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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 behalf by the undersigned, thereunto duly authorized.

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DISCLAIMER

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

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

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

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

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Telkom stakeholders can submit questions and suggestions to:

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Corporate Secretary

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PT Telkom Indonesia (Persero) Tbk

The Telkom Hub, Telkom Landmark Tower 36^th Floor

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

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THEME

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Reinventing the Core to Shape Indonesia’s Digital Future

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

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

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

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TELKOM HIGHLIGHTS

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TELKOM TRANSFORMATION 2030

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

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

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

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TELKOM TRANSFORMATION STRATEGY

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

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

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

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

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TELKOM TRANSFORMATION PILLARS

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

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TELKOM PROFILE AND SUBSIDIARIES

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TELKOM PROFILE

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SUBSIDIARY PROFILES

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As the largest telecommunications company in Indonesia, Telkom has:

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Subsidiaries with direct ownership and actively operating:

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Remarks:

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

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PRODUCTS AND CUSTOMERS

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

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OPERATIONAL AREAS AND SERVICES

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KEY FINANCIAL HIGHLIGHTS

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CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

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Remarks:

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CONSOLIDATED STATEMENTS OF FINANCIAL POSITION (BALANCE SHEETS)

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Remark:

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CAPITAL EXPENDITURES

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CONSOLIDATED FINANCIAL AND OPERATIONAL RATIOS

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Remarks:

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SUSTAINABILITY HIGHLIGHTS

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ECONOMIC PERFORMANCE

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ENVIRONMENTAL PERFORMANCE – SAVE OUR PLANET

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SOCIAL PERFORMANCE – EMPOWER OUR PEOPLE

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*Based on the categorization by Bain & Company

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GOVERNANCE PERFORMANCE – ELEVATE OUR BUSINESS

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STOCK INFORMATION

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TELKOM’S STOCK INFORMATION AT IDX

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Source: Bloomberg

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

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TELKOM’S AMERICAN DEPOSITORY SHARES (ADS) INFORMATION AT NYSE

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Source: Bloomberg

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

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CORPORATE ACTION INFORMATION REGARDING STOCKS

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

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INFORMATION ON OBLIGATIONS, SUKUK OR CONVERTIBLE BONDS

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KEY EVENTS IN 2025

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“TELKOM INDONESIA ACCELERATES DIGITAL TRANSFORMATION FOR A MORE ADVANCED INDONESIA”

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

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AWARDS AND ACHIEVEMENTS

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MANAGEMENT REPORTS

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REPORT OF THE BOARD OF COMMISSIONERS

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Honorable Stakeholders,

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

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

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MACROECONOMIC AND INDUSTRY OVERVIEW

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

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

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

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

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

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ASSESSMENT OF THE BOARD OF DIRECTORS’ PERFORMANCE IN COMPANY MANAGEMENT

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

operating environment.

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

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

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

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

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

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

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

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

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

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MECHANISM FOR ADVISING THE BOARD OF DIRECTORS

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

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

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

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ASSESSMENT OF THE PERFORMANCE OF COMMITTEES UNDER THE BOARD OF COMMISSIONERS

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

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

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

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

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VIEW ON THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE

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

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

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

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VIEW ON BUSINESS PROSPECTS

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

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

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

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

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

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APPRECIATION TO STAKEHOLDERS AND CLOSING REMARKS

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

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

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

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

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

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Jakarta, May 12, 2026

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On Behalf of the Board of Commissioners

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/s/ Angga Raka Prabowo

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Angga Raka Prabowo

President Commissioner/Independent Commissioner

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REPORT OF THE BOARD OF DIRECTORS

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To Our Esteemed Shareholders, Board of Commissioners, and all stakeholders,

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

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ECONOMIC AND INDUSTRY OVERVIEW

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

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

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TLKM 30 BUSINESS TRANSFORMATION

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

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

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

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

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

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

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

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

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

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STRATEGY FORMULATION AND THE ROLE OF THE BOARD OF DIRECTORS

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

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

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

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

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

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IMPLEMENTATION OF CORPORATE STRATEGY

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

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

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PERFORMANCE ACHIEVEMENT AGAINST TARGETS IN 2025

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

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

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

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

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

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

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

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

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

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DIGITAL INFRASTRUCTURE STRENGTHENING AND CORPORATE ACTIONS

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

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

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

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

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

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CHALLENGES AND MITIGATION EFFORTS

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

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

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

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

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

technologies remained a persistent structural pressure on the telecommunications industry.

