 11.

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Table 10. Summary of Greenhouse Gas Emissions Performance of TelkomGroup for Reporting Year 2025

* Restatement of information based on adjustments to data collection methodology

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Decarbonization Strategy

[OJK F.7, F.12] [GRI102-1, 102-4]

In 2025, TelkomGroup reached a strategic milestone in its transition toward low-carbon operations with the launch of its Climate Transition Plan. This document not only reaffirms TelkomGroup’s commitment to addressing climate change but also outlines the company’s transition plan toward achieving net zero emissions by 2060, along with the key strategies to support this ambition. Specifically, the Climate Transition Plan sets out TelkomGroup’s pathway toward low-carbon operations, targeting a 20% reduction in Scope 1 and Scope 2 emissions in the short term (2023–2030), 40% in the medium term (2040–2050), and the achievement of net zero emissions by 2060. The methodology, assumptions, and limitations used in setting these targets are presented in Appendix 8.

Figure 28. TelkomGroup's Transition Journey to Net Zero Emission 2060

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Note: The strategy to achieve net zero emissions also considers the use of RECs to reduce Scope 2 GHG emissions on a market-based approach

TelkomGroup has also identified six key decarbonization levers summarized in the Climate Transition Plan, including energy efficiency, electrification, renewable energy adoption, and the use of market-based instruments. These initiatives were selected based on TelkomGroup’s emissions profile—dominated by electricity consumption—while also considering the national energy transition agenda and the need to maintain service reliability.

As of 2025, there was an increase in Scope 1 and 2 (Market-based) emissions of 77,002.7 tCO₂e, equivalent to 3.7% compared to the 2023 base year. This aligns with the increased operational activities throughout the year and is a condition that had been anticipated, given that the new transition plan was prepared in the second half of 2025, so its implementation had not yet run optimally during this reporting period.

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Figure 29. TelkomGroup's Key Decarbonization Initiative

Energy Saving and Equipment Modernization

Telkom utilizes Internet of Things (IoT) technology by integrating sensors and actuators into the Integrated Smart Device for Advancing Energy Efficiency (iSave) platform as an energy-saving initiative. This platform allows monitoring and controlling the building's electrical energy consumption in real time, which is supported by the power consumption dashboard, people counting, and operational scheduling features. iSave has been implemented in several Telkom operational locations, including Jakarta Outer (former South Jakarta Region), Tangerang BSD Regional Region, Inner Jakarta (former West Jakarta Regional Police), Kebon Sirih 36 (former Central Jakarta Regional Police Department), Jakarta GMP, and Bandung GMP.

Gerakan Peduli Efisiensi Energi (GePEE)

[GRI 302-4]

Telkom utilizes Internet of Things (IoT) technology by integrating sensors and actuators into the Integrated Smart Device for Advancing Energy Efficiency (iSave) platform as an energy-saving initiative. This platform allows monitoring and controlling the building's electrical energy consumption in real time, which is supported by the power consumption dashboard, people counting, and operational scheduling features. iSave has been implemented in several Telkom operational locations, including Jakarta Outer (former South Jakarta Region), Tangerang BSD Regional Region, Inner Jakarta  (former West Jakarta Regional Police), Kebon Sirih 36 (former Central Jakarta Regional Police Department), Jakarta GMP, and Bandung GMP.

The implementation of Telkom's energy efficiency initiatives through the Energy Efficiency Care Movement (GePEE) has been running consistently since 2023.  The GePEE program collectively includes nine activities, with the three main activities as follows:

Cumulatively, the implementation of the GePEE program at Telkom offices in 2025 has succeeded in reducing national electricity costs by 0.5% or the equivalent of total electricity consumption of 9,480 GJ (2,238 tons of CO2e). This value is produced by converting the total electricity bill in 2025 into an estimated energy consumption (GJ) and calculating the emissions using Indonesia’s grid emission factors.

