THE ASEAN CORPORATE GOVERNANCE SCORECARD Five areas of the OECD Principles : PART E RESPONSIBILITIES OF THE BOARD BAGIAN E TANGGUNG JAWAB DEWAN

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THE ASEAN CORPORATE GOVERNANCE SCORECARD Five areas of the OECD Principles :

(ASEAN Capital Markets Forum) Implementation Plan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN

Clearly defined board responsibilities and corporate governance policy Secara jelas mendefinisikan papan tanggung jawab dan kebijakan tata kelola perusahaan

E.1.1

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Are the role and responsibilities of the board of directors /commissioners clearly stated?

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KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

DISCLOSURE (PENGUNGKAPAN)

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. In Annual Report on page 156-159:

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report page 156-159

Board of Commissioners Scope and Responsibility of the Board of Commissioners The BoC is collectively accountable to the shareholders and has the authority to supervise and provide advice to the BoD Telkom‟s BoC has the following authority and responsibilities: a. To supervise the BoD‟s management of our Company, including planning and development, operations and budgeting, in compliance with our Articles of Association and to carry out the mandate and resolutions of the AGMS and EGMS. The BoC does not have the authority to run or manage the Company, except in the exceptional situation of all members of the BoD having been suspended for any reason. b.To provide advice and opinions to the AGMS regarding the financial reporting, business development, appointment of auditors, and other important and strategic matters related to corporate actions. .c. Evaluating corporate work plans and budgets, monitoring the Draft ver : 00/00

Guiding Reference

OECD Principle VI: The Responsibilities of the Board (D) The board should fulfil certain key functions, including: 1. Reviewing and guiding corporate strategy, major plans of action, risk policy, annual budgets and business plans; setting performance objectives; monitoring implementation and corporate performance; and overseeing major capital expenditures, acquisitions and divestitures. 2.Monitoring the effectiveness of the company’s governance practices and making changes as needed. 3.Selecting, compensating, monitoring and, when necessary, replacing key executives and

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN overseeing succession planning. 4.Aligning key executive and board remuneration with the longer term interests of the company and its shareholders. 5. Ensuring a formal and transparent board nomination and election process. 6. Monitoring and managing potential conflicts of interest of management, board members and shareholders, including misuse of corporate assets and abuse in related-party transactions. 7. Ensuring the integrity of the corporation’s accounting and financial reporting systems, including the independent audit, and that appropriate systems of control are in place, in particular, systems for risk management, financial and operational control, and compliance with the law and relevant standards.

development of the Company, and coordinating with the Board of Directors if there are any indications that the Company is in trouble so that the Directors can immediately inform the shareholders and make recommendations on the remedial measures that need to be taken; and d. To ensure that our corporate governance program is properly applied and maintained according to the applicable regulations. The BoC is assisted by a BoC Secretary as well as the following committees:a. Audit Committee; Scope and Responsibility of the Board of Directors Subject to the Company‟s Articles of Association, the primary responsibility of Telkom‟s BoD is to lead and manage our operations and control and manage our assets under the supervision of the BoC.The BoD also has the right to act for and on behalf of the Company inside or outside a Court of Law, on any matter and for any event, with another party. 1.President Director Scope and responsibility: To lead and manage the Company in line with Company‟s goals and objectives; To improve the Company‟s efficiency and effectiveness; To maintain and manage the Company‟s assets; and

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Yes

No

To take responsibility for management and ownership, including agreements with third parties. 2.Director of Finance Scope and responsibility: To implement corporate functions related to the Finance Directorate; and Responsible for carrying out a centralized financial function, including managing financial operations in all business units through the financial center and assuring control in all of investments in subsidiary companies.

8. Overseeing the process of disclosure and communications. Yes

No

3.Director of Human Capital & General Affair Scope and responsibility: To manage the Directorate of Human Capital and General Affairs; and Responsible for carrying out a central role in managing human resources in all business units through the Human Resources Center and assuring control in other units of Corporate Services, Support Services and Enterprise Service that includes: Human Resources Center (“HR Center”), Human Resources Assessment Service (“HRAS”), Learning Center (“LC”), Management Consultant Center (“MCC”), Community Development Center, (“CDC”), pension funds and institutions.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN 4.Director of Network & Solution Scope and responsibility: To manage operations and carry out infrastructure management and services in the area of network and solutions; and To manage other business units including the Telecommunications Infrastructure Division, Access Division and ancillary services such as the Maintenance Service Center (“MSC”). 5. Director of Consumer Scope and responsibility: To carry out the management function of providing delivery channels and customer service for the consumer business; and To manage delivery channels and customer service for business, including other units such as the Telkom Flexi Division (“DTF”), Consumer Service Division (“DCS”). 6. Director of Enterprise & Wholesale Scope and responsibility: To implement the management function in the area of delivery channels and customer service for the Directorate of Enterprise and Wholesale; and To implement delivery channels and customer service for corporate and wholesale business, which include units such as the Enterprise Service Division (“DIVES”),

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Business Service Division (“DBS”), and Carrier and Interconnection Services Division (“CIS”). 7.Director of Compliance & Risk Management Scope and responsibility: To manage compliance, legal and risk management in the Directorate of Compliance and Risk Management; and • To manage the Company‟s Legal & Compliance;Risk Management and Business Effectiveness; Security & Safety; and Supply Planning & Control functions, as well as controlling the Supply Center operational unit 8. Director of IT, Solution and Strategic Portfolio Scope and responsibility: • Responsible of IT Strategy & Policy; Service Strategy & Tariffs and the Strategic Investment & Corporate Planning; •To manage the Information Service and Multimedia Division (“DMM”); and •To manage ancillary services of the Research & Development Center (“RDC”).

Apakah peran dan tanggung jawab dewan direksi / komisaris dinyatakan dengan jelas?

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Dalam Laporan Tahunan hal 156159: Dewan Komisaris Lingkup dan Tanggung Jawab Dewan Komisaris: Dewan Komisaris bertanggung jawab secara kolektif kepada pemegang saham dan memiliki kewajiban untuk

www.telkom.co.id & Laporan Tahunan hal 156-159

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN melakukan pengawasan serta memberikan nasehat kepada Direksi. Dewan Komisaris Telkom memiliki wewenang dan tanggung jawab sebagai berikut: a. Melakukan pengawasan terhadap pengelolaan Perusahaan yang dijalankan oleh Direksi, termasuk perencanaan dan pengembangan, operasi dan anggaran, sesuai dengan kepatuhan terhadap Anggaran Dasar Perusahaan dan pelaksanaan mandat dan keputusan RUPST dan RUPSLB. Dewan Komisaris tidak berwenang untuk menjalankan maupun mengelola Perusahaan, kecuali dalam situasi apabila seluruh anggota Direksi diberhentikan sementara karena suatu sebab; b.Memberikan saran dan pendapat RUPST mengenai pelaporan keuangan tahunan, rencana pengembangan Perusahaan, penunjukan kantor akuntan public sebagai auditor dan hal-hal penting serta strategis lainnya terkait dengan aksi korporasi Perusahaan; c. Melakukan evaluasi atas rencana kerja dan anggaran Perusahaan, mengikuti perkembangan Perusahaan, dan melakukan koordinasi dengan pihak Direksi jika ada gejala yang menunjukkan Perusahaan sedang dalam masalah sehingga Direksi dapat segera mengumumkannya kepada para pemegang saham dan memberikan rekomendasi untuk langkah-langkah perbaikan yang harus ditempuh; dan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN d.Memastikan program pelaksanaan Tata Kelola Perusahaan telah diterapkan dan terpelihara dengan baik sesuai peraturan yang berlaku. Direksi Lingkup dan Tanggung Jawab Direksi Berdasarkan Anggaran Dasar Perusahaan, tanggung jawab utama Direksi Telkom adalah memimpin dan mengelola operasional Perusahaan serta mengendalikan dan mengelola aset-aset Telkom dengan pengawasan dari Dewan Komisaris.Direksi juga berhak untuk mengambil tindakan untuk dan atas nama Perusahaan baik di dalam maupun di luar pengadilan atas hal atau kejadian apapun, dengan pihak lain. 1.Direktur Utama Lingkup dan tanggung Jawab: • Memimpin dan mengelola Perusahaan sejalan dengan tujuan dan target Perusahaan; • Memperbaiki tingkat efisiensi dan efektivitas Perusahaan; • Mempertahankan dan mengelola, serta menjaga aset-aset Perusahaan; dan • Bertanggung jawab terhadap anajemen dan kepemilikan, termasuk kesepakatan dengan pihak ketiga. 2.Direktur Keuangan Lingkup dan tanggung Jawab: • Menerapkan fungsi korporasi terkait dengan .Direktorat Keuangan; dan • Bertanggung jawab melaksanakan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN fungsi keuangan terpusat, termasuk mengelola fungsi operasi keuangan di seluruh unit usaha perusahaan, melalui finance billing and collection center, serta memastikan pengendalian seluruh kegiatan investasi Anak Perusahaan. 3.Direktur Human Capital & General Affair Lingkup dan tanggung Jawab: • Mengelola Direktorat Human Capital & General Affair; dan • Mengelola sumber daya manusia di seluruh unit usaha melalui Human Resources Center dan memastikan pengendalian di unit usaha lainnya dari Corporate Services, Support Services serta Enterprise Service, termasuk Human Resources Center (“HR Center”), Human Resources Assessment Service (“HRAS”), Learning Center (“LEC”), Management Consultant Center (“MCC”), Community Development Center (“CDC”) dan dana 8ariff8 serta lembaga lainnya. 4.Direktur Network & Solution Lingkup dan tanggung Jawab: • Mengelola operasional dan mengelola infrastruktur dan layanan di 8ariff jaringan dan solusi; dan • Mengelola unit usaha lain, termasuk Divisi Infratel, Divisi Access (”DIVA”) dan layanan pendukung seperti Maintenance Service Center (“MSC”). 5.Direktur Konsumer

Lingkup dan tanggung Jawab: • Melaksanakan fungsi manajemen penyediaan delivery channels dan

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Yes

No

layanan konsumen bagi bisnis 9ariff9r; dan Mengelola delivery channel dan layanan konsumen bagi bisnis, termasuk unit lain seperti Divisi Telkom Flexi (“DTF”), Divisi Consumer Service (”DCS”). 6.Direktur Enterprise & Wholesale Lingkup dan tanggung Jawab: • Menerapkan fungsi manajemen di sector delivery channel dan layanan konsumen di Direktorat Enterprise dan Wholesale; dan • Melaksanakan delivery channel dan layanan konsumen untuk korporasi dan bisnis wholesale, yang termasuk unit-unit seperti Divisi Enterprise Service (“DIVES”). Divisi Business Service (“DBS”), dan Divisi Carrier and Interconnection Services (“CIS”).

Yes

No

7.Direktur Compliance & Risk

Management Lingkup dan tanggung Jawab: • Mengelola kepatuhan, pelaksanaan 9arif dan manajemen risiko di Direktorat Compliance & Risk Management; dan • Mengelola unit Legal & Compliance, Manajemen Risiko Perusahaan, dan Business Effectiveness, Security & Safety dan Supply Planning & Control serta pengendalian operasi unit Supply Center. 8.Direktur IT Solution & Strategic

Portofolio Lingkup dan tanggung Jawab:

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN • Bertanggung jawab terhadap strategi kebijakan TI, strategi dan 10ariff, strategi investasi dan perencanaan perusahaan; • Mengelola Information Service Center, Supply Center dan Divisi Multimedia; dan • Mengelola layanan pendukung Research & Development Center (“RDC”).

E.1.2

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Are the types of decisions requiring board of directors/commissioners' approval disclosed?

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In Annual Report 0n page 159-160 Determination of the Board of Directors’ Performance, Salary and Allowances The Board of Directors‟ performance is measured by effective, comprehensive, and periodic performance evaluations that are reevaluated every quarter pursuant to Board of Commissioners‟ Decree No.01/KEP/DK/2010/RHS dated January 21, 2010, which states that such performance assessments consist of three key indicators: financial, internal business process and learning & growth.Each Director is entitled to a remuneration consisting of a monthly salary and other allowances (including some pension benefits).Directors also receive an annual bonus based on our business performance and achievements, which amount is determined by shareholders at our AGMS. The bonus and incentive are budgeted every year based on recommendations of the Directors and confirmation from the BoC before being considered by shareholders at an AGMS. • Salary The Nomination and Remuneration Committee is responsible for

www.telkom.co.id & Annual Report 159-160

OECD Principle VI (D)

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN formulating the Directors‟ salaries, which is further discussed in a joint meeting of the BoD and BoC for approval. The reviewed and agreed formula is then submitted to the AGMS for consideration and approval. • Determination of the Board of Directors‟ Salary,Allowances and Facilities A decision of the AGMS held on May 9, 2003, authorized the BoC to determine the amount of allowances and facilities for the Directors with reference to the review of an independent consultant. After the results of the independent review were discussed and agreed by the BoC and BoD, the BoC determined that a new formula would come into effect on January 1, 2003, the allowances and salaries for the Directors determined by BoC were then reported to Dwiwarna shareholders at AGMS on July 30, 2005. The determined allowances and facilities for the Directors were valid as of fiscal year of 2003 and were to be resubmitted for fiscal year of 2010.In compliance with prevailing regulations, the remuneration, allowances and facilities for the members of the Board of Directors are reported to the capital market authorities and the Dwiwarna Shareholder.

Apakah jenis-jenis keputusan yang memerlukan persetujuan direksi komisaris diungkapkan?

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Dalam Laporan Tahunannhal 159160: Penentuan Kinerja, Gaji dan

www.telkom.co.id & Laporan Tahunan hal 159-160 Draft ver : 00/00

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Tunjangan Direksi Pengukuran kinerja Direksi Perseroan mengacu pada evaluasi kinerja yang efektif yang dilakukan secara komprehensif, berjenjang dan dievaluasi secara berkala setiap triwulan erdasarkan Keputusan Dewan Komisaris No.01/ KEP/ DK /2010/RHS tanggal 21 Januari 2010, dimana penilaian kinerja tersebut terdiri dari 3 (tiga) indikator utama yaitu financial,internal business process dan learning & growth. Setiap Direktur berhak atas remunerasi yang terdiri dari gaji bulanan dan tunjangan lain (termasuk tunjangan pensiun). Di samping itu Direktur juga mendapatkan bagian tantiem tahunan atas kinerja dan pencapaian perusahaan yang besarannya ditentukan oleh pemegang saham dalam RUPST. Bonus dan insentif dianggarkan setiap tahun berdasarkan rekomendasi Direksi dengan persetujuan dari Dewan Komisaris sebelum diusulkan kepada pemegang saham dalam forum RUPST Gaji Komite Nominasi dan Remunerasi bertanggung jawab membuat formula gaji Direksi. Formula yang selanjutnya akan dibahas dalam rapat gabungan antara Direksi dan Dewan Komisaris untuk mendapatkan persetujuan. Formula yang telah ditelaah oleh Komite Nominasi dan Remunerasi dan disetujui oleh rapat gabungan Direksi dan Dewan Komisaris tersebut kemudian diajukan kepada RUPST

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN untuk mendapatkan persetujuan. • Prosedur Penentuan Gaji, Tunjangan dan Fasilitas Direksi Berdasarkan keputusan RUPST pada tanggal 9 Mei 2003, Dewan Komisaris memiliki wewenang untuk menentukan besarnya tunjangan dan fasilitas bagi Direksi dengan mengacu pada hasil telaah konsultan independen. Setelah hasil telaah independen tersebut dibahas dan disetujui oleh Direksi dan Dewan Komisaris, Dewan Komisaris menyusun formula yang berlaku sejak 1 Januari 2003. Besarnya tunjangan dan gaji Direksi yang ditentukan oleh Dewan Komisaris tersebut kemudian dilaporkan kepada pemegang saham Dwiwarna dalam RUPST pada tanggal 30 Juli 2005. Penentuan tunjangan dan fasilitas bagi Direksi berlaku sejak tahun fiskal 2003 dan akan diajukan kembali untuk tahun fiskal 2010

E.1.3

Does the company disclose its corporate governance policy / board charter?

www.telkom.co.id & Annual Report Page 148-159

Yes, The company disclose its corporate governance policy Yes

Yes

in Annual Report on page 148-159: Our concept for the application of Good Corporate Governance (“GCG”) principles is based on our commitment to create a transparent, accountable and trusted company by managing our business responsibility No

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Applying GCG practices is an important step for Telkom towards maximizing our corporate value and strengthening the principles of professionalism,transparency and efficiency in management to make it more open, accountable, trustworthy, responsible and fair, so

No

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OECD Principle V: Disclosure and Transparency (A) Disclosure should include, but not be limited to, material information on: 8.Governance structures and policies, in particular, the content of any corporate governance code or policy and the process by which it is implemented.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN that we can better fulfill our obligations to our shareholders, Board of Commissioners, business partners and other stakeholders. as a public company we are subject to Bapepam-LK and SEC regulations and we implement and strive to uphold corporate governance policies and practices based on international best practices as well as the Indonesian Code of GCG published by the National Committee on Governance in Indonesia. As a company whose shares are listed on the NYSE, we comply with the provisions of the Sarbanes Oxley Act of 2002 (“SOA”) as well as other applicable rules and regulations Board of Directors Charter Board of Directors Charter In the case of activities and actions in the management of the Company that are not governed by our Articles of Association or the provisions of the law, procedures are followed that support the principle of accountability through consensus, agreement and/or rules between the members of the BoD. This charter isaimed at expediting the decision making process, reducing bureaucracy in the administration of the Company‟s management, and supporting improvements in performance. This charter also governs the working relationship between the BoD and the BoC, which is an institutional relationship in that it is based on accountable management and

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN supervisory mechanisms in accordance with the prevailing provisions

Apakah perusahaan mengungkapkan kebijakan tata kelola perusahaan / BOD Charter ?

