Violation of Regulations Risks Related to Development of New Businesses

290 PT Telkom Indonesia Persero Tbk

d. Code of Ethics

Behaviour of Directors and Management that are not commendable may potentially tarnish the reputation of Telkom or result in losses for us. The behaviour of Directors and Management that are not commendable, namely, among others, conlict of interest with Telkom, or provide a misleading information to the public. Telkom has also developed a working mechanism between the Audit Committee by Internal Audit and Investigation Committee, including protocols with Telkomsel to follow up on complaints received. In addition, the whistleblower program has also been socialized and has been understood by employees. CHART OF HANDLING COMPLAINTS OF TELKOM AND ITS SUBSIDIARIES Agreement of Follow Up Letter of President Director to Subsidiary Cc. 1. President Director of Telkom 2. Audit Committee 3. Subsidiary IA Substance Evaluation TPTA Combined UBIS Follow Up TPTA Subsidiary Note of TL Note of TL Documentation Archives Follow Up TL Combined? End INVESTIGATION PROCESS WHISTLEBLOWING AND FOLLOW UP A udit C ommitt ee Pr esident Dir ect or UBIS In v es tiga tion C ommitt ee Subsidiary HR Expert TPTA? TPTA Report The Audit Report Follow Up Report Team Combined? Investigation by Subsidiary Letter of Answers Subsidiary Discussion Follow Up? Subsidiaries? Investigation Team Case Review The Appointment of Expert The Result of Investigation Follow Up Report TPTA Report Need Expert? The Investigation yes yes yes yes yes Cc yes No No No No No No CONSISTENCY OF GCG IMPLEMENTATION In our environment, understanding of GCG continues to improve as in line with the experience and lessons learned for managing GCG. We believe that GCG is a dynamic system and from time to time should be strengthened and updated to conform with the changes of business and business environment. By continuously updated, the GCG implementation is expected to contribute signiicantly to support the growth of the business and not the other way, which is considered as an impediment to organizational agility. GCG implementation is integrated with compliance management, risk management and internal control. This practice requires us to be able to manage GCG to be in line with business performance management. The implementation of risk management was not easy and takes time to master the competencies, gain accuracy in recognizing the risk of the industry and the organization, and be able to make a risk culture as part of the culture of the employees. Eventually, by dint of seriousness, consistency and patience of management, obtained results of the current risk management which has given a new color and contribute positively to the process of planning, decision-making and strengthening the implementation of GCG in Telkom Group. Some major activities that maintained the consistency of its application to support GCG practices which in line with business management are includes: yes