The investment value of TelkomGroup's energy saving initiatives this year reached IDR 18,346,158,626 (presented in the table Environmental Costs). This cost includes the procurement and refurbishment of environmentally friendly equipment, such as LED lights, refrigerants, batteries, and monitors that are more environmentally friendly. As a follow-up step in the energy efficiency initiative, Telkom plans to implement Autonomous Network (AN) by 2026 to extend energy efficiency to the grid level through data-driven management that is adaptive to traffic needs.

Electrification

TelkomGroup has consistently used Electric Vehicles (EVs) for operational vehicles and also participated in encouraging the EV use ecosystem through the installation of EV charging stations within TelkomGroup. By 2025, as many as 17% of total employee vehicles at Telkom will already use EVs. For operational support, Telkom rented 12 units of electric motorcycles and 12 units of EV charging to GSD. The use of EVs has also been implemented at the Subsidiary level, namely GSD, Telkom Infra, and Telkomsat. Cumulatively, the three entities, including EV units used by Telkom through a loan scheme from GSD, operate a total of 423 units of electric motorcycles to support operational activities. Telkomsat and GSD also contribute to the electric vehicle use ecosystem through the installation of EV charging stations at 16 points in their operational areas.

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Utilization of New and Renewable Energy

In 2025, TelkomGroup continued its transition toward renewable energy by installing solar PV power plants (Pembangkit Listrik Tenaga Surya/PLTS) and micro-hydropower plants (Pembangkit Listrik Tenaga Mikrohidro/PLTMH) at strategic operational assets. In this regard, Telkomsel installed 360 units of PLTS and 1 unit of PLTMH at its base transceiver station (BTS) sites. The total consumption of renewable energy reached 13,926 GJ. Going forward, TelkomGroup will continue to increase the use of new and renewable energy in line with the Climate Transition Plan that has been established.

Renewable Energy Certificates

Telkom and TDE purchased 45,407 Renewable Energy Certificates (RECs) sourced from hydroelectric power plants (Pembangkit Listrik Tenaga Air/PLTA) by 2025. Through this initiative, the companies support Scope 2 decarbonization efforts with the potential to reduce emissions by 42,425.7 tons of CO₂e per year.

Figure 31. Example of Renewable Energy Certificate

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Operational Resilience to Climate Change

[GRI 102-2]

The flash flood event in Sumatra at the end of 2025 is clear evidence of the increasing intensity of climate change, the impact of which is also felt by the telecommunications industry. In this regard, TelkomGroup itself has proactively identified climate-related risks and opportunities as well as analyzed the climate scenario based on the framework of the Task Force on Climate-related Financial Disclosures (TCFD) since 2023. This process will continue in 2025 to look at the financial impact of climate risks to provide insight into the company's resilience. The process, methods, results, limitations, and assumptions of climate risk assessment in full can be found in the 2023 Climate Risk Report.

Climate-related Risks and Opportunities

TelkomGroup has identified climate-related risks and opportunities for two categories, namely physical and transitional, which have the potential to have an impact on the company in the short (next 5 years), medium (5-15 years), and long term (more than 15 years). Information related to the methodology in determining climate-related risks and opportunities identified by TelkomGroup can be accessed in the Telkom Climate Risk Report 2023 and Telkomsel Sustainability Report 2024.

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Table 11. List of Risks and Opportunities related to TelkomGroup's Climate

To better understand how climate-related risks and opportunities may impact the company, TelkomGroup selects key risks and opportunities for further analysis. This process includes defining relevant time horizons, mapping the exposure of assets to identified risks and opportunities, determining appropriate response strategies, and assessing potential financial impacts. The selection process considers the relevance of policy developments and prevailing conditions that may affect TelkomGroup’s business, as well as the availability and readiness of internal processes.