Ya, perusahaan mengungkapkan kebijakan tata kelola perusahaan/ BOD Charter:

www.telkom.co.id & laporan Tahunan hal 148-159

Dalam Laporan Tahunan hal 148159: Konsep penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik (GCG) dalam organisasi Perusahaan berlandaskan pada komitmen untuk menciptakan Perusahaan yang transparan, dapat dipertanggung jawabkan (accountable), dan terpercaya melalui manajemen bisnis yang dapat dipertanggung jawabkan Penerapan praktik-praktik GCG merupakan salah satu langkah penting bagi Telkom untuk meningkatkan dan memaksimalkan nilai Perusahaan (corporate value), mendorong pengelolaan Perusahaan yang profesional, transparan dan efisien dengan cara meningkatkan prinsip keterbukaan, akuntabilitas, dapat dipercaya, bertanggung jawab dan adil sehingga dapat memenuhi kewajiban secara baik kepada Pemegang Saham, Dewan Komisaris, mitra bisnis, serta pemangku kepentingan. sebagai Perusahaan publik yang patuh pada peraturan otoritas pasar modal, baik Bapepam-LK maupun SEC, Telkom menerapkan dan menjunjung tinggi kebijakan serta nilai-nilai yang terkandung dalam

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN praktik tata kelola Perusahaan yang penerapannya mengacu pada international best practices serta Pedoman Pelaksanaan Tata Kelola Perusahaan Indonesia (“Indonesia Code of GCG”) yang dikeluarkan oleh Komite Nasional Kebijakan Governance (KNKG) di Indonesia Charter BoD Dalam hal aktifitas dan tindakan dalam pengurusan Perusahaan yang tidak diatur dalam Anggaran Dasar maupun ketentuan perundangundangan, maka dilakukan prosedur yang tetap menjunjung prinsip akuntabilitas melalui kesepakatan, persetujuan dan atau pengaturan antar anggota Direksi. Charter ini bertujuan untuk mempercepat proses pengambilan keputusan, mengurangi birokrasi dalam tata kelola dministrasi manajemen Perusahaan, dan mendukung pencapaian dan peningkatan kinerja. Di dalam charter ini juga diatur mekanisme hubungan kerja Direksi dan Dewan Komisaris, yang merupakan hubungan kelembagaan dalam arti senantiasa dilandasi oleh suatu mekanisme yang dapat dipertanggungjawabkan dalam peran pengurusan dan pengawasan sesuai ketentuan yang berlaku.

E.2

Code of ethics or conduct Aturan kode etik

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Beri jawaban Yes atau No, bila Yes

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Does the company have a code of ethics or conduct?

Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the company has code of ethics Yes or conduct:

No

In Annual Report on page 181-182: CORPORATE CULTURE AND BUSINESS ETHICS Given that an organization is none other than the people within it our morals and ethics are the foundation for the application of GCG in our Company. Learning from our previous management of governance, our application of GCG is an integral part of our approach to excellence in our performance: being profitable, obeying the law, being ethical and instilling an awareness among our employees of our social responsibility to the public as we strive to be a good citizen to ensure that Telkom will continue to grow and be loved by our customers.

Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes page 181-182

No

Code of Conduct: The Telkom Way: We have always aimed to build integrated corporate systems and cultures as a comprehensive approach to the management of our business that will enable us to achieve the objectives of being profitable, obeying the law, and being ethical, as well as fostering an awareness within the company and our employees of our corporate responsibilities towards society as part of being a good citizen. Moreover, we build these systems and cultures in order to realize our

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OECD Principle VI (C) The board should apply high ethical standards. It should take into account the interests of stakeholders. The board has a key role in setting the ethical tone of a company, not only by its own actions, but also in appointing and overseeing key executives and consequently the management in general. High ethical standards are in the long-term interests of the company as a means to make it credible and trustworthy, not only in day-to-day operations but also with respect to longer term commitments. To make the objectives of the board clear and operational, many companies have found it useful to develop company codes of conduct based on, inter alia, professional

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN aspirations that Telkom will continue to advance, be valued by our customers, be competitive in our industry and be arole model for other companies. Like the two sides of a coin, our system and culture are inseparable:our corporate culture becomes established because we have systems and operate them consistently, and conversely, the systems we design are meaningless without the moral values that underpin our employees‟behavior in their work.The tradition of building systems and cultures is apparent in each era of Telkom‟s leadership. Our corporate culture has continued to evolve in response to the demands of a changing business environment. In 2009, we began the transformation to a new corporate culture known as “The Telkom Way”. Corporate Values Our corporate culture, The Telkom Way, has five corporate values: Commitment to the Long Term, Customer First, Caring Meritocracy, Co-creation of Win-Win Partnerships and Collaborative Innovation. These are referred to as 5C.

Apakah perusahaan memiliki kode etik atau perilaku?

Ya, perusahaan memiliki kode etik atau perilaku.


Dalam Laporan Tahunan hal 181182: PENERAPAN BUDAYA PERUSAHAAN DAN ETIKA BISNIS

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standards and sometimes broader codes of behavior. The latter might include a voluntary commitment by the company (including its subsidiaries) to comply with the OECD Guidelines for Multinational Enterprises which reflect all four principles contained in the ILO Declaration on Fundamental Labour Rights. Company-wide codes serve as a standard for conduct by both the board and key executives, setting the framework for the exercise of judgment in dealing with varying and often conflicting constituencies. At a minimum, the ethical code should set clear limits on the pursuit of private interests, including dealings in the shares of the company. An overall framework for ethical conduct goes beyond compliance with the law, which should

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Yes

No

Moral dan etika Kami maknai sebagai landasan penerapan GCG di Perusahaan, hal ini mengingat bahwa organisasi tidak lain adalah terdiri dari orang-orang di dalamnya.Seiring waktu pembelajaran Kami dalam mengelola GCG,maka penerapan GCG merupakan cara atau pendekatan mencapai sukses perusahaan melalui pencapaian keunggulan kinerja Perusahaan (be profitable), kepatuhan (obey the law), menjalankan bisnis yang beretika (be ethical) dan membentuk kesadaran Perusahaan dan karyawan yang memiliki kepekaan tanggung jawab sosial kepada masyarakat sebagai wujud menjadi warga negara yang baik agar Telkom terus maju dan dicintai pelanggannya

Yes

No

Code of Conduct The Telkom Way Telkom senantiasa membangun sistem dan budaya Perusahaan yang terintegrasi sebagai pendekatan pengelolaan bisnis yang omprehensif untuk mencapai keunggulan Kinerja Perusahaan (be profitable), menjalankan kepatuhan (obey the law), menjalankan bisnis yang beretika (be ethical) dan dimilikinya kesadaran Perusahaan dan karyawan yang peka akan tanggung jawab sosial kepada masyarakat sebagai wujud menjadi warga negara yang baik. Lebih dari itu,sistem dan budaya dibangun untuk mewujudkan citacita agar Telkom terus maju, dicintai pelanggannya,kompetitif di industrinya dan dapat menjadi role

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always be fundamental requirement.

a

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN model perusahaan sejenis. Sistem dan budaya seperti dua sisi mata uang yang tidak terpisahkan, budaya perusahaan akan terbentuk karena adanya sistem yang dijalankan secara konsisten atau sebaliknya, sistem tersebut tidak akan memiliki makna tanpa disertai nilai-nilai moral yang yang mendasari perilaku karyawan dalam bekerja Nilai-nilai Perusahaan Budaya Perusahaan The Telkom Way memiliki lima nilai-nilai perusahaan yaitu: Commitment to long term,Customer first, Caringmeritocracy, Co-creation of win-win partnership, dan Collaborative innovation yang selanjutnya Kami sebut dengan istilah 5C.

E.2.2

Are the details of the code of ethics or conduct disclosed?

Yes, the details are of the code of ethics or conduct disclosed:

www.telkom.co.id and Annual Report page 182

In Annual Report on page 182: Strengthening the Telkom Way and Business Ethics within the Telkom Group To ensure that we and our subsidiaries implement ethical business practices, we have issued a policy on the application of GCG in the Telkom Group PD.602.00/r.00/ HK000/COP-D0030000/2011) which articulates our measures to strengthen our corporate culture and business ethics within the Group. Our commitment to our code of ethics in managing the Group is as follows: 1. The companies within the Telkom Group strive to be companies that can be role models by operating a strong, healthy and fair business

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN driven by honorable values and complying with the law while respecting all stakeholders. 2. The companies within the Telkom Group must operate or manage their business with due attention to ethical business principles and the prevailing laws and regulations 3. The companies within the Telkom Group practice the principles of GCG and are concerned with the public, culture and the environment. 4. Any act against the law or breach of ethics is forbidden, even if undertaken for business reasons or while under pressure from any party. 5. The companies protect anyone who reports information about legal violations, unethical actions or other actions that violate the principles of GCG. Further, as a general guideline on conduct for our employees, we have issued a Code of Ethics for all Telkom Group employees which require that every Telkom Group employee to: 1. Acts and carries out his/her duties honestly and fairly. 2. Places the interests of the Company above any personal or group interests. 3. Respects individual rights and diversity as a source of strength for the Telkom Group. 4. Upholds the corporate culture. 5. Safeguards corporate assets and maintains the confidentiality of corporate information. 6. Produces quality products and

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN provides the best service to customers. 7. Pursues corporate profits and growth by complying with the provisions of the law and business ethics. 8. Is responsible for all his/her decisions and actions. 9. Upholds and enhances the reputation of the Telkom Group. 10. Respects the public and the environment.

Apakah rincian kode etik atau ketentuan diungkapkan?

www.telkom.co.id & Laporan Tahunan 182

Ya, rincian kode etik atau ketentuan kode etik diungkapkan: Dalam Laporan Tahunan hal 182: Penguatan Budaya The Telkom Way dan Etika Bisnis untuk Ruang Lingkup Telkom Group Yes

No

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Untuk mewujudkan praktek bisnis yang beretika di Telkom dan Anak Perusahaan, maka ditetapkan kebijakan penerapan GCG Telkom Group (PD.602.00/r.00/HK000/ COP-D0030000/2011) yang didalamnya memuat upaya penguatan budaya dan etika bisnis di dalam Telkom Group. Berikut ini merupakan komitmen kode etik Kami dalam mengelola Telkom Group: 1. Perusahaan yang tergabung dalam Telkom Group berusaha untuk menjadi Perusahaan yang jujur dan menjadi panutan dengan cara menjalankan bisnis yang sehat, kuat dan adil yang digerakkan oleh tata nilai yang terpuji serta taat kepada hukum dan menghormati semua pemangku kepentingan.

Yes

No

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN 2. Perusahaan yang tergabung dalam Telkom Group wajib menjalankan atau mengelola bisnis Perusahaan dengan memperhatikan prinsip etika bisnis dan perundang-undangan yang berlaku 3.Perusahaan yang tergabung dalam Telkom Group melaksanakan prinsip-prinsip tata kelola Perusahaan yang baik dan peduli kepada masyarakat, budaya dan lingkungan hidup. 4. Tindakan melawan hukum dan melanggar etika adalah tindakan yang dilarang, meskipun untuk alasan bisnis atau karena tekanan dari pihak manapun. 5. Perusahaan melindungi setiap pelapor yang memberikan informasi terkait dengan pelanggaran legal, kejadian tidak etis atau tindakan lain yang melangar prinsip-prinsip tata kelola Perusahaan yang baik. Dan sebagai panduan umum, Kami telah menetapkan kode etik karyawan Telkom Group bahwa setiap aryawan Telkom Group senantiasa: 1. Menjunjung tinggi kejujuran dan kewajaran dalam bertindak dan menjalankan tugas. 2. Mengutamakan kepentingan Perusahaan di atas kepentingan pribadi, kelompok atau golongan. 3. Menghormati hak individual dan keragaman sebagai sumber kekuatan Telkom Group. 4. Menjunjung tinggi budaya Perusahaan. 5. Menjaga keamanan aset dan melindungi kerahasiaan informasi

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Does the company disclose that all directors/commissioners, senior management and employees are required to comply with the code?

Perusahaan. 6. Memberikan kualitas produk dan layanan terbaik kepada pelanggan. 7. Senantiasa mengejar laba dan pertumbuhan usaha dengan tetap mematuhi ketentuan hukum dan etika bisnis. 8. Bertanggung jawab atas keputusan dan tindakan yang dijalankan. 9. Menjaga dan meningkatkan reputasi Telkom Group.10. Peduli kepada masyarakat dan lingkungan hidup. Yes, the company discloses that all directors/commissioners, senior managemet and employees are required to comply with the code.

www.telkom.id & Annual Report on page 182

In Annual Repot on page 182: Dissemination and Enforcement of Business Ethics Dissemination is a critical stage in the application of Business Ethics and our application of the same therefore refers to corporate policies KD 05/ 2005 and KD.43/2006. We continually remind all our employees about business values and ethics through surveys that consist of questionnaires and case studies related to their understanding of GCG, business ethics, integrity pact, fraud, risk management, internal control (“SOA”), whistleblower, prohibition on gratuities, IT governance,ensuring information security and other matters related to corporate governance practices. Such surveys are conducted online through the corporate intranet/media portal and conclude with the employee‟s

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN declaration of willingness to uphold and practice our business ethics . In compliance with the provisions of Section 406 of the Sarbanes Oxley Act (SOA) 2002, our code of ethics applies equally to our Commissioners, President Director, Director of Finance (positions equivalent to a Chief Executive Officer and Chief Financial Officer), Directors and other key officers as well as all of our employees and can be viewed on our website at http://www.telkom.co.id/ about-telkom/business-ethics. Amendments of the code of ethics will similarly be posted on our website.

Apakah perusahaan mengungkapkan bahwa semua direksi / komisaris, manajemen senior dan karyawan diminta untuk mematuhi kode?