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

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

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

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

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

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CORPORATE GOVERNANCE

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

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

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

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

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

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CHANGES IN THE COMPOSITION OF THE BOARD OF DIRECTORS

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

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

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

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

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

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

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

• President Director: Dian Siswarini

• Director of Enterprise and Business Service: Veranita Yosephine

• Director of Human Capital Management: Willy Saelan

• Director of IT Digital: Faizal Rochmad Djoemadi

• Director of Finance and Risk Management: Arthur Angelo Syailendra

• Director of Legal & Compliance: Andy Kelana

• Director of Network: Nanang Hendarno

• Director of Strategic Business Development & Portfolio: Seno Soemadji

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

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BUSINESS OUTLOOK FOR 2026

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

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

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CLOSING REMARKS

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

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Jakarta, May 12, 2026

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On behalf of the Board of Directors,

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/s/ Dian Siswarini

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Dian Siswarini

President Director

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STATEMENT OF THE MEMBER OF BOARD OF COMMISSIONERS
REGARDING WITH RESPONSIBILITY FOR

PT TELKOM INDONESIA (PERSERO) TBK 2025 ANNUAL REPORT

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We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk

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

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

This statement is made in all truthfulness.

Jakarta, May 12, 2026

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STATEMENT OF THE MEMBER OF BOARD OF DIRECTORS
REGARDING WITH RESPONSIBILITY FOR
PT TELKOM INDONESIA (PERSERO) TBK 2025 ANNUAL REPORT

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We the undersigned hereby declare that all the information in the PT Telkom Indonesia (Persero) Tbk

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

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

This statement is made in all truthfulness.

Jakarta, May 12, 2026

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ABOUT TELKOM

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PURPOSE, VISION, MISSION, AND STRATEGY

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PURPOSE

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

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VISION

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

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MISSION

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STRATEGIC FOCUS 2025

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

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CORPORATE CULTURE AND VALUES

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

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

Thus, TelkomGroup culture encompasses:

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

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CORPORATE CULTURE ACTUALIZATION PROGRAM

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

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

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

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IMPACTFUL DIGITAL CULTURAL REVITALIZATION

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

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

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

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CORPORATE CULTURE EVALUATION

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

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

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

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TELKOM MILESTONE AND COMPANY NAME CHANGES

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

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

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BUSINESS ACTIVITIES

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BUSINESS ACTIVITIES BASED ON TELKOM’S ARTICLES OF ASSOCIATION

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

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Principal Business Activities

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Supporting Business Activities

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

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PORTFOLIO PRODUCT AND/OR SERVICE

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Telkom has a portfolio of products and services in various business segments in accordance with digital transformation strategy and development of telecommunications industry, which is described as follows:

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TELKOM ORGANIZATIONAL STRUCTURE

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

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LIST OF INDUSTRY ASSOCIATION MEMBERSHIPS

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BOARD OF COMMISSIONERS’ PROFILES

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MEMBERS OF THE BOARD OF COMMISSIONERS AS OF DECEMBER 31, 2025

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Angga Raka Prabowo

President Commissioner

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Deswandhy Agusman

Independent Commissioner

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Ira Noviarti

Independent Commissioner

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Rofikoh Rokhim

Independent Commissioner

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Ossy Dermawan

Commissioner

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Rionald Silaban

Commissioner

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Silmy Karim

Commissioner

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Rizal Malarangeng

Commissioner

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