Table 12. TelkomGroup's Climate-related Risk and Opportunity Analysis

Legend:

Climate Scenario Analysis

TelkomGroup has conducted a climate scenario analysis of two physical risks, namely extreme rain/flood and temperature rise, to determine the potential exposure to land and building assets in 2023, followed by an assessment of TelkomGroup's BTS assets in 2023 with the approach as shown in Figure 32. This analysis uses the Shared Socio-economic Pathways (SSP) – Sustainable Development (SSP1-2.6) and Fossil-fueled Development (SSP5-8.5) scenarios to see the conditions of climate change if the world achieves the Paris Agreement targets or limited climate action in 2030 and 2050. This process is further strengthened with follow-up analysis to map assets that are exposed to both physical climate hazards identified in high-emission scenarios and are in disaster-prone areas based on the multihazard index of the 2023 Indonesian Disaster Risk Index, according to the National Disaster Management Agency.

Figure 32. Climate Scenario Analysis Approach

The results of the climate scenario analysis in Figure 33 show the number and distribution of land and building assets in disaster-prone locations based on BNPB that are exposed to extreme rain/flood in 2030 and 2050. The highest number of exposed assets is consistently represented by assets on the islands of Java and Sumatra, followed by Sulawesi.

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Figure 33. Percentage of Land and Building Assets (Red) and BTS (Blue) Exposed to Extreme Rain and Temperature Rise in the SSP5-8.5 Scenario in 2030

Telkom also conducts an analysis of climate transition risks and opportunities, which include: 1) increased carbon prices, 2) the use of renewable energy, 3) increased energy and electricity costs, and 4) reputational impacts to meet stakeholder expectations. This analysis uses two reference scenarios, namely the NGFS Net Zero and Current Policy. This process is intended to identify a company's exposure based on the potential imposition of a carbon price on GHG emissions, the cost of solar panel investment, and the energy cost incurred by the company.

Through an analysis of transition risks in 2023, it is noted that Telkom's potential exposure to carbon costs will reach IDR 2.7 trillion by 2050 for the Net Zero NGFS scenario. The results of the analysis also estimate that there is a potential reduction in investment costs for solar panels to around IDR 140 billion in 2050 for the NGFS Net Zero scenario compared to 2030 (IDR 229 billion), due to the increasingly massive global efforts in the transition to a low-carbon economy. Meanwhile, energy costs, including electricity and fuel, are estimated to increase by 4.4 – 4.5% CAGR until 2050 based on the NGFS Net Zero scenario.

The results of this climate scenario analysis serve as the basis for strengthening climate transition and adaptation strategies in order to achieve operational resilience and business sustainability that can adapt to the dynamics and uncertainties caused by climate change, as outlined in Table 12.

Financial Impact Assessment

As part of ongoing efforts to understand climate risks and opportunities and to strengthen management strategies, Telkom conducted a financial impact assessment of climate risks that have a significant impact on the company's operational continuity in 2025, namely major flooding in Sumatra. This event required the company to write off some of the affected fixed assets and to procure new assets to restore services and business operations. In connection with this event, the company also incurred cleaning and recovery costs. Nevertheless, Telkom has comprehensive insurance coverage as part of its climate adaptation strategy, including protection for equipment and building assets against physical risks due to flooding in Sumatra.

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In response to the increasing frequency and intensity of extreme weather, Telkom is evaluating the adequacy of coverage and insurance costs for the coming period and strengthening its operational adaptation strategy. The company also maintains flexibility in managing financial and operational resources to ensure service resilience.

Towards Climate-Resilient Telecommunications Services

The integration of climate factors into the company's strategy is a key prerequisite for realizing telecommunications services that are resilient to climate change. Departing from these principles, the company systematically identifies, assesses, and manages climate-related risks and opportunities to ensure service sustainability, protect strategic assets, and maintain operational reliability amid the increasing intensity of extreme climate events.

With the implementation of climate-wise adaptation and operational efficiency strategies supported by a solid financial position and targeted resource allocation planning, the company assesses that the measures that have been and will be implemented are adequate to support the resilience of its business model and service continuity in the face of physical risks related to climate change until the next reporting period.