Ya, perusahaan mengungkapkan bahwa semua direksi/komisaris, manajemen senior dan karyawan diminta untuk mematuhi kode.

www.telkom.id & Laporan Tahunan hal 182

Dalam Laporan Tahunan hal 182: Sosialisasi dan Upaya Penegakan Etika Bisnis Sosialisasi merupakan tahapan penting dalam penerapan etika bisnis, oleh sebab itu etika bisnis Telkom diterapkan mengacu pada kebijakan Perusahaan KD.05/2005 dan KD.43/2006. Dalam sosialisasi dan penerapannya, Kami selalu mengingatkan karyawan Kami mengenai tata nilai dan etika bisnis melalui survei kepada seluruh karyawan yang didalamnya memuat kuesioner dan studi kasus terkait pemahaman: GCG, etika bisnis, pakta integritas,fraud, manajemen

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Does the company disclose how it implements and monitors compliance with the code of ethics or conduct?

Yes

risiko, pengendalian internal (SOA), whistleblowing, pelarangan gratifikasi, tata kelola TI, menjaga keamanan informasi dan hal-hal lainnya yang berkaitan dengan praktek tata kelola Perusahaan. Survei Kami lakukan secara online melalui media portal/ intranet perusahaan dan diakhiri dengan peryataan kesediaan karyawan menjalankan etika bisnis perusahaan. Yes, the company discloses how in it implements and monitors compliance with the code of ethics or conduct:

Yes

www.telkom.id & Annual Report page

182

Annual Report on page 182: Evaluation of the Implementation of our Corporate Culture

No

Apakah perusahaan mengungkapkan bagaimana mengimplementasikan dan

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Each year, we conduct an internal survey to assess the effectiveness of the application of our corporate culture and business ethics. This is known as the Business Ethics Family Survey. The survey, which is conducted online to allow us to reach all our employees quickly, asks questions about GCG, business ethics, The Telkom Way, anti fraud, : internal control, the integrity pact, the whistle blowing system and more. The survey results from the last three years were as follows: 2009, 78.13 points; 2010, 73.62 points and 2011, 79.07 points out of a possible 100 points Ya, perusahaan mengungkapkan bagaimana mengimplementasikan dan memonitor kepatuhan terhadap kode etik atau perilaku.

No


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memonitor kepatuhan terhadap kode etik atau perilaku?

E.3

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Dalam Laporan Tahunan hal 182: Evaluasi Implementasi Budaya Perusahaan Setiap tahun Kami melakukan survei internal untuk mengetahui efektivitas penerapan budaya Perusahaan dan etika bisnis, Kami menyebutnya dengan istilah Etika Bisnis Family survey.Beberapa pertanyaan survei Kami tanyakan kepada karyawan secara online agar dapat menjangkau semua karyawan secara cepat, antara lain meliputi: GCG, etika bisnis, tata nilai The Telkom Way, anti kecurangan, pengendalian internal, pakta integritas, whistleblowing system, dan lain-lain. Hasil survei tiga tahun terakhir adalah sebesar tahun 2009, 78,13 poin; tahun 2010, 73,62 poin dan tahun 2011, 79,07 poin dari skala 100 poin

Corporate Vision/Mission Visi / Misi Perusahaan KETERSEDIAAN EVIDENCE

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN (BUKTI PENERAPAN)

E.3.1

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Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the company discloses that the board of directors/commissioners has reviewed and approved the vision and mission.

(PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.id & Annual Report on page 18

In Annual Report on page 18: PERFORMANCE The year 2011 was important for Telkom, marked by the rapid development of our new wave businesses in consolidating our Telecommunication, Information, Media and Edutainment (TIME) services. Against the backdrop of an ongoing decline in fixed wireline services, our IME businesses and subsidiaries grew strongly, enabling us to record solid revenue growth. This was an improvement on the previous year‟s results. We also took a number of strategic initiatives to complete the transformation of our business, infrastructure, human resources and corporate culture to maintain our position as market leader in the TIME industry in Indonesia. The number of telephony subscribers we serve continues to increase, and broadband internet use experienced unprecedented growth, as did our new wave businesses managed by our subsidiaries. We had 129.8 million cellular, fixed wireline and fixed wireless customers in 2011, or a growth of 7.8% compared to 2010. Draft ver : 00/00

While not explicitly stated in most codes of corporate governance, this is consistent with most codes specifying the role of the board as including setting the direction and providing strategic leadership.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN We also had 10.5 million broadband internet subscribers, representing growth of 64.3%, comprising 1.8 million Speedy wireline users as well as 9.6 million broadband wireless customers using Telkomsel Flash and Blackberry. Other business, primarily the new wave businesses managed by our consolidated subsidiaries, such as IT, call center and business process outsourcing, towers, customer premises equipment (“CPE”), pay TV, media and other edutainment businesses expanded rapidly. Through our subsidiary TelkomVision, our pay TV subscriber base has now reached more than one million customers. In 2011 we booked revenue of Rp71,253 billion, up 3.8% from 2010. To strengthen the legacy business and drive growth in our new wave business, in line with our corporate strategy, we are transforming ourselves into a TIME business. To reinforce this process, we are developing a support structure and resources in the form of infrastructure, organization and human resources. One of the vital components in our TIME strategy, is the construction of the Telkom Nusantara Super Highway, a fiberoptic IP backbone that will cover all Indonesian territory. In term of customer‟s access, there is also an ongoing development project of True Broadband Access to cover 13 million homepass with a capacity of 20-100 Mbps by replacing the copper cable

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leading Telecommunications, Information, Media and Edutainment

(“TIME”) company in the reg

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN with fiber optic on a gradual basis until 2015. With that improved capacity, we can strive to deliver all TIME services and customers can enjoy high-quality services. In line with our corporate plan by 2011, we had already completed the construction of 63,000 kilometers of IP backbone and metro infrastructure network using optic cable, which connects major cities in Indonesia. Adding to this, we also completed the construction of 2.5 million high-speed homepass connections including 1.2 million true broadband access points to support customer access

Apakah perusahaan mengungkapkan bahwa direksi / komisaris telah mengkaji dan menyetujui visi dan misi?

I Ya, perusahaan mengungkapkan bahwa direksi/komisaris telah mengkaji dan menyetujui visi dan misi:


on

Dalam Laporan Tahunan hal 18: KINERJA Tahun 2011 adalah periode penting bagi Telkom yang ditandai dengan pesatnya perkembangan bisnis-bisnis new wave Kami dalam memperkokoh layanan TIME dimana pertumbuhan bisnis IME dan Anak Perusahaan sangat tinggi di tengah tetap menurunnya layanan telepon kabel sehingga Kami dapat mencatatkan pertumbuhan pendapatan yang tetap solid serta lebih baik daripada periode sebelumnya. Kami juga telah elaksanakan berbagai inisiatif strategis dalam menuntaskan agenda transformasi bisnis, infrastruktur,

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN SDM serta budaya Perusahaan untuk terus mempertahankan posisi Kami sebagai market leader di industri TIME di Indonesia. Jumlah pelanggan telefoni yang Kami layani terus meningkat, penggunaan broadband internet tumbuh pesat, demikian pula bisnis-bisnis new wave yang dikelola oleh Anak Perusahaan. Kami melayani sebanyak 129,8 juta pelanggan seluler, telepon tidak bergerak dan telepon tidak bergerak nirkabel atau tumbuh sebesar 7,8% dibanding tahun sebelumnya. Jumlah pengguna broadband Kami sebesar 10,5 juta atau tumbuh 64,3% yang terdiri dari pengguna broadband wireline Speedy sebesar 1,8 juta serta broadband wireless antara lain Telkomsel Flash dan layanan Blackberry sebesar 9,6 juta pengguna. Bisnis lainnya terutama bisnis new wave yang dikelola melalui Anak Perusahaan yang erkonsolidasi di Telkom seperti layanan TI, call center dan bisnis proses outsourcing, tower, perangkat pelanggan (“CPE”), TV berbayar, media serta bisnis edutainment lainnya berkembang sangat pesat. Melalui Anak Perusahaan TelkomVision jumlah pelanggan layanan TV berbayar Kami mencapai lebih dari satu juta pelanggan. Pada tahun 2011 pendapatan usaha Kami sebesar Rp71.253 miliar atau naik 3,8% dibandingkan tahun 2010. Untuk memperkuat bisnis legacy dan mendorong pertumbuhan bisnis new wave sebagai strategi korporasi,

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Kami melakukan transformasi berkelanjutan menuju perusahaan yang memiliki portofolio bisnis TIME. Untuk mendukung bisnis tersebut Kami membangun sumber daya penunjangnya dalam bentuk infrastruktur, organisasi dan SDM. Sebagai bagian penting dari strategi TIME, Kami membangun infrastruktur IP backbone berbasis kabel optik yang mencakup seluruh wilayah Indonesia, yang Kami sebut Telkom Nusantara Super Highway. Di sisi akses ke pelanggan Kami telah mulai pembangunan True Broadband Access sebanyak 13 juta homepass dengan kecepatan 20-100 Mbps dengan mengganti kabel tembaga menjadi serat optik yang dilakukan secara bertahap sampai dengan tahun 2015. Dengan kapasitas tersebut maka seluruh layanan TIME bisa diproduksi dan pelanggan akan menikmati layanan dengan kualitas tinggi. Sebagai bagian dari implementasi strategi korporasi, sampai dengan tahun 2011 Kami telah menyelesaikan pembangunan infrastruktur jaringan IP backbone dan metro berbasis kabel optik tidak kurang dari 63.000 kilometer yang menghubungkan kota-kota utama di Indonesia. Di sisi jaringan akses pelanggan sampai dengan tahun 2011 Kami telah berhasil membangun 2,5 juta sambungan homepass termasuk 1,2 juta sambungan akses berkecepatan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN tinggi (True Broadband Access).

E.4

Board structure & composition Komposisi & struktur Dewan KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.4.1

Does the board of directors/ commissioners comprise at least five members and no more than 12 members?(i.e., between 5 - 12 members)

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the board of directors/ commissioners comprises at least Yes five members and no more than 12 members (5-12 members)


Yes

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.id & Annual Report on page 37-40

in Annual report on page 37-40: The board of director/ commissioners comprise at least five members and no more than 12 members (between 5-12)

Apakah direksi / komisaris terdiri minimal lima anggota dan tidak lebih dari 12 anggota (yaitu, antara 5 - 12 anggota)?

E.4.2

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Yes

Ya, Dalam Laporan Tahunan hal 3740 Jumlah anggota Direksi & Komisaris antara 5 (lima) dan tidak lebih dari 12 (dua belas)

In Annual Report on page 138: Composition of Independent BoD and BoC The NYSE listing standards provide that the Board of Directors of a US listed company must consist of a

www.telkom.id & Laporan Tahunan hal 37-40 No

Yes


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UK CG Code (June 2010) B.1 Supporting Principle states: The board should be of sufficient size that the requirements of the business can be met and changes to the board's composition and that of its committees can be managed without undue disruption, and should not be so large as to be unwieldy. Most codes of corporate governance specify that the board should be of appropriate size but should not be too large. OECD Principle VI (E) In order to exercise its duties of monitoring managerial performance,

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN preventing conflicts of interest and balancing competing demands on the corporation, it is essential that the board is able to exercise objective judgment. In the first instance this will mean independence and objectivity with respect to management with important implications for the composition and structure of the board. Board independence in these circumstances usually requires that a sufficient number of board members will need to be independent of management. The ASX Code recommends at least a majority of independent directors, while the UK Code recommends at least half of the board, excluding the chairman, be independent directors. The minimum of three independent directors is to ensure that companies with small boards have enough independent directors (note that

majority of independent directors and that certain committees must consist solely of independent directors. A director qualifies as independent only if the board affirmatively determines that the director has no material relationship with the company, either directly or indirectly. Unlike companies incorporated in the United States, the management of an Indonesian company consists of two organs of equal stature, the Board of Directors and the Board of Commissioners. Generally, the BoD is responsible for the day-to-day business activities of the company and is authorized to act for and on behalf of the company, while the BoC has the authority and responsibility to supervise the BoD and is statutorily mandated to provide advice to the BoD. With regard to the BoC, the Indonesian Company Law requires a public company BoC to have at least two members. Although the Indonesian Company Law is silent as to the composition of the BoC, Listing Regulation No. lA in KEP-305/ BEJ/ 07-2004 issued by the IDX states that at least 30% of the members of the BoC of a public company must be independent. The Indonesian Company Law states that the BoD has the authority to manage the daily operation of the company and must have at least two members, each of whom must meet

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN stock exchange rules often require at least two independent directors).

the minimum qualification requirements set forth in the Indonesian Company Law. The Decree of the Minister of StateOwned Enterprises No.KEP-117/ M.MBU/2002 which was letter amended by Minister of SOE‟s regulation No.1 year 2011states that at least 20% of the members of BoD of State-Owned Enterprises, must be unaffiliated.

OECD Principle VI: (E) The board should be able to exercise objective independent judgement on corporate affairs

Given the difference between the role of the members of the BoD in an Indonesian company and that of their counterparts in a US company, Indonesian law does not require that certain members of the BoD must be independent and neither does it require the creation of certain committees composed entirely of independent directors

Apakah independen, direktur noneksekutif / jumlah komisaris setidaknya tiga dan lebih dari 50% dari direksi / komisaris? No

Yes

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Dalam Laporan Tahunan hal 138: Komposisi Direksi dan Komisaris Independen Standar pencatatan NYSE mensyaratkan bahwa Direksi perusahaan yang tercatat di AS harus terdiri dari mayoritas direktur independen dan bahwa komite tertentu harus terdiri dari para direktur independen. Seorang Direktur memenuhi syarat sebagai independen hanya apabila dewan dengan tegas memutuskan bahwa Direktur tidak memiliki hubungan material dengan perusahaan, baik secara langsung atau tidak langsung..


No

Yes

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In defining independent members of the board, some principles of corporate governance have specified quite detailed presumptions for no independence which are frequently reflected in listing requirements. While establishing necessary conditions, such ‘negative’ criteria defining when an individual is not regarded as independent can usefully be complemented by ‘positive’ examples of qualities that will increase the probability of effective independence.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Tidak seperti halnya perusahaan yang didirikan di AS, manajemen perusahaan Indonesia terdiri dari dua lembaga dengan status yang sama, yaitu Dewan Komisaris dan Direksi. Pada umumnya Direksi bertanggung jawab atas kegiatan bisnis rutin perusahaan dan diberi wewenang untuk bertindak untuk dan atas nama perusahaan, sementara Dewan Komisaris memiliki wewenang dan tanggung jawab mengawasi Direksi dan berdasarkan UUPT Indonesia diberi mandat untuk memberikan saran kepada Direksi.

Independent board members can contribute significantly to the decision-making of the board. They can bring an objective view to the evaluation of the performance of the board and management.

Berkenaan dengan Dewan Komisaris, UUPT mengharuskan Dewan Komisaris perusahaan publik memiliki setidaknya dua anggota. Meskipun UUPT tidak mengatur mengenai komposisi Dewan Komisaris, namun Peraturan Pencatatan No.1A yang dikeluarkan oleh BEI menyatakan bahwa sekurangkurangnya 30% dari anggota Dewan Komisaris perusahaan publik (seperti Telkom) harus independen Mengenai Direksi, dalam UUPT diatur bahwa Direksi memiliki wewenang untuk mengelola operasi rutin perusahaan dan setidaknya dua anggota, yang masingmasing harus memenuhi persyaratan kualifikasi minimum yang ditetapkan dalam UUPT. Menurut Peraturan Menteri BUMN No.KEP-117/ M.MBU/ 2002 yang telah diperbarui oleh mentri BUMN no.1 tahun 2011 menyatakan sekurang-kurangnya

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN 20% anggota Direksi harus merupakan anggota yang tidak terafiliasi

E.4.3

Does the company provide a definition of independence in its annual report?

Dengan adanya perbedaan antara peran anggota Direksi di perusahaan Indonesia dan mitranya di perusahaan AS, undang-undang Indonesia tidak mengharuskan independensi anggota Direksi tertentu juga tidak mengharuskan dibentuknya komite tertentu yang sepenuhnya beranggotakan direktur independen. . Yes, the company provides a definition of independent in its annual report:

Awww.telkom.id & Annual Report on page 156 & 162

In Annual Report on page 156 & 162: Independence of the Board of Commissioners and Independent Commissioners With five members, 40% of whom are Independent Commissioners.Our BoC complies with the provisions of the capital market laws and regulations. This serves to preserve the independence of the BoC supervisory function and guarantees the functioning of a check and balance mechanism. At 40%, the number of Independent Commissioners also exceeds the 30% minimum stipulated by the IDX. The principal duty of the Independent Commissioners, in addition to exercising supervision, is to represent the interests of the minority shareholders. Audit Committee Independence Bapepam-LK Audit Committee Rules

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN require that the Audit Committee comprises at least three members, one of whom must be an Independent Commissioner who serves as chairman, while the other two members must be independent. At least one of these two members must have expertknowledge (in the context of item 16A Form 20 F) in the field of accountancy and/or finance. In order to be considered independent under the prevailing Indonesian rules, the external members of the Audit Committee: May not be an executive officer of a public accountant firm that has provided audit and/or nonaudit services to us within the six months prior to his or her appointment as an Audit Committee member; • May not have been an executive officer of the Company within the six months prior to his or her appointment as an Audit Committee member; • May not be affiliated with our majority shareholder; • May not have a family relationship with any member of the BoC or BoD; • May not own, directly or indirectly, any of our shares; and • May not have any business relationship that relates to our businesses

Apakah perusahaan memberikan definisi kemerdekaan dalam laporan tahunannya?

Ya, perusahaan memberikan definisi kemerdekaan dalam laporan tahunannya.

www.telkom.id & Laporan Tahunan hal 156 & 162

Dalam laporan Tahunan hal 156 & 162:

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Independensi Dewan Komisaris dan Komisaris Independen Jumlah dan komposisi Anggota Dewan Komisaris Telkom telah memenuhi ketentuan Perundang-undangan dan Peraturan di bidang Pasar Modal, dengan jumlah anggota Dewan Komisaris Telkom pada saat ini adalah 5 (lima) orang, dimana 40% dari komposisi tersebut adalah Komisaris Independen. Hal ini untuk menjaga independensi fungsi pengawasan Dewan Komisaris dan menjamin terlaksananya mekanisme check and balance.Jumlah 40% tersebut juga telah melewati batas minimum jumlah komisaris independen yang ditetapkan oleh BEI yaitu 30%. Tugas utama Komisaris Independen, selain melakukan pengawasan juga memperjuangkan kepentingan pemegang saham minoritas. Independensi Komite Audit Peraturan Bapepam-LK tentang Komite Audit mensyaratkan bahwa Komite Audit sedikitnya terdiri dari tiga orang anggota, satu diantaranya adalah Komisaris Independen yang bertindak sebagai ketua, sementara dua anggota lainnya harus merupakan pihak yang independen. Minimal salah satu diantaranya harus memiliki keahlian (dalam konteks item 16A dari Form 20-F) dalam bidang akuntansi dan/atau keuangan Agar memenuhi syarat independensi sesuai dengan peraturan yang berlaku di Indonesia, anggota eksternal Komite Audit: • Bukan pejabat eksekutif Kantor

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Akuntan Publik yang memberikan jasa audit dan/atau jasa non-audit kepada Perusahaan dalam jangka waktu enam bulan terakhir sebelum penunjukannya sebagai anggota Komite Audit; • Bukan sebagai pejabat eksektutif Perusahaan dalam jangka waktu enam bulan terakhir sebelum penunjukannya sebagai anggota Komite Audit; • Tidak boleh terafiliasi dengan pemegang saham mayoritas; • Tidak boleh mempunyai hubungan keluarga dengan Dewan Komisaris atau Direksi; • Tidak boleh memiliki, secara langsung maupun tidak langsung, saham Telkom; dan • Tidak boleh memiliki hubungan bisnis apapun yang terkait dengan bisnis Perusahaan.

E.4.4

Are the independent directors/commissioners independent of management and substantial shareholders?

Yes

Apakah direktur independen / komisaris independen dari manajemen dan pemegang saham utama?

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Dalam Laporan Tahunan hal 156: Direktor/Komisaris indenpendent tidak dari manajemen dan pemegang saham utama

No

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No

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OECD Principle VI (E) In order to exercise its duties of monitoring managerial performance, preventing conflicts of interest and balancing competing demands on the corporation, it is essential that the board is able to exercise objective judgment. In the first instance this will mean independence and objectivity with respect

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN to management with important implications for the composition and structure of the board. Board independence in these circumstances usually requires that a sufficient number of board members will need to be independent of management. The variety of board structures, ownership patterns and practices in different countries will thus require different approaches to the issue of board objectivity. In many instances objectivity requires that a sufficient number of board members not be employed by the company or its affiliates and not be closely related to the company or its management through significant economic, family or other ties. This does not prevent shareholders from being board members. In others, independence from controlling

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Does the company disclose the number of years the director/ commissioner has been with the company?


Yes

in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012:

Yes

No

Term of Office of Directors / Commissioners stipulated in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012, article 16 clause 8 and clause Pasal19 8. The term of office of Directors is 5 (five) years and the Commissioner jabatanDewan is 5 (five) years

No

Yes

Apakah perusahaan mengungkapkan jumlah tahun

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in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012

Yes

Dalam Akta Pertanyaan Keputusan Rapat Umum Pemegang Saham

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shareholders or another controlling body will need to be emphasized, in particular if the exante rights of minority shareholders are weak and opportunities to obtain redress are limited. This has led to both codes, and the law in some jurisdictions, to call for some board members to be independent of dominant shareholders, independence extending to not being their representative or having close business ties with them. World Bank Principle E 6: (VI.I.22) Does the corporate governance framework require or encourage a director's length of service to be publicly disclosed?

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direktur / komisaris telah dengan perusahaan?

E.4.6

Does the company have any independent directors / commissioners who have served for more than nine years?

Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012: Masa Jabatan Direksi/Komisaris diatur dalam Akta Pertanyaan Keputusan Rapat Umum Pemegang Saham Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012 , pasal 16 butir 8 dan Pasal19 butir 8. Masa jabatan Direksi adalah 5 (lima) tahun dan masa jabatanDewan Komisaris adalah 5 (lima) tahun The company don‟t have any independent director/ commisioner who have served for more than nine years.

Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012:

www.telkom.co.id & Annual Report 2009 on page 184

In Annual Report 2009 on page 184: P. Sartono Mr. Sartono, 65, served as an Independent Commissioner of the Company since June 21, 2002 -2009 Apakah perusahaan memiliki direktur independen / komisaris yang telah melayani selama lebih dari sembilan tahun?

Perusahaan tidak mempunyai Direksi/Komisaris yang telah melayani lebih dari 9 (sembilan) tahun.

www.telkom.co.id & Laporan Tahunan 2009 hal 185

Dalam Laporan Tahunan 2009 hal 185: P. Sartono P. Sartono, 65 tahun, menjabat Komisaris Independen TELKOM sejak tanggal 21 Juni 2002-2009.

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ICGN: 2.4.3 Independence Not all non-executive directors will be fully independent of the executives or from dominant shareholders. Among the factors which can impact the independence of nonexecutive directors are the following: (a) former employment with the company, unless there is an appropriate period of years between the end of the executive role and joining the board; (b) personal, business or financial relationships between the directors and the company, its key executives or large shareholders;

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length of tenure; and (d) the receipt of incentive pay which aligns the director’s interests with those of the executives rather than the shareholders. While these are important factors, independence is more than anything a state of mind, requiring a disciplined and challenging approach to the role. Every company should make substantive disclosures as to its definition of independence and its determination as to whether each member of its board is independent. Any deviation from local best practice on independence should be disclosed and explained. Notwithstanding any perceived lack of independence, all directors are fiduciaries and so are obliged to exercise objective judgement in the best interests of the

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN company. All are expected to bring independence of mind to board decisions. UK CG Code (June 2010): B.1.1 The board should state its reasons if it determines that a director is independent notwithstanding the existence of relationships or circumstances which may appear relevant to its determination, including if the director has served on the board for more than nine years from the date of their first election. B.2.3 Non-executive directors should be appointed for specified terms subject to reelection and to statutory provisions relating to the removal of a director. Any term beyond six years for a non-executive director should be subject to particularly rigorous review, and should take into account the need

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN for progressive refreshing of the board.

E.4.7

Does the company disclose that it has set a limit of five board seats in publicly-listed companies that an individual director/commissioner may hold simultaneously?

Yes

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in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012

Term of Office of Directors / Commissioners stipulated in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012, article 16 clause 8 and clause Pasal19 8. The term of office of Directors is 5 (five) years and the Commissioner jabatanDewan is 5 (five) years No

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in the Deed of General Meeting of Shareholders of PT Telekomunikasi Indonesia, Tbk dated June 7, 2012:

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OECD Principle VI (E) (3) Board members should be able to commit themselves effectively to their responsibilities. Service on too many boards can interfere with the performance of board members. Companies may wish to consider whether multiple board memberships by the same person are compatible with

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Apakah perusahaan mengungkapkan bahwa pihaknya telah menetapkan batas lima kursi dewan di perusahaan publik yang terdaftar. yang seorang direktur individu / komisaris dapat secara bersamaan?

Does the company have any independent directors/ commissioners who serve on more than five boards of publicly-listed companies?

E.4.8

Yes

No

Dalam Akta Pertanyaan Keputusan Rapat Umum Pemegang Saham Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012: Masa Jabatan Direksi/Komisaris diatur dalam Akta Pertanyaan Keputusan Rapat Umum Pemegang Saham Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012 , pasal 16 butir 8 dan Pasal19 butir 8. Masa jabatan Direksi adalah 5 (lima) tahun dan masa jabatanDewan Komisaris adalah 5 (lima) tahun In Annual Report on page 38-39: The company has any independent Commissioners who serve five commissioners boards publicly-listed companies The company has any independent directors who serve on more than five boards of publicity-listed companies . In Annual Report on page 40:

Dalam Akta Pertanyaan Keputusan Rapat Umum Pemegang Saham Tahunan PT Telekomunikasi Indonesia, Tbk tanggal 7 Juni 2012:

Yes

www.telkom.co.id & Annual Report on page 38-40

No

Prasetio, 51, has been Compliance & Risk Management Director since February 28, 2007.

Apakah perusahaan memiliki direktur independen / komisaris yang melayani lebih dari lima dewan komisaris perusahaan tercatat?

Pdalam Laporan Tahunan hal 38-40: Perusahaan mempunyai independen Komisaris yang melayani 5 (lima ) Komisaris.


Perusahaan mempunyai independen Direktur yang melayani 5 (lima) dewan komisaris, Prasetio, 51 tahun, telah menjabat Direktur Compliance & Risk Management sejak tanggal 28

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effective performance disclose information shareholders.

board and the to

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Februari 2007.

E.4.9

Does the company have any executive directors who serve on more than two boards of publiclylisted companies outside of the group?

Yes

The company have any executive directors who serve on more than two boards of publicly-listed companies outside of the group.

Yes

www.telkom.co.id & Annual Report on page 39

In Annual Report on page 39

No

Apakah perusahaan memiliki direktur eksekutif yang melayani lebih dari dua yang terdaftar ?

RINALDI FIRMANSYAH President Director/CEO who served 7 other

Director Perusahaan memiliki Direktur eksekutif yang melayani lebih dari 2 yang terdaftar

No

www.telkom.co.id & Laporan Tahunan hal 39

Dalam laporan Tahunan hal 39 RINALDI FIRMANSYAH President Director/CEO yang melayani 7 Director lainnya

E.5

Skills and competencies

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E.5.1

Does at least one non-executive director/ commissioner have prior working experience in the major industry the company is operating in?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, at least one non executive director/commissioner has prior Yes working experience in the major industri the company is operating .


Yes

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual report on page 37 & 39

In Annual Report on page 37& 39: PRASETIO Direktur Compliance & Risk Management No

He began his career at Bank Niaga Tbk in 1984, becoming Vice President- Credit Policy and Administration Group Head in 1999. He then served as Senior Vice President/ Chief Credit Officer of IBRA from 1999 to 2001 and served as Vice President Commissioner of Bank Prima Ekspress in the same period. From 2002 to 2004, he worked for Bank Danamon Indonesia Tbk, where his last position was Commercial and SME Banking Director, doubling as Chief Financial Officer. He also served as an Advisor to the President Director of PT Bank BNI Tbk in 2004

No

JUSMAN SYAFII DJAMAL President Commissioner He currently also serves as President Commissioner (Independent) of PT Cardig Aero Services, Tbk., President

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ICGN: 2.4.3 Independence Alongside appropriate skill, competence and experience, and the appropriate context to encourage effective behaviours, one of the principal features of a well-governed corporation is the exercise by its board of directors of independent judgment, meaning judgment in the best interests of the corporation, free of any external influence on any individual director, or the board as a whole. In order to provide this independent judgment, and to generate confidence that independent judgment is being applied, a board should include a strong presence of independent nonexecutive directors with appropriate

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN competencies including key industry sector knowledge and experience. There should be at least a majority of independent directors on each board.

ommissioner (Independent) of PT Toba Bara Sejahtera, Commissioner (Independent) of PT Jasa Angkasa Semesta, Tbk and Chairman of Matsushita Gobel Foundation. He is also an experienced “National Policy Maker” as Minister of Transportation of the Republic of Indonesia in the First United Indonesia Cabinet (May 2007 – October 2009). He is the author of “Grand Techno Economic Strategy” – A Strategy to Stimulate Productivity (Mizan, 2009). He has experience as a echnical/Engineering Advisor and Auditor, to identify and evaluate the “root causes” of serious transportation accidents in the air, sea, rail and road sectors. He has gained management experience in the aircraft industry in several strategic positions, including (a) as President Director of PT Dirgantara Indonesia (2000 – 2002), (b) Director of Human Resources at PT IPTN (1999 – 2000), (c) Director of Helicopters, Defense Technology and Satellite (1996 – 1999), (d) Chairman of the PT IPTN Restructuring Program Executive Team (1998 – 2001), and (e) Chief Project Engineer, N250 Development and Design (1989 – 1995). For 20 years he worked as a professional Aerodynamics Engineer specializing in Computational Aerodynamics and Configuration Development Apakah setidaknya satu direktur non-eksekutif / komisaris sebelumnya telah pengalaman

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Ya, setidaknya satu direktur non eksekutif/komisaris sebelumnya telah pengalaman kerja di perusahaan

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kerja di perusahaan industri besar yang beroperasi di?

industri besar yang beroperasi. Dalam laporan Tahunan hal 37& 39: PRASETIO Direktur Compliance & Risk Management Karir profesionalnya dimulai di PT Bank Niaga, Tbk. pada tahun 1984 dengan jabatan terakhir sebagai Vice President-Credit Policy & Administration Group Head pada tahun 1999. Pada tahun yang sama, beliau menjabat sebagai Senior Vice President/Chief Credit Officer pada Badan Penyehatan Perbankan Nasional hingga tahun 2001 dan merangkap sebagai Wakil Presiden Komisaris PT Bank Prima Ekspress. Pada periode tahun 2002-2004, beliau memulai karirnya di PT Bank Danamon Indonesia, Tbk. dengan jabatan terakhir sebagai Commercial & SME Banking Director merangkap Chief Financial Officer. JUSMAN SYAFII DJAMAL Komisaris Utama Saat ini beliau tercatat sebagai Komisaris Utama (Independen) PT Cardig Aero Services, Tbk. Komisaris Utama (Independen) PT Toba Bara Sejahtera, Komisaris (Independen) PT Jasa Angkasa Semesta, Tbk. dan Chairman Matsushita Gobel Foundation. Beliau pernah memiliki pengalaman “National Oktober 2009) sebagai Menteri Perhubungan Republik Indonesia. Penulis Buku “Grand Techno Economic Strategy” Siasat Memicu Produktivitas

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN (Penerbit Mizan, 2009). Melalui pengalaman yang luas sebagai Technical/Engineering Advisor and Auditor ditunjuk oleh Presiden Susilo Bambang Yudhoyono sebagai Anggota Tim Nasional Evaluasi Keselamatan dan Keamanan Transportasi (2007), untuk mengevaluasi dan menemukan “r ot causes” tragedi kecelakaan transportasi di sektor Angkutan Udara, Angkutan Pelayaran/Laut, Kereta Api dan Jalan Raya. Memiliki pengalaman mengelola industri pesawat terbang dalam berbagai posisi strategis antara lain Direktur Utama PT Dirgantara Indonesia (2000 – 2002), Direktur Sumber Daya Manusia PT IPTN (1999 – 2000), Direktur Helikopter, Sistem Senjata dan Antariksa (Helicopters, Defence Technology and Satellite) (1996 – 1999), Ketua Tim Implementasi Program Restrukturisasi PT IPTN (1998 – 2001), Chief Project Engineer,

Ketua dewan KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.6.1

Do different persons assume the roles of chairman and CEO?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, different persons assume the Yes roles of chairman and CEO.