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Resource Management

As a telecommunications service provider, TelkomGroup's operations depend on network infrastructure and data centers that involve the use of resources that, in the business process, produce waste. Through measurable resource and waste management, Telkom strives to reduce operational impacts while creating long-term sustainability value for businesses, stakeholders, and the environment.

Management Approach

[GRI 3-3]

Resource Management Policy

Telkom establishes formal policies that guide resource and waste management through the Board of Directors Regulation on Sustainability Governance Practices. The company further operationalizes these policies through technical guidelines set out in the Environmental Management System Planning Procedure.

Telkom manages waste in full compliance with applicable regulations and internationally recognized environmental standards. This commitment is reinforced by the implementation of the ISO 14001:2015 Environmental Management System and the ISO 45001:2018 Occupational Health and Safety Management System, which the company obtained in 2025.

TelkomGroup anchors its core operations in management and sustainability principles. The Group demonstrates its commitment to a circular economy through integrated e-waste management, comprehensive digitalization, and systematic office waste segregation. As presented in Table 13, these initiatives reflect the Group’s ongoing performance. Going forward, Telkom will continue to strengthen its waste management practices in alignment with evolving regulatory requirements and industry benchmarks. [OJK F.14]

TelkomGroup's Waste Management Performance

[OJK F.13] [GRI 306-3]

In its business processes, TelkomGroup generates waste, both hazardous and non-hazardous. The majority of TelkomGroup's hazardous waste comes from electronic waste, while non-hazardous waste refers to office domestic waste. In 2025, the amount of waste generated by TelkomGroup was 41,157.5 tons. The increase in hazardous waste in 2024 was influenced by the start of hazardous waste data collection by TIF. Meanwhile, the decrease in waste production in 2025 was influenced by adjustments to the scope of non-hazardous waste data collection by GSD. In addition, the company carried out a restatement of the 2023 and 2024 data, identified through the process of data review and verification.

Table 13. Waste Management Performance**

E-waste Management

As an initial step in e-waste management, TelkomGroup segregates electronic waste—primarily generated from obsolete and unused devices—from non-electronic waste streams. In 2025, Mitratel, TDE, and GSD implemented e-waste management programs across 18 operational locations. In addition, several subsidiaries, including TIF, actively promote the reuse of electronic waste. As of 2025, TIF successfully diverted 166.9 tons of fiber optic cable waste from final disposal, equivalent to approximately 73% of the total cable waste managed. This figure is obtained from a comparison between the amount of cable waste that has been and can be reused, and the total cable waste collected by TIF.

PINS and Telkomsel manage the end-of-life of information technology hardware products, such as computers, servers, and routers that are classified as Customer Premises Equipment (CPE). The collected CPE devices will be classified based on the condition and handling needs, including refurbished devices that are ready to be reused, devices that can be used as operational backups, devices that are transferred to third parties, and devices that are no longer suitable for use and will be written off. In addition, Telkomsel has implemented modem waste management. In 2025, a total of 122,193 units of Network Terminal Equipment (NTE)/Customer Premises Equipment (CPE) devices, including Optical Network Terminals (ONT) and Set Top Boxes (STB), were repaired or reused.

Reducing Paper Use through Digitalization

Telkom implements a policy of utilizing digital technology in the management and distribution of information through various online platforms, including digital service memorandums, virtual meetings, document sharing systems, online-based surveys, and information technology-based human resource services. This implementation is aimed at encouraging the acceleration of digitalization while reducing the use of paper in operational activities. In addition, a paperless system is also applied in the process of delivering bills to customers. Similar practices are also implemented by Telkom's subsidiaries. In 2025, Telkom Infra successfully reduced its corporate paper consumption by 35%.