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 37 & 39

In Annual Report on page 37 & 39 JUSMAN SYAFII DJAMAL is a

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Guiding Reference

OECD Principle VI (E) The board should be able to exercise objective independent

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judgment on corporate affairs.

RINALDI FIRMANSYAH is a President Director / CEO

E.6.2

Does the chairman have a family or business relationship with the executives?

Dalam Laporan Tahunan hal 37 & 39: chairman dan CEO diperankan oleh orang yang berbeda yaitu: JUSMAN SYAFII DJAMAL sebagai chairman

Yes

No

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Ya, peran Chairman dan CEO mempunyai peran yang berbeda.

Apakah orang yang berbeda mempunyai peran chairman dan CEO?

RINALDI FIRMANSYAH sebagai President Director/CEO The chairman don‟t have a family or business relationship with the executives In Annual Report on page 156: Independence of the Board of Commissioners and Independent Commissioners With five members, 40% of whom are Independent Commissioners. Our BoC complies with the provisions of the capital market laws and regulations. This serves to preserve the independence of the BoC supervisory function and guarantees the functioning of a check and balance mechanism. At 40%, the number of Independent ommissioners also exceeds the 30% minimum stipulated by the IDX. The principal duty of the Independent Commissioners, in addition to exercising supervision, is to represent

Yes


No

In a number of countries with single tier board systems, the objectivity of the board and its independence from management may be strengthened by the separation of the role of chief executive and chairman, or, if these roles are combined, by designating a lead nonexecutive director to convene or chair sessions of the outside directors. Separation of the two posts may be regarded as good practice, as it can help to achieve an appropriate balance of power, increase accountability and improve the board’s capacity for decisionmaking independent of management. UK CG Code (June 2010) A.3.1 The chairman should on appointment meet the independence criteria set out in B.1.1 below. A chief

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN the interests of the minority shareholders.

E.6.3

Apakah ketua memiliki hubungan keluarga atau bisnis dengan eksekutif?

Ketua Dewan Komisaris tidak mempunyai hubungan kekeluargaan dan bisnis dengan Eksekutif (BOD)

Is the chairman a non-executive director/ commissioner?

Dalam Laporan Tahunan hal 156: Independensi Dewan Komisaris dan Komisaris Independen Jumlah dan komposisi Anggota Dewan Komisaris Telkom telah memenuhi ketentuan Perundangundangan dan Peraturan di bidang Pasar Modal, dengan jumlah anggota Dewan Komisaris Telkom pada saat ini adalah 5 (lima) orang, dimana 40% dari komposisi tersebut adalah Komisaris Independen. Hal ini untuk menjaga independensi fungsi pengawasan Dewan Komisaris dan menjamin terlaksananya mekanisme check and balance. Jumlah 40% tersebut juga telah melewati batas minimum jumlah komisaris independen yang ditetapkan oleh BEI yaitu 30%. Tugas utama Komisaris Independen, selain melakukan pengawasan juga memperjuangkan kepentingan pemegang saham minoritas Yes, The chairman a President Commissioner.

Yes

No

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In Annual Report on page 37: JUSMAN SYAFII DJAMAL President Commissioner Jusman Syafii Djamal, 57, was given the Shareholders‟ mandate to serve


Yes

www.telkom.co.id & Annual Report 37


executive should not go on to be chairman of the same company. If, exceptionally, a board decides that a chief executive should become chairman, the board should consult major shareholders in advance and should set out its reasons to shareholders at the time of the appointment and in the next annual report. ASX Code Recommendation 3.2 The chief executive officer should not go on to become chair of the same company. A former chief executive officer will not qualify as an 'independent' director unless there has been a period of at least three years between ceasing employment with the company and serving on the board.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN as President Commissioner of PT Telekomunikasi Indonesia,Tbk in January 1, 2011

Apakah ketua seorang direktur non-eksekutif / komisaris?


Ya, Ketua adalah Komisaris Utama Dalam Laporan Tahunan hal 37: JUSMAN SYAFII DJAMAL Komisaris Utama Jusman Syafii Djamal, 57 tahun, sejak 1 Januari 2011 diberi amanah Pemegang Saham menjadi Komisaris Utama PT Telekomunikasi Indonesia, Tbk.

E.6.4

Is the chairman an independent director/ commissioner?

Yes

The chairman isn‟t an independent director/ Commissioner.

Yes

No

In Annual Report on page 38: 1.JOHNNY SWANDI SJAM Independent Commissioner Johnny Swandi Sjam, 51, has been an independent Commissioner of Telkom since January 1, 2011.

No


2. RUDIANTARA Independent Commissioner Rudiantara, 52, has been an independent Commissioner of Telkom since January 1, 2011 Apakah ketua direktur independen / komisaris?

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Ketua bukan Direktur/Komsaris Independen Dalam Laporan Tahunan hal 38: 1. JOHNNY SWANDI SJAM Komisaris Independen Johnny Swandi Sjam, 51 tahun, telah menjabat posisi Komisaris


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Is the chairman the current or immediate past CEO?

Yes

No

Independen Telkom sejak tanggal 1 Januari 2011 2.RUDIANTARA Komisaris Independen Rudiantara, 52 tahun, telah menjabat posisi Komisaris Independen Telkom sejak tanggal 1 Januari 2011 The chairman isn‟t the current or immediate past CEO. In Annual Report on page 39: RINALDI FIRMANSYAH President Director/ CEO Rinaldi Firmansyah, 52, became Telkom‟s President Director on February 28, 2007

Yes

No


Ketua sekarang bukan CEO masa lalu atau langsung.

Apakah ketua sekarang CEO masa lalu saat ini atau langsung?


Dalam Laporan Tahunan hal 39: RINALDI FIRMANSYAH Direktur Utama Rinaldi Firmansyah, 52 tahun, telah dipercaya sebagai Direktur Utama Telkom sejak tanggal 28 Februari 2007 E.6.6

Are the role and responsibilities of the chairman disclosed?

Yes

No

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Yes the role and responsibilities of the chairman are disclosed. In Annual Report on page 156: Board of Commissioners Scope and Responsibility of the Board of Commissioners The BoC is collectively accountable to the shareholders and has the authority to

Yes


No

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ICGN: 2.5 Role of the chair The chair has the crucial function of setting the right context in terms of board agenda, the provision of information to directors, and open boardroom discussions,

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN supervise and provide advice to the BoD.

Apakah peran dan tanggung jawab ketua diungkapkan?

www.telkom.co.id & Dalam Laporan Tahunan hal 156

Ya, Peran dan tanggung jawab ketua diungkapkan. Dalam Laporan Tahunan hal 156 Dewan Komisaris Lingkup dan Tanggung Jawab Dewan KomisarisDewan Komisaris bertanggung jawab secara kolektif kepada pemegang saham dan memiliki kewajiban untuk melakukan pengawasan serta memberikan nasehat kepada Direksi.

E.7

to enable the directors to generate the effective board debate and discussion and to provide the constructive challenge which the company needs. The chair should work to create and maintain the culture of openness and constructive challenge which allows a diversity of views to be expressed. The chair should be available to shareholders for dialogue on key matters of the company’s governance and where shareholders have particular concerns.

Board meetings and attendance Kehadiran dan pertemuan Dewan KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.7.1

Does the Annual Report disclose that board of directors/ commissioners meetings are scheduled before or at the beginning of the year?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. The Annual Report discloses that Yes board od directors/commissioner meeting are scheduled before or at the beginning of the year.

No

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In Annual Report on page 157-158 & 160 : Board of Commissioners’ Meetings Meetings of the BoC are held at least

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 157-158 & 160

No

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Guiding Reference

Scheduling board meetings before or at the beginning of the year would allow directors to plan ahead to attend such meetings, thereby helping to 57rofessi participation, especially

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN as non-executive directors often have other commitments. Additional ad hoc meetings can always be scheduled if and when necessary. It is common practice for boards in developed markets to schedule meetings in this way.

once a month at any time deemed necessary by one or more member of the BoC, or at the written request of one or more shareholders holding at least one-tenth of our outstanding Common Stock. Board of Directors’ Meetings BoD meetings are chaired by the President Director. In case the President Director is unavailable or absent for any reason, the meeting will be chaired by Vice President Director or, if he is not present by a member of the BoD appointed by the meeting. The BoD meeting may be held at any time deemed necessary at the request of one or more members of the BoD, at the request of the BoC or upon a written request from one or more shareholders representing onetenth or more of the total number of outstanding shares of Common Stock Dalam Laporan Tahunan hal 157158 & 160 mengungkapkan rapat direksi /komisaris Laporan Tahunan mengungkapkan bahwa pertemuan direksi / komisaris dijadwalkan sebelum atau pada awal tahun?

Ya, Laporan Tahunan mengungkapkan bahwa pertemuan direksi/komisaris dijadwalkan sebelum atau pada awal tahun:

www.telkom.co.id & Dalam Laporan Tahunan hal 157 - 158 & 160

Dalam Laporan Tahunan hal 157-158 & 160: Rapat Dewan Komisaris Dewan Komisaris menyelenggarakan rapat sekurang-kurangnya sebulan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN sekali atau sewaktu dianggap perlu oleh salah satu atau lebih anggota Dewan Komisaris, atau atas permintaan tertulis dari salah satu atau lebih pemegang saham yang memiliki sedikitnya sepersepuluh saham Telkom yang beredar Rapat Direksi Rapat Direksi dipimpin oleh Direktur Utama namun kedudukannya dapat dipergantikan oleh Wakil Direktur apabila Direktur Utama berhalangan hadir karena alasan apapun.Apabila Wakil Direktur Utama berhalangan hadir, karena alasan apapun, maka rapat Direksi akan dipimpin oleh salah satu anggota Direksi yang ditunjuk oleh rapat Direksi.

E.7.2

Does the board of directors/ commissioners meet at least six times per year

Yes

No

Rapat Direksi dapat diadakan setiap waktu bilamana dianggap perlu atas permintaan satu atau lebih anggota Direksi atau atas permintaan Dewan Komisaris atau atas permintaan tertulis dari satu atau lebih pemegang saham yang memiliki sedikitnya sepersepuluh atau lebih dari jumlah Saham Biasa yang beredar Yes, The board of directors/ commissioner meets at more than six times per year. In Annual Report on page 158 & 160: In 2011, the BoC held 9 meetings, which were attended by the entire Board. The Board of Commissioners also held 13 joint meetings with the BoD.

Yes

www.telkom.co.id & Annual Report on page 158 & 160

No

In 2011, 52 Board of Directors‟

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World Bank Principle 6 (VI.I.24) Does the board meet at least six times per year?

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN meetings were held.

Apakah direksi / komisaris rapat memenuhi setidaknya enam kali per tahun


Ya, Direksi/Komisaris menyelenggarakan rapat lebih dari 6 kali per tahun Dalam Laporan Tahunan hal 158 & 160 Selama tahun 2011, Dewan Komisaris telah menyelenggarakan rapat sebanyak 9 kali yang dihadiri oleh seluruh jajaran Dewan Komisaris.Dewan Komisaris juga menyelenggarakan rapat gabungan dengan Direksi sebanyak 13 kali di tahun 2011.

E.7.3

Have all directors/ commissioners attended at least 75% of all the board meetings held during the year?

Yes

No

Pada tahun 2011. Rapat Direksi dilaksanakan sebanyak 52 kali Yes, All Directors/ commissioner attended at more than 75% of all the board meeting held during the year. In Annual Report on page 158 & 160: In 2011, the BoC held 9 meetings, which were attended by the entire Board. The Board of Commissioners also held 13 joint meetings with the BoD.

Yes


No

In 2011, 52 Board of Directors‟ meetings were held. Ya, seluruh Direksi/Komisaris menghadiri rapat Direksi/Komisaris lebih dari 75%

Apakah semua direksi / komisaris hadiri setidaknya 75% dari semua pertemuan dewan diadakan

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Dalam Laporan Tahunan hal 158 & 160 Selama tahun 2011, Dewan

OECD Principle VI (E) (3) Board members should be able to commit themselves effectively to their responsibilities.


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Specific limitations may be less important than ensuring that members of the board enjoy legitimacy and confidence in the eyes of shareholders. Achieving legitimacy would also be facilitated by the publication of attendance records for

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selama tahun?

individual board members (e.g. whether they have missed a significant number of meetings) and any other work undertaken on behalf of the board and the associated remuneration.

Komisaris telah menyelenggarakan rapat sebanyak 9 kali yang dihadiri oleh seluruh jajaran Dewan Komisaris.Dewan Komisaris juga menyelenggarakan rapat gabungan dengan Direksi sebanyak 13 kali di tahun 2011. Pada tahun 2011. Rapat Direksi dilaksanakan sebanyak 52 kali

Does the company disclose that there is a minimum quorum of at least 2/3 for board of directors/ commissioners meetings?

Yes

No

E.7.4

Yes, The company disclose s that there is a minimum qourum of at more than ½ for board of directors/ commissioners meeting In Annual Report on page 157 & 160: Decisions at BoC meetings are taken through a process of deliberation and consensus. If a consensus cannot be reached, decisions are based on a majority vote of the Commissioners in attendance or who are represented at the meeting. In the event of a tie, the proposal in question must be rejected. The quorum for all BoC meetings is more than one-half of the total number of Commissioners then represented in person or by proxy granted to another Commissioner at such meeting

Yes


No

Pengambilan keputusan rapat Direksi berdasarkan atas musyawarah untuk mufakat. Apabila mufakat tidak tercapai, maka pengambilan keputusan akan dilaksanakan berdasarkan atas pengambilan suara

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN mayoritas dari anggota Direksi yang hadir. Kuorum rapat Direksi adalah apabila lebih dari setengah dari anggota Direksi hadir atau diwakili dengan sah secara hukum dalam rapat tersebut. Setiap anggota Direksi yang hadir memiliki satu suara (dan satu suara untuk setiap Direktur lainnya yang diwakili).

Apakah perusahaan mengungkapkan bahwa ada kuorum minimal setidaknya 2/3 untuk direksi / komisaris pertemuan?

Ya, Perusahaan mengungkapkan minimum qourum untuk rapat Direksi/Komisaris lebih dari ½ dari yang hadir.


Dalam Laporan Tahunan hal 157 & 160: Mekanisme pengambilan keputusan dalam rapat Dewan Komisaris berdasarkan atas musyawarah untuk mufakat. Apabila mufakat tidak dapat tercapai, pengambilan keputusan didasarkan pada suara mayoritas anggota Dewan Komisaris yang hadir atau yang mewakili pada rapat. Apabila jumlah suara berimbang, maka keputusan yang diajukan harus ditolak. Kuorum untuk seluruh rapat Dewan Komisaris adalah lebih dari separuh jumlah anggota Dewan Komisaris yang hadir atau diwakili kuasa yang diberikan kepada salah satu Komisaris yang hadir pada rapat tersebut. Pengambilan keputusan rapat Direksi berdasarkan atas musyawarah untuk mufakat. Apabila mufakat tidak tercapai, maka pengambilan keputusan akan dilaksanakan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN berdasarkan atas pengambilan suara mayoritas dari anggota Direksi yang hadir. Kuorum rapat Direksi adalah apabila lebih dari setengah dari anggota Direksi hadir atau diwakili dengan sah secara hukum dalam rapat tersebut. Setiap anggota Direksi yang hadir memiliki satu suara (dan satu suara untuk setiap Direktur lainnya yang diwakili).

E.7.5

Does the company disclose that the non-executive directors/ commissioners of the company have met separately at least once during the year without any executives present?

Yes

No

Apakah perusahaan mengungkapkan bahwa direktur non-eksekutif / komisaris perusahaan telah bertemu setidaknya sekali dalam setahun

Yes, The Company discloses that the non eksekutif irectors/commissioners of the company have met separately at more than once during the year. In Annual Report on page 158: The Board of Commissioners also held 13 joint meetings with the BoD

Ya, Perusahaan mengungkapkan bahwa Direktur non eksekutif /Komisaris bertemu lebih dari sekali dalam setahun

Yes


No


Dalam Laporan Tahunan hal 158: lDewan Komisaris juga menyelenggarakan rapat gabungan dengan Direksi sebanyak 13 kali di tahun 2011.

E.8

Orientation programme for new directors Program orientasi untuk Direktur baru

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World Bank Principle 6 (VI.E.1.6) Does the corporate governance framework require or encourage boards to conduct executive sessions?

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.8.1

Does the company disclose details of its orientation programme for new directors/commissioners?

Apakah perusahaan mengungkapkan rincian program orientasi untuk direktur baru / komisaris?

E.9

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. The company does‟t disclose details Yes of its orientation programme for new directors/ commissioners

No

Perusahaan tidak menyampaikan program detail orientasi untuk Direksi/Komisaris baru.

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report

Guiding Reference

This item is in most codes of corporate governance.

Yes

No

Director training Pelatihan untuk Direktur KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.9.1

Does the company disclose that it provides on going or continuous professional education to its directors/commissioners?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, The company discloses that it provides on going or continuous Yes profesional education to its directors/commissioners


Yes

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report on page 160-161

In Annual Report on page 160-161: No

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Competency Enhancement Training Program for the Board of Commissioners and Board of Directors In 2011, we organized several training programs for members of the BoC and BoD to enhance their competencies, including Good Corporate

No

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Guiding Reference

OECD Principle VI (E) (3) Board members should be able to commit themselves effectively to their responsibilities. In order to improve board practices and the performance of its members, an increasing number of jurisdictions are now encouraging companies to engage in

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Governance for Executives Competency Enhancement for the Board of Commissioners Competency Enhancement for the Board of Directors


Ya, perusahaan mengungkapkan Pendidikan profesional berkelanjutan untuk Direksi /Komisaris

Apakah perusahaan mengungkapkan bahwa ia menyediakan pendidikan professional berkelanjutan atau terus menerus untuk direksi / komisaris?

Dalam laporan Tahunan hal 160-161: Program Pelatihan Peningkatan Kompetensi Dewan Komisaris dan Direksi Sepanjang tahun 2011, Kami melaksanakan beberapa program pelatihan bagi Dewan Komisaris dan Direksi untuk peningkatan kompetensi Dewan Komisaris dan Direksi, termasuk Pelatihan GCG for Executive

board training and voluntary selfevaluation that meets the needs of the individual company. This might include that board members acquire appropriate skills upon appointment, and thereafter remain abreast of relevant new laws, regulations, and changing commercial risks through in-house training and external courses.

Peningkatan Kompetensi Dewan Komisaris Peningkatan kompetensi Direksi

E.10

Access to information Kemudahan mengkses informasi KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)


Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya.

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report

Yes

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No

No

Guiding Reference

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Does the company disclose that board papers for board of directors/commissioners meetings are provided to the board at least five business days in advance of the meeting?

Yes, the company discloses that board papers for board of Directors/ commissioners meetings are provided to the board at more than 5 (lima) business days in advance od the meeting


In Annual Report on page 158 & 160: In 2011, the BoC held 9 meetings, which were attended by the entire Board. The Board of Commissioners also held 13 joint meetings with the BoD. In 2011, 52 Board of Directors‟ meetings were held. Ya, Perusahaan mengungkapkan pertemuan disediakan Direksi/ Komisaris lebih dari 5 hari kerja

Apakah perusahaan mengungkapkan bahwa pertemuan diisediakan Direksi/dewan komisaris setidaknya lima hari kerja sebelum rapat?

Ya, perusahaan mengungkapkan bahwa pertemuan disediakan direksi/dewan komisaris setidaknya lima hari kerja sebelum rapat.


Dalam Laporan Tahunan hal 158 & 160 Selama tahun 2011, Dewan Komisaris telah menyelenggarakan rapat sebanyak 9 kali yang dihadiri oleh seluruh jajaran Dewan Komisaris.Dewan Komisaris juga menyelenggarakan rapat gabungan dengan Direksi sebanyak 13 kali di tahun 2011. Pada tahun 2011. Rapat Direksi

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OECD Principle VI (F) In order to fulfil their responsibilities, board members should have access to accurate, relevant and timely information. Board members require relevant information on a timely basis in order to support their decision-making. Nonexecutive board members do not typically have the same access to information as key managers within the company. The contributions of nonexecutive board members to the company can be enhanced by providing access to certain key managers within the company such as, for example, the company secretary and the internal auditor, and recourse to independent external advice at the expense of the company. In order to fulfil their responsibilities, board members should ensure that they obtain

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN accurate, relevant and timely information.

dilaksanakan sebanyak 52 kali

World Bank Principle 6 (VI.F.2) Does such information need to be provided to the board at least five business days in advance of the board meeting?

E.10.2

Does the company disclose the role and function of the company secretary?

Yes

No

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Yes, the company discloses the role and function of the company secretary Corporate ecretary/ Investor Relations (“IR”) In Annual Report on page 174: Corporate Secretary/Investor Relations (“IR”) Headed by a Vice President (“VP”) reporting to the Finance Director, Investor Relations (“IR”) is responsible for preparing the provision of information in the process of interrelations between the Company and our shareholders in accordance with the specified rules in relationship management and maintaining systematic feedback mechanisms to enable management respond to shareholder and capital market dynamics appropriately and effectively.

Yes

www.telkom.co.id & Annual Report 174

OECD Principle VI (F) ICSA Guidance on the Corporate Governance Role of the Company Secretary

No

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Apakah perusahaan mengungkapkan peran dan fungsi sekretaris perusahaan? Yes

No

E.10.3

Does the company disclose the qualifications and experience of the company secretary?

www.telkom.co.id & Laporan Tahunan hal 174.

Ya, Perusahaan mengungkapkan peran dan fungsi Sekretaris Perusahaan Dalam Laporan Tahunan hal 174: Sekretaris Perusahaan/Investor Relations (“IR”) Dipimpin oleh seorang Vice President (”VP”) di bawah Direktur Keuangan, Investor Relations (“IR”) bertanggung jawab atas kesiapan penyajian informasi pada proses inter relasi antara erusahaan dengan shareholder sesuai dengan aturan tata hubungan yang ditentukan, serta terpeliharanya mekanisme umpan balik yang sistematis kepada Manajemen agar mampu merespon dinamika shareholder dan pasar modal secara tepat dan efektif.. The current VP Investor Relations is Agus Murdiyatno. Mr. Murdiyatno, 41, joined the Telkom Group as Director and Chief Operating Officer of PT Sigma Cipta Caraka in June 2009. On November 1, 2009, he was appointed as Vice President Investor Relations/ Corporate Secretary of our Company The company discloses the qualifications and experience of the company secretary

Yes

No

www.telkom.co.id & Annual Report hal 174.

In Annual Report on page 174: The current VP Investor Relations is Agus Murdiyatno.Mr. Murdiyatno, 41, joined the Telkom Group as Director and Chief Operating Officer of PT Sigma Cipta Caraka in June 2009.

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World Bank Principle 6 (VI.D.2.12) Do company boards have a professional and qualified company secretary?

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN On November 1, 2009, he was appointed as Vice President Investor Relations/ Corporate Secretary of our Company. He began his career as a financial auditor at the Supreme Audit Board of the Republic of Indonesia in 1990. In 1996,he joined Coopers & Lybrand‟s Jakarta Office as Senior Information Systems Auditor. In 1997, he joined Excelcom, a major cellular company in Jakarta,as Revenue Assurance Manager and Information Systems Audit Manager. In 1998, he joined KPMG, where he was responsible for managing the technology risk and internal audit services. In 2003,he started his consulting career by joining Ernst & Young‟s Management Consultant Division where he was promoted to Executive Director of Business Risk Services in 2006. He holds a BA degree in Accounting from the State College of Accounting, Jakarta, and is a Certified Information Systems Auditor (“CISA”) and a Certified Internal Auditor (“CIA”).

Apakah perusahaan mengungkapkan kualifikasi dan pengalaman sekretaris perusahaan?

Ya, perusahaan mengungkapkan kualifikasi dan pengalaman sekretaris perusahaan:

www.telkom.co.id & Laporan Tahunan hal 174.

Dalam Laporan Tahunan hal 174: Sekretaris Perusahaan saat ini dijabat oleh Agus Murdiyatno. Agus Murdiyatno bergabung dengan Telkom Group sebagai Direktur dan Chief Operating Officer PT Sigma Cipta Caraka pada bulan Juni

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN 009.Pada tanggal 1 November 2009, beliau ditunjuk sebagai VP Investor Relations/Corporate Secretary. Beliau memulai karirnya sebagai auditor keuangan pada Badan Pemeriksa Keuangan Republik Indonesia pada tahun 1990. Pada tahun 1996, beliau bergabung dengan Coopers & Lybrand‟s Jakarta Office sebagai Senior Information Systems Auditor. Pada tahun 1997, beliau bergabung dengan Excelcom, perusahaan seluler terkemuka di Jakarta, sebagai Revenue Assurance Manager and Information Systems Audit Manager. Pada tahun 1998, beliau bergabung dengan KPMG, beliau bertanggung jawab untuk mengelola risiko teknologi dan jasa audit internal.Pada tahun 2003, beliau memulai karir konsultannya saat bergabung dengan Divisi Konsultan Manajemen Ernst & Young, beliau dipromosikan sebagai Direktur Eksekutif Business Risk Services pada tahun 2006. Beliau memperoleh gelar sarjana akuntansi dari Sekolah Tinggi Akuntansi Negara, Jakarta, dan juga memiliki sertifikasi sebagai Certified Information Systems Auditor (“CISA”) dan Certified Internal Auditor (“CIA”).

E.11

Nominating Committee Nominasi Komite

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Beri jawaban Yes atau No, bila Yes

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Yes

Yes

Guiding Reference

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Does the company have a Nominating Committee?

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Uraikan secara singkat bagaimana proses penerapan kebijakannya. The company has a Nominating & Remuneration Committee .

Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report on page 167-168

In Annual Report on page 167-168: Nomination and Remuneration Committee The Nomination and Remuneration Committee was formed based on BoC decree No.003/KEP/ DK/2005 dated April 21, 2005 regarding the Formation of the Nomination and Remuneration Committee. Duties and Responsibilities of the Nomination and Remuneration Committee The objective of the Nomination and Remuneration Committee is to establish, administer and enforce GCG principles in the process of nomination for strategic management positions and the determination of the BoD‟s remuneration. The duties of the Nomination and Remuneration Committee are to:• Devise a nomination and selection system for strategic positions within the Company, referring to GCG principles, i.e. transparency, accountability, responsibility, fairness and independence; • Assist the BoC who are engaged with the Directors in selecting candidates for strategic positions in the company, i.e. one level under the Directors and similarly for Directors and Commissioners of a consolidated subsidiary that contributes 30% or more of our consolidated revenue, such as

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OECD Principle II (C) (3) Effective shareholder participation in key corporate governance decisions, such as the nomination and election of board members, should be facilitated. Shareholders should be able to make their views known on the remuneration policy for board members and key executives. The equity component of compensation schemes for board members and employees should be subject to shareholder approval. With respect to nomination of candidates, boards in many companies have established nominating committees to ensure proper compliance with established nomination procedures and to facilitate and coordinate the search for a balanced and qualified board. It is

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Telkomsel. Exclusively for Telkomsel, the Committee‟s recommendation would be consultated to the holder of the Dwiwarna Series A Share; and • Formulate a remuneration system for Directors based on fairness and performance

Apakah perusahaan memiliki Komite Nominasi?

Ya, perusahaan memiliki Komite Nominasi dan remunerasi


Dalam Laporan Tahunan hal 167 168: Komite Nominasi dan Remunerasi Komite Nominasi dan Remunerasi dibentuk berdasarkan Keputusan Dewan Komisaris No.003/KEP/ DK/2005 tertanggal 21 April 2005 tentang Pembentukan Komite Nominasi dan Remunerasi Tugas dan Tanggung Jawab Komite Nominasi dan Remunerasi Tujuan pembentukan Komite Nominasi dan Remunerasi adalah untuk melaksanakan, mengatur dan menegakkan prinsip-prinsip tata kelola perusahaan yang baik sejalan dengan proses pencalonan posisi strategis dalam manajemen dan menetapkan besaran remunerasi bagi Direksi. Komite Nominasi dan Remunerasi ini bertugas untuk: • Mengembangkan sistem nominasi dan pemilihan bagi posisi strategis dalam Perusahaan dengan memperhatikan prinsip-prinsip tata kelola perusahaan yang baik, antara lain transparansi, akuntabilitas, tanggung jawab, kewajaran dan

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increasingly regarded as good practice in many countries for independent board members to have a key role on this committee. To further improve the selection process, the Principles also call for full disclosure of the experience and background of candidates for the board and the nomination process, which will allow an informed assessment of the abilities and suitability of each candidate. OECD Principle VI (E) (1) Boards should consider assigning a sufficient number of non-executive board members capable of exercising independent judgment to tasks where there is a potential for conflict of interest. Examples of such key responsibilities are ensuring the integrity of financial and nonfinancial reporting, the review of related-party

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Yes

E.11.2

Does the Nominating Committee comprise of a majority of independent directors /commissioners?

Yes No

No

Apakah Komite Nominasi terdiri dari mayoritas direktur independen / komisaris?

independensi; • Membantu Dewan Komisaris dalam memilih kandidat bagi posisi strategis di Perusahaan, yaitu satu level di bawah direktur, sebagaimana juga Direktur dan Komisaris pada Anak Perusahaan yang terkonsolidasi dengan kontribusi mencapai 30% atau lebih terhadap pendapatan konsolidasian Perusahaan, seperti Telkomsel. Khusus untuk Telkomsel, rekomendasi Komite dikonsultasikan kepada pemegang saham Seri A Dwiwarna; dan • Merumuskan sistem remunerasi bagi Direksi berdasarkan perhitungan kewajaran dan kinerjanya Yes, The nominating committee comprise of a majority of Independent directors/ commissioners In Annual Report on page 167: Independence of the Nomination and Remuneration Committee To ensure their independence in the execution of their duties, the members of the Nomination Committee have no relationship, either directly or indirectly, with the Company

Ya, Komite Nominasi terdiri dari majoritas Direktur Independen/ Komisaris

transactions, nomination of board members and key executives, and board remuneration.

Yes

Yes No


No


Dalam Laporan Tahunan hal 167: Independensi Komite Nominasi dan Remunerasi Untuk menjaga independensi dalam pelaksanaan tugasnya, anggota

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Does the Nominating Committee have an independent chairman?

Komite Nominasi adalah anggota yang tidak memiliki hubungan, baik langsung maupun tidak langsung dengan perseroan. The Nominating Committee has an Independent Chairman


In Annual Report on page 167: Independence of the Nomination and Remuneration Committee To ensure their independence in the execution of their duties, the members of the Nomination Committee have no relationship, either directly or indirectly with the Company As of December 31, 2011, the composition of the Nomination and Remuneration Committee was as follows: Chairman Jusman Syafii Djamal Member Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam Secretary/Member Yuki Indrayadi Apakah Komite Nominasi memiliki ketua independen?