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Other Environmental Management

Water Management

[OJK F.8]

TelkomGroup realizes the importance of water resource management as part of efforts to manage potential water scarcity risks. As an initial identification of these potential risks, Telkom assessed the level of water stress in the STO area using the AQUEDUCT Tool developed by the World Resources Institute (WRI). Based on the results of the assessment, around 12.9% of Telkom's STO areas are in the category of extremely high-water stress, while the other 29.9% are in the category of high-water stress. These findings are the basis for TelkomGroup to conduct further risk analysis on its subsidiaries and water suppliers, as well as the first step in the preparation of more comprehensive water management targets and strategies in the future.

To meet water supply needs, most entities in TelkomGroup supply water from a third party, namely the Perusahaan Daerah Air Minum (PDAM). In 2025, the company’s total water withdrawal amounted to 3,728 ML, calculated based on the conversion of PDAM's water consumption bill. An increase in water consumption compared to 2024 was observed, mainly driven by the expansion of the reporting scope in 2025. This year includes Subsidiary entities that were previously not covered, especially Subsidiaries with their own building assets, such as Telkom Metra, Telin, Telkom Akses, and TIF. In addition, the company restated the data for 2023 and 2024 in line with adjustments to the data collection methodology. [SASB TC-SI-130a.2, TC-IM-130a.2]

Figure 35. TelkomGroup's Water Withdrawal Trend

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Wastewater Management

[OJK F.14]

In line with water resource management efforts, GSD, as the building asset management of TelkomGroup's, ensures that all operational buildings are equipped with Sewage Treatment Plant (STP) facilities. The process of managing liquid waste goes through several stages, such as filtration and settling. The use of this technology is aimed at monitoring the quality of liquid waste that is disposed of back into municipal sewers or recycled more safely and does not contain grey water and black water.

The output standard for liquid waste managed by STP TelkomGroup refers to the Ministry of Environment and Forestry No. 68 of 2016. Until 2025, STP facilities had operated in several TelkomGroup buildings, including Graha Merah Putih (GMP) Pekanbaru, Telkomsel Telecommunication Centre (TTC) Pekanbaru II, East North Sumatra Regional Area, Graha Sigma, West Jakarta Regional Area, West Jakarta OPMC and North Jakarta, Graha GSD, Multimedia Tower, Telkom Landmark Tower (TLT) Jakarta, GMP Bubat, TTC Solo Baru, GMP Pahlawan, and TLT Manyar.

Biodiversity Conservation

[OJK F.9, OJK F.10]

As part of its environmental stewardship, TelkomGroup actively contributes to biodiversity conservation, despite not having operational areas directly in the conservation zones. Our proactive management is further reflected in the absence of public complaints related to environmental issues in 2025. Consequently, there were no environmental grievances requiring mediation or resolution during this period. [OJK F.16]

Through pentahelix collaboration with institutions, communities, subsidiaries, media, and educational institutions, Telkom, through the Social Responsibility Center (SRC) Function Unit, implements a biodiversity conservation program that focuses on sustainable reforestation and greening with environmental education and active community participation. In 2025, Telkom’s environmental programs encompassed both terrestrial and marine ecosystem conservation, including mangrove planting and coral reef rehabilitation, to mobilize local communities to reduce the potential for carbon emissions and build the economy of local communities. This collaborative approach supports carbon sequestration, environmental conservation, and strengthening socio-economic impacts with SROI 1:6.29.

Figure 37. Telkom Reforestation and Conservation Framework

In 2025, a total of 80,800 trees were planted across a cumulative land area of 8.1 hectares, in collaboration with local communities within Telkom's Hutan Binaan Digital owned by villages spread across Bojong and Jayabakti Villages, Garut Regency, Plumbon Village, Karanganyar Regency, Tlogolele Village, Boyolali Regency, Bissoloro Gowa Regency, Panyutran Village, Pangandaran Regency, and Waluran Mandiri Village, Sukabumi Regency.