Ya, Komite Nominasi memiliki Ketua Independen


Dalam Laporan Tahunan hal 167: Independensi Komite Nominasi dan Remunerasi Untuk menjaga independensi dalam pelaksanaan tugasnya, anggota Komite Nominasi adalah anggota yang tidak memiliki hubungan, baik langsung maupun tidak langsung dengan perseroan. Berikut ini adalah susunan Anggota Komite Nominasi

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This item is in most codes of corporate governance.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN dan Remunerasi per 31 Desember 2011: Ketua Jusman Syafii Djamal Sekretaris/Anggota Yuki Indrayadi Anggota Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam

E.11.4

Does the company disclose the terms of reference/governance structure/ charter of the Nominating Committee?

Yes

No

Yes, The company discloses the terms of reference/governance structure of the nominating committee In Annual Report on page168: In 2011, the Nomination and emuneration Committee discussed the following matters in relation to nomination and remuneration:

Yes


No

Nomination This Committee operates under the authority of the BoC Decree No.07/KEP/ DK/2010 dated April 30, 2010 regarding the appointment of strategic positions in the Company, i.e.: 1. To fill positions one level under the Directors as well as the Management (Directors and Commissioners) of strategic consolidated subsidiaries, the Directors must consult with the BoC; 2. In line with our Articles of Association, to fill the vacant positions on the BoD and Board of Commissioners in a consolidated subsidiary that contributes 30% or more of our consolidated revenue, our Directors must secure the agreement of the BoC.

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OECD Principle VI (E) (2) When committees of the board are established, their mandate, composition and working procedures should be well defined and disclosed by the board. While the use of committees may improve the work of the board they may also raise questions about the collective responsibility of the board and of individual board members. In order to evaluate the merits of board committees it is therefore important that the market receives a full and clear picture of their purpose, duties and composition. Such information is

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Remuneration In 2011, the Committee assisted the BoC in formulating the proposal on remuneration for the Directors and Commissioners of the Company, to be proposed to the shareholders. With the assistance of an independent consultant, the remuneration proposal was formulated on the basis of benchmarking against the remuneration of Directors in other telecommunications companies in the region

Apakah perusahaan mengungkapkan kerangka acuan / governance struktur / piagam Komite Nominasi?

Ya, perusahaan mengungkapkan kerangka acuan/governance struktur Komite Nominasi


Dalam Laporan Tahunan hal 168: Pada tahun 2011, Komite Nominasi dan Remunerasi melakukan pembahasan terhadap hal-hal terkait nominasi dan remunerasi sebagai berikut: Nominasi Komite ini bertugas sesuai dengan Keputusan Dewan Komisaris No.07/KEP/DK/2010 tertanggal 30 April 2010 terkait dengan penunjukan posisi strategis di Perusahaan, yaitu: 1. Mengisi posisi yang berada setingkat di bawah Direksi Perusahaan atau Direksi pada Anak Perusahaan, Direksi harus berkonsultasi dengan Dewan Komisaris; dan 2. Sesuai dengan Anggaran Dasar Perusahaan, untuk mengisi posisi Direksi dan Dewan

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particularly important in an increasing number of jurisdictions where boards are establishing independent audit committees with powers to oversee the relationship with the external auditor and to act in many cases independently. Other such committees include those dealing with nomination and compensation. The accountability of the rest of the board and the board as a whole should be clear. Disclosure should not extend to committees set up to deal with, for example, confidential commercial transactions. Given the responsibilities of the Nominating Committee spelt out in codes of corporate governance, the Nominating Committee is unlikely to be fulfilling these responsibilities effectively if it only meets once a year. Globally, the

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Nominating Committee of large companies would meet several times a year.

Komisaris dalam Anak Perusahaan yang terkonsolidasi yang memberikan kontribusi terhadap pendapatan konsolidasi sebesar 30% atau lebih, Direksi Perusahaan harus mendapatkan persetujuan dari Dewan Komisaris.

E.11.5

Does the annual report disclose the number of Nominating Committee meetings held

Yes

No

Remunerasi Pada tahun 2011, Komite membantu Dewan Komisaris dalam menyiapkan usulan mengenai remunerasi anggota Direksi dan Komisaris untuk diajukan kepada pemegang saham. Dengan dibantu oleh konsultan independen, bahan usulan remunerasi tersebut disusun berdasarkan benchmark terhadap remunerasi Direksi erusahaanperusahaan telekomunikasi regional Yes, The Annual Report discloses the number of Nominating Committee meetings held In Annual Report on page 168: During 2011, the Nomination and Remuneration Committee met 17 times .Meetings of the Nomination and Remuneration Committee:

Yes


No

Name Number of Meetings Attended Percent Attended Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100%

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Apakah laporan tahunan mengungkapkan jumlah pertemuan Komite Nominasi diselenggarakan


Ya, laporan Tahunan mengungkapkan jumlah pertemuan yang diselenggarakan Komite Nominasi Dalam Laporan Tahunan hal 168: Selama tahun 2011, Komite Nominasi dan Remunerasi telah menyelenggarakan rapat sebanyak 17 kali.

E.11.6

Did the Nominating Committee meet at least twice during the year?

Yes

Tabel Jumlah Rapat Komite Nominasi dan Remunerasi Nama Jumlah Rapat, Jumlah Kehadiran Persentase Kehadiran: Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100% The Nominating Commitee met at more than twice during the year.

Yes


In Annual Report on page 168: No

Apakah Komite Nominasi melakukan pertemuan setidaknya dua kali selama tahun?

During 2011, The Nomination and Remuneration Committee met 17 times .Meetings of the Nomination and Remuneration Committee:

Ya, Komite Nominasi melakukan pertemuan lebih dari 2 (dua) kali dalam setahun

No


Dalam Laporan Tahunan hal 168: Selama tahun 2011, Komite Nominasi

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN dan Remunerasi telah menyelenggarakan rapat sebanyak 17 kali.

E.11.7

Is the attendance of members at Nominating Committee meetings disclosed?

Yes

No

Yes, The attendance is of members at nominating Commitee meetings disclosed. In Annual Report on page 168:

Yes


No

Meetings Attended Percent Attended Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100%.

Apakah kehadiran anggota dalam rapat Komite Nominasi diungkapkan?

E.12

Ya, Kehadiran anggota dalam rapat Komite Nominasi diungkapkan.


Dalam Laporan Tahunan hal 168: Tabel Jumlah Rapat Komite Nominasi dan Remunerasi Nama Jumlah Rapat, Jumlah Kehadiran Persentase Kehadiran Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100%

Board appointments and re-election Pernyataan Dewan dan pemilihan kembali KETERSEDIAAN EVIDENCE

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Does the company disclose the process followed in appointing new directors/commissioners?

(BUKTI PENERAPAN)

(PENGUNGKAPAN)

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. The Company discloses the process Yes followed in appointing new directors/commissioners In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 and No 19 on the Board of Directors and Commissioners

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report In Deed Annual General Shareholders Yes No. 30 dated June 7, 2012, Articles 16 and 19

Apakah perusahaan mengungkapkan prosesi dalam menunjuk direksi baru / komisaris?

E.12.2

Does the company disclose the criteria used in selecting new directors/commissioners?

Yes

No

Apakah perusahaan mengungkapkan kriteria yang digunakan dalam memilih direksi baru / komisaris?

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Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19 tentang Direksi dan Komisaris The Company discloses the process followed in appointing new directors/commissioners In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 and 19 on the Board of Directors and Commissioners Ya, Perusahaan mengungkapkan kriteria yang digunakan dalam memilih direksi baru/Komisaris Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19 tentang Direksi dan Komisaris

No

Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19 Yes

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 and 19

No

Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19

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OECD Principle II (C) (3) To further improve the selection process, the Principles also call for full disclosure of the experience and background of candidates for the board and the nomination process, which will allow an informed assessment of the abilities and suitability of each candidate. OECD Principle VI (D) (5) Ensuring a formal and transparent board nomination and election process.These Principles promote an active role for shareholders in the nomination and election of board members. The board has an essential role to play in ensuring that this and other aspects of the nominations and election process are

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN respected. First, while actual procedures for nomination may differ among countries, the board or a nomination committee has a special responsibility to make sure that established procedures are transparent and respected. Second, the board has a key role in identifying potential members for the board with the appropriate knowledge, competencies and expertise to complement the existing skills of the board and thereby improve its valueadding potential for the company. In several countries there are calls for an open search process extending to a broad range of people.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Yes

E.12.3

Are all the directors/ commissioners subject to reelection at least once every three years?

Apakah semua direksi / komisaris tunduk pada pemilihan ulang setidaknya sekali setiap tiga tahun?

Yes

All the directors/commissioners subject to re election at leat once every five years No

The Company discloses the process followed in appointing new directors/ commissioners In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 and 19 on the Board of Directors and Commissioners

Semua Direksi/Komisaris tunduk pada pemilihan ulang setidaknya sekali setiap 5 tahun.

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 and 19 No

Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19

Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 dan 19 tentang Direksi dan Komisaris

ICGN: 2.9.1 Election of directors: Directors should be conscious of their accountability to shareholders, and many jurisdictions have mechanisms to ensure that this is in place on an ongoing basis. There are some markets however where such accountability is less apparent and in these each director should stand for election on an annual basis. Elsewhere directors should stand for election at least once every three years, though they should face evaluation more frequently. World Bank Principle 6 (VI.I.18) Can the reelection of board members be staggered over time? (Staggered boards are those where only a part of the board is reelected at each election, e.g. only 1/3 of directors are re-

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN elected every year.)

E.12.4

Does the company disclose information on its board of directors/commissioners renewal policy?

Yes

No

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Yes, The company discloses information on its board of Directors/ commissioners renewal policy. In Annual Report on page 185: COMMUNICATION AND DISCLOSURE In line with the GCG principles of transparency and fairness, we manage corporate communications and disclosure in accordance with BoD Policy No. 13 year 2009 which was formulated in line with the provisions of section 302 of SOA. This policy sets out our disclosure control procedures which are intended to ensure that the company is able to provide assurance that all information disclosed to shareholders, stakeholders and the capital market authorities has been collected, checked, recorded, processed, summarized, and delivered accurately and promptly and fulfills the principles of equal/fair treatment, prudential and full disclosure principles, in ompliance with capital market regulations. Our disclosure procedures guarantee not only the disclosure of our annual reports but also all other significant disclosures, including:

Yes


No

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UK CG Code (June 2010) Non-executive directors should be appointed for specified terms subject to re-election and to statutory provisions relating to the removal of a director. Any term beyond six years for a non-executive director should be subject to particularly rigorous review, and should take into account the need for progressive refreshing of the board, succession for appointments to the board and to senior management, so as to maintain an appropriate balance of skills and experience within the company and on the board.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN a. The Annual Report which is submitted to Bapepam and the SEC; b. Annual Securities on Form-10; c. Semi Annual Report on Form-8; d. Circulars to shareholders regarding corporate actions such as mergers and acquisitions, stock splits, share buybacks, tender offers, stock options, divestment, leveraged buy outs, and other corporate actions; e. GMS reports; f. Public Expose Reports (upon external request); g. Presentations by the BoD in connection with roadshows, analyst briefings (internal initiatives), investor conferences (upon external request), public expose materials (upon external request); h. Info memos; i. Company Profiles; j. Press Releases related to investor relations; k. Press Releases that are not related to investor relations; l. Reports on the Utilization of the Proceeds of Public Offerings; m. Ratings Monitoring Notices; n. Corporate Financial Summaries, Financial Statement Summaries; o. Corporate website; and p. Telkom‟s internal magazine.

Apakah perusahaan mengungkapkan informasi direksi / komisaris kebijakan pembaharuan?

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Ya, perusahaan mengungkapkan informasi Direksi/Komisaris kebijakan pembaharuan:


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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Dalam Laporan Tahunan hal 185: KOMUNIKASI DAN KETERBUKAAN INFORMASI Sesuai prinsip transparansi dan keadilan tata kelola Perusahaan yang baik, Telkom mengelola komunikasi dan pengungkapan Perusahaan sesuai Kebijakan Direksi No.13 tahun 2009 yang dirancang berdasarkan ketentuan SOA section 302. Kebijakan ini berisi prosedur pengendalian keterbukaan Perusahaan (disclosure control procedure) yang bertujuan agar Perusahaan mampu memberikan keyakinan bahwa seluruh informasi yang diungkapkan kepada para pemegang saham, pemangku kepentingan dan otoritas pasar modal telah dikumpulkan, diperiksa, dicatat, diproses, diikhtisarkan, dan disampaikan secara akurat, tepat waktu, memenuhi prinsip perlakuan seimbang dan adil, prinsip kehatihatian dan prinsip keterbukaan penuh sesuai dengan peraturan pasar modal. Prosedur pengendalian pengungkapan ditetapkan untuk menjamin tata kelola pengungkapan dan tidak hanya pengungkapan laporan tahunan melainkan pengungkapan signifikan lainnya meliputi: a. Laporan Tahunan yang disampaikan kepada Bapepam- LK dan US SEC; b. Annual Securities on Form-10; c. Semi Annual Report on Form-8; d. Surat Edaran kepada Pemegang

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Does the company have a term limit for its independent directors/commissioners?


Yes

No

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Saham (sirkular) dalam rangka corporate actions seperti merger dan akuisisi, Pemecahan Saham, Pembelian Kembali Saham, penawaran tender, stock option, divestasi, leverage buy out, dan aksi korporasi lainnya; e. Laporan Hasil Rapat Umum Pemegang Saham; f. Laporan Pelaksanaan Paparan Publik; g. Presentasi Direksi dalam rangka Roadshow, Rapat Analis (inisiatif internal), Konferensi Investor (permintaan eksternal), Materi Paparan Publik (permintaan eksternal); h. Info Memo; i. Profil Perusahaan; j. Siaran Pers yang berkaitan dengan investor relations; k. Siaran Pers yang tidak berkaitan dengan investor relations; l. Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum; m. Surat Pemberitahuan Pemantauan Pemeringkatan; n. Ringkasan Keuangan Perusahaan, Ikhtisar Laporan Keuangan; o. Website Perusahaan; dan p. Majalah Internal Telkom; Yes, The company has a term limit for its independen directors/ commissioners. In Annual Report on page 156: Independence of the Board of Commissioners and Independent Commissioners With five members, 40% of whom are Independent Commissioners. Our

Yes


No

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN BoC complies with the provisions of the capital market laws and regulations. This serves to preserve the independence of the BoC supervisory function and guarantees the functioning of a check and balance mechanism. At 40%, the number of Independent Commissioners also exceeds the 30% minimum stipulated by the IDX. The principal duty of the Independent Commissioners, in addition to exercising supervision, is to represent the interests of the minority shareholders.

Apakah perusahaan memiliki batas istilah untuk direktur independen perusahaan / komisaris?

Ya, perusahaan memiliki batas istilah untuk Direktur/Komisaris.


Dalam Laporan Tahunan hal 156: Independensi Dewan Komisaris dan Komisaris Independen Jumlah dan komposisi Anggota Dewan Komisaris Telkom telah memenuhi ketentuan Perundangundangan dan Peraturan di bidang Pasar Modal, dengan jumlah anggota Dewan Komisaris Telkom pada saat ini adalah 5 (lima) orang, dimana 40% dari komposisi tersebut adalah Komisaris Independen. Hal ini untuk menjaga independensi fungsi pengawasan Dewan Komisaris dan menjamin terlaksananya mekanisme check and balance. Jumlah 40% tersebut juga telah melewati batas minimum jumlah komisaris independen yang ditetapkan oleh BEI yaitu 30%. Tugas utama Komisaris

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the removal of a director. Any term beyond six years for a non-executive director should be subject to particularly rigorous review, and should take into account the need for progressive refreshing of the board and to succession for appointments to the board and to senior management, so as to maintain an appropriate balance of skills and experience within the company and on the board.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Independen, selain melakukan pengawasan juga memperjuangkan kepentingan pemegang saham minoritas.