The trees planted are avocado (Persea americana), palm (Arenga pinnata), durian (Durio zibethinus L.), mahogany (Swietenia mahagoni), petai (Parkia speciosa), guava (Psidium guajava), sonokeling (Dalbergia latifolia), rasamala (Altingia excelsa), pine (Pinus merkusii), and manglid (Maleglietia glauca Bl). Based on the results of monitoring since 2022, the survival rate of plants planted by Telkom is recorded at around 70%. Furthermore, Telkom developed a WebGIS (Web Geographic Information System)-based spatial visualization to monitor the area of conservation areas and the distribution of tree planting locations in an integrated manner. This WebGIS technology can be accessed publicly through the Telkom Green Digital website.

In addition to increasing the carrying capacity of the terrestrial ecosystem, Telkom is also taking a role in similar initiatives for marine ecosystems. In 2025, Telkom and its subsidiaries—including Sigma, Telkomsel, and Telkom

Akses—carried out a collective effort to plant 110,042 mangrove trees (Rhizophora mucronata) and seagrass (Thalassia hemprichii). Telkom also continues to transplant 760 substrates of coral reefs (Acropora sp and Porites sp). This initiative is carried out on various coasts of Indonesia, some of which are the Cipatujah and Cikalong Coasts of Tasikmalaya Regency, Tarakan, North Kalimantan, Tanjung Boleng NTT, Glagah Beach of Demak Regency, and Wringinputih Coast of Banyuwangi.

To ensure the program continuity of mangrove ecosystems planting, Telkom actively engages various stakeholders in ongoing maintenance efforts. In North Sumatra, Telkom collaborates with local community groups, including Baitulmaal Muamalat (BMM) and the Tanjung Rejo mangrove Group, to support mangrove monitoring activities. Similarly, for the coral reef transplantation program in Lanjukang, Telkom partners with the Gusung Tallasa Community (Gustalkom) and Hasanuddin University to conduct periodic monitoring.

Furthermore, in collaboration with Telkom University, Telkom conducts carbon stock assessments as part of the Hutan Binaan Digital program and mangrove restoration initiatives. These assessments aim to generate comprehensive estimations of carbon stocks to support the evaluation of environmental impacts. Telkom performs carbon stock calculations in accordance with SNI 7725:2019, covering five carbon pools: aboveground biomass, belowground biomass, necromass, litter, and soil carbon reserves in both mineral and mangrove ecosystems. Going forward, Telkom will continue to expand mangrove planting and reforestation initiatives, while also pursuing verification of carbon offset programs as part of its ongoing commitment to biodiversity conservation.

Table 14. Ecosystem Carbon Stocks of Telkom's Reforestation and Conservation Program

*The year 2023 is a pilot measurement of carbon stocks, and the data only represents the carbon pools at above ground carbon stock.

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Environmental Costs

[OJK F.4]

Telkom and its subsidiaries continued to consistently allocate resources in 2025 to support environmental programs and initiatives. The costs were directed toward the implementation of environmental-related programs, including energy efficiency efforts and other environmental initiatives. In 2025, the cost of energy efficiency programs decreased in line with operational optimization focused on maintenance and repairs, and expenditure control direction. Meanwhile, the cost of environmental initiatives increased by 48%, driven by the strengthening of the mangrove planting program as part of the company's CSR priorities and targets, as well as the addition of initiatives in the form of the purchase of Renewable Energy Certificates (REC). Details of the environmental costs incurred by TelkomGroup in the last 3 years are presented in Table 15.

Table 15. TelkomGroup Environmental Costs for 2023-2025 (in Rupiah)

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Environmental Performance

Table 16. Number of Employee Recruitment to Manage Climate Change in TelkomGroup

[GRI 102-3]

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Table 17. GHG and Energy Emission Performance

[OJK F.6, F.11] [GRI 102-5, 102-6, 102-7, 102-8, 302-1, 302-3, 302-4, 305-1, 305-2, 305-3, 305-4]