E.13

CEO/Executive Management appointments and performance Kinerja CEO / dan janji Manajemen Eksekutif KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.13.1

Does the company disclose how the board of directors/ commissioners plans for the succession of the CEO/managing director/ president and key management?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, The company discloses how the Yes board of directors/commissioners plans for the succession of the CEO/ managing director/president and key management.

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 156

In Annual Report on page 156: No

Telkom’s BoC has the following authority and responsibilities: a. To supervise the BoD‟s

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OECD Principle VI (D) (3) Selecting, compensating, monitoring and, when necessary, replacing key executives and overseeing succession planning. In two-tier board systems the supervisory board is also responsible for appointing the management board which will normally comprise most of the key executives.

management of our Company, including planning and development, operations and budgeting, in compliance with our Articles of Association and to carry out the mandate and resolutions of the AGMS and EGMS. The BoC does not have the authority to run or manage the Company, except in the exceptional situation of all members of the BoD having been suspended for any reason. b. To provide advice and opinions to the AGMS regarding the financial reporting, business development, appointment of auditors, and other

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN important and strategic matters related to corporate actions. c.Evaluating corporate work plans and budgets, monitoring the development of the Company, and coordinating with the Board of Directors if there are any indications that the Company is in trouble so that the Directors can immediately inform the shareholders and make recommendations on the remedial measures that need to be taken;

Apakah perusahaan mengungkapkan bagaimana direksi / komisaris rencanakan untuk suksesi CEO / direktur / presiden dan manajemen kunci?

Ya, perusahaan mengungkapkan bagaimana rencana Direksi/ Komisaris untuk suksesi CEO/ Direktur/Presiden dan manajemen kunci


Dalam Laporan Tahunan hal 156: a.Melakukan pengawasan terhadap pengelolaan Perusahaan yang dijalankan oleh Direksi, termasuk perencanaan dan pengembangan, operasi dan anggaran, sesuai dengan kepatuhan terhadap Angga r an Dasar Perusahaan dan pelaksanaan mandat dan keputusan RUPST dan RUPSLB. Dewan Komisaris tidak berwenang untuk menjalankan maupun mengelola Perusahaan, kecuali dalam situasi apabila seluruh anggota Direksi diberhentikan sementara karena suatu sebab; b.Memberikan saran dan pendapat RUPST mengenai pelaporan keuangan tahunan, rencana pengembangan Perusahaan,

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Does the board of directors/ commissioners conduct an annual performance assessment of the CEO/managing director/president?

Yes

No

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penunjukan kantor akuntan public sebagai auditor dan hal-hal penting serta strategis lainnya terkait dengan aksi korporasi Perusahaan; c. Melakukan evaluasi atas rencana kerja dan anggaran Perusahaan, mengikuti perkembangan Perusahaan, dan melakukan koordinasi dengan pihak Direksi jika ada gejala yang menunjukkan Perusahaan sedang dalam masalah sehingga Direksi dapat segera mengumumkannya kepada para pemegang saham dan memberikan rekomendasi untuk langkah-langkah perbaikan yang harus ditempuh; Yes, the board of directors/ commissioners conduct an annual performances assessment of the CEO/ managing director/president In Annual Report on page 18 PERFORMANCE The year 2011 was important for Telkom, marked by the rapid development of our new wave businesses in consolidating our Telecommunication, Information, Media and Edutainment (TIME) services. Against the backdrop of an ongoing decline in fixed wireline services, our IME businesses and subsidiaries grew strongly, enabling us to record solid revenue growth. This was an improvement on the previous year‟s results. We also took a number of strategic initiatives to complete the transformation of our business, infrastructure, human resources and

Yes


No

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OECD Principle VI (D) (2). Monitoring the effectiveness of the company’s governance practices and making changes as needed. Monitoring of governance by the board also includes continuous review of the internal structure of the company to ensure that there are clear lines of accountability for management throughout the organisation. In addition to requiring the monitoring and disclosure of corporate governance practices

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN on a regular basis, a number of countries have moved to recommend or indeed mandate selfassessment by boards of their performance as well as performance reviews of individual board members and the CEO/chairman.

corporate culture to maintain our position as market leader in the TIME industry in Indonesia. The number of telephony subscribers we serve continues to increase, and broadband internet use experienced unprecedented growth, as did our new wave businesses managed by our subsidiaries. We had 129.8 million cellular, fixed wireline and fixed wireless customers in 2011, or a growth of 7.8% compared to 2010. We also had 10.5 million broadband internet subscribers, representing growth of 64.3%, comprising 1.8 million Speedy wireline users as well as 9.6 million broadband wireless customers using Telkomsel Flash and Blackberry. Other business, primarily the new wave businesses managed by our consolidated subsidiaries, such as IT, call center and business process outsourcing, towers, customer premises equipment (“CPE”), pay TV, media and other edutainment businesses expanded rapidly. Through our subsidiary TelkomVision,our pay TV subscriber base has now reached more than one million customers. In 2011 we booked revenue of Rp71,253 billion, up 3.8% from 2010. MARKET CONDITIONS IN 2011 Our performance in 2011 was affected to some extent by the dynamics of the market and changes in the regulatory environment. As our business portfolio indicates, there was strong growth in the broadband

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN and internet business, and the new wave/IME businesses, not only in our own business but in the market in general

Apakah direksi / komisaris melakukan penilaian kinerja tahunan CEO / direktur / presiden?

Ya, Direksi/Komisaris melakukan penilaian kinerja tahunan dari CEO/Direktur/presiden


Dalam Laporan Tahunan hal 18: KINERJA Tahun 2011 adalah periode penting bagi Telkom yang ditandai dengan pesatnya perkembangan bisnis-bisnis new wave Kami dalam memperkokoh layanan TIME dimana pertumbuhan bisnis IME dan Anak Perusahaan sangat tinggi di tengah tetap menurunnya layanan telepon kabel sehingga Kami dapat mencatatkan pertumbuhan pendapatan yang tetap solid serta lebih baik daripada periode sebelumnya. Kami juga telah melaksanakan berbagai inisiatif strategis dalam menuntaskan agenda transformasi bisnis, infrastruktur, SDM serta budaya Perusahaan untuk terus mempertahankan posisi Kami sebagai market leader di industri TIME di Indonesia. Jumlah pelanggan telefoni yang Kami layani terus meningkat, penggunaan broadband internet tumbuh pesat, demikian pula bisnis-bisnis new wave yang dikelola oleh Anak Perusahaan. Kami melayani sebanyak 129,8 juta pelanggan seluler, telepon tidak bergerak dan telepon tidak bergerak nirkabel atau tumbuh sebesar 7,8% dibanding tahun sebelumnya. Jumlah

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN pengguna broadband Kami sebesar 10,5 juta atau tumbuh 64,3% yang terdiri dari pengguna broadband wireline Speedy sebesar 1,8 juta serta broadband wireless antara lain Telkomsel Flash dan layanan Blackberry sebesar 9,6 juta pengguna. Bisnis lainnya terutama bisnis new wave yang dikelola melalui Anak Perusahaan yang terkonsolidasi di Telkom seperti layanan TI, call center dan bisnis proses outsourcing, tower, perangkat pelanggan (“CPE”), TV berbayar, media serta bisnis edutainment lainnya berkembang sangat pesat. Melalui Anak Perusahaan TelkomVision jumlah pelanggan layanan TV berbayar

E.14

Board appraisal Penilaian kinerja Dewan

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.14.1

Is an annual performance assessment conducted of the board of directors/ commissioners?


Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the board of directors/ Yes commissioners conduct an annual performances assessment of the CEO/ managing director/president

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 18

No

No

In Annual Report on page 18 PERFORMANCE The year 2011 was important for Telkom, marked by the rapid development of our new wave businesses in consolidating our Telecommunication, Information, Media and Edutainment (TIME) services. Against the backdrop of an ongoing decline in fixed wireline services, our IME businesses and subsidiaries grew strongly, enabling us to record solid revenue growth. This was an improvement on the previous year‟s results. We also took a number of strategic initiatives to complete the transformation of our business, infrastructure, human resources and corporate culture to maintain our position as market leader in the TIME industry in Indonesia.

OECD Principle VI (D) (2)

The number of telephony subscribers we serve continues to increase, and broadband internet use experienced unprecedented growth, as did our new wave businesses managed by our subsidiaries. We had 129.8 million cellular, fixed wireline and

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN fixed wireless customers in 2011, or a growth of 7.8% compared to 2010. We also had 10.5 million broadband internet subscribers, representing growth of 64.3%, comprising 1.8 million Speedy wireline users as well as 9.6 million broadband wireless customers using Telkomsel Flash and Blackberry. Other business, primarily the new wave businesses managed by our consolidated subsidiaries, such as IT, call center and business process outsourcing, towers, customer premises equipment (“CPE”), pay TV, media and other edutainment businesses expanded rapidly. Through our subsidiary TelkomVision,our pay TV subscriber base has now reached more than one million customers. In 2011 we booked revenue of Rp71,253 billion, up 3.8% from 2010. MARKET CONDITIONS IN 2011 Our performance in 2011 was affected to some extent by the dynamics of the market and changes in the regulatory environment. As our business portfolio indicates, there was strong growth in the broadband and internet business, and the new wave/IME businesses, not only in our own business but in the market in general

Apakah penilaian kinerja tahunan dilakukan direksi / komisaris?

Ya, Direksi/Komisaris melakukan penilaian kinerja tahunan dari CEO/Direktur/presiden


Dalam Laporan Tahunan hal 18:

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN KINERJA Tahun 2011 adalah periode penting bagi Telkom yang ditandai dengan pesatnya perkembangan bisnis-bisnis new wave Kami dalam memperkokoh layanan TIME dimana pertumbuhan bisnis IME dan Anak Perusahaan sangat tinggi di tengah tetap menurunnya layanan telepon kabel sehingga Kami dapat mencatatkan pertumbuhan pendapatan yang tetap solid serta lebih baik daripada periode sebelumnya. Kami juga telah melaksanakan berbagai inisiatif strategis dalam menuntaskan agenda transformasi bisnis, infrastruktur, SDM serta budaya Perusahaan untuk terus mempertahankan posisi Kami sebagai market leader di industri TIME di Indonesia. Jumlah pelanggan telefoni yang Kami layani terus meningkat, penggunaan broadband internet tumbuh pesat, demikian pula bisnis-bisnis new wave yang dikelola oleh Anak Perusahaan. Kami melayani sebanyak 129,8 juta pelanggan seluler, telepon tidak bergerak dan telepon tidak bergerak nirkabel atau tumbuh sebesar 7,8% dibanding tahun sebelumnya. Jumlah pengguna broadband Kami sebesar 10,5 juta atau tumbuh 64,3% yang terdiri dari pengguna broadband wireline Speedy sebesar 1,8 juta serta broadband wireless antara lain Telkomsel Flash dan layanan Blackberry sebesar 9,6 juta pengguna. Bisnis lainnya terutama bisnis new wave yang dikelola melalui Anak Perusahaan yang

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Does the company disclose the process followed in conducting the board assessment?

Yes

No

Apakah perusahaan mengungkapkan proses yang diikuti dalam melakukan penilaian dewan?

E.14.3

Does the company disclose the criteria used in the board assessment?

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In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19 on the Board of Commissioners

Yes

Yes

Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 19 tentang Komisaris Yes, The Company discloses the criteria used in the board assessment. In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19 on the Board of Directors and Commissioners Ya, Perusahaan mengungkapkan kriteria yang digunakan dalam penilaian dewan

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19

No

Ya, Perusahaan mengungkapkan proses yang diikuti dalam melakukan penilaian dewan

No

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terkonsolidasi di Telkom seperti layanan TI, call center dan bisnis proses outsourcing, tower, perangkat pelanggan (“CPE”), TV berbayar, media serta bisnis edutainment lainnya berkembang sangat pesat. Melalui Anak Perusahaan TelkomVision jumlah pelanggan layanan TV berbayar Yes, The Company discloses the process followed in conducting the board assessment .

Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 19

Yes

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19

No

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Apakah perusahaan mengungkapkan kriteria yang digunakan dalam penilaian dewan?

E.15

Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 19 tentang Komisaris


Director appraisal Penilaian Direktur KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.15.1

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Is an annual performance assessment conducted of individual directors/ commissioners?

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Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual report Yes on page 18

No

No

In Annual Report on page 18 PERFORMANCE The year 2011 was important for Telkom, marked by the rapid development of our new wave businesses in consolidating our Telecommunication, Information, Media and Edutainment (TIME) services. Against the backdrop of an ongoing decline in fixed wireline services, our IME businesses and subsidiaries grew strongly, enabling us to record solid revenue growth. This was an improvement on the previous year‟s results. We also took a number of strategic initiatives to complete the transformation of our business, infrastructure, human resources and corporate culture to maintain our position as market leader in the TIME industry in Indonesia.

Guiding Reference

OECD Principle VI (D) (2)

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN The number of telephony subscribers we serve continues to increase, and broadband internet use experienced unprecedented growth, as did our new wave businesses managed by our subsidiaries. We had 129.8 million cellular, fixed wireline and fixed wireless customers in 2011, or a growth of 7.8% compared to 2010. We also had 10.5 million broadband internet subscribers, representing growth of 64.3%, comprising 1.8 million Speedy wireline users as well as 9.6 million broadband wireless customers using Telkomsel Flash and Blackberry. Other business, primarily the new wave businesses managed by our consolidated subsidiaries, such as IT, call center and business process outsourcing, towers, customer premises equipment (“CPE”), pay TV, media and other edutainment businesses expanded rapidly. Through our subsidiary TelkomVision,our pay TV subscriber base has now reached more than one million customers. In 2011 we booked revenue of Rp71,253 billion, up 3.8% from 2010. MARKET CONDITIONS IN 2011 Our performance in 2011 was affected to some extent by the dynamics of the market and changes in the regulatory environment. As our business portfolio indicates, there was strong growth in the broadband and internet business, and the new wave/IME businesses, not only in our own business but in the market in general

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Apakah penilaian kinerja tahunan dilakukan direksi individu / komisaris?

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Ya, penilaian kinerja tahunan dilakukan oleh Direksi/Komisaris.


Dalam Laporan Tahunan hal 18: KINERJA Tahun 2011 adalah periode penting bagi Telkom yang ditandai dengan pesatnya perkembangan bisnis-bisnis new wave Kami dalam memperkokoh layanan TIME dimana pertumbuhan bisnis IME dan Anak Perusahaan sangat tinggi di tengah tetap menurunnya layanan telepon kabel sehingga Kami dapat mencatatkan pertumbuhan pendapatan yang tetap solid serta lebih baik daripada periode sebelumnya. Kami juga telah melaksanakan berbagai inisiatif strategis dalam menuntaskan agenda transformasi bisnis, infrastruktur, SDM serta budaya Perusahaan untuk terus mempertahankan posisi Kami sebagai market leader di industri TIME di Indonesia. Jumlah pelanggan telefoni yang Kami layani terus meningkat, penggunaan broadband internet tumbuh pesat, demikian pula bisnis-bisnis new wave yang dikelola oleh Anak Perusahaan. Kami melayani sebanyak 129,8 juta pelanggan seluler, telepon tidak bergerak dan telepon tidak bergerak nirkabel atau tumbuh sebesar 7,8% dibanding tahun sebelumnya. Jumlah pengguna broadband Kami sebesar 10,5 juta atau tumbuh 64,3% yang terdiri dari pengguna broadband wireline Speedy sebesar 1,8 juta serta broadband wireless antara lain Telkomsel Flash dan layanan

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Does the company disclose the process followed in conducting the director/commissioner assessment?

Yes

No

Apakah perusahaan mengungkapkan proses yang diikuti dalam melakukan penilaian direktur / komisaris ?

E.15.3

Does the company disclose the criteria used in the director/ commissioner assessment?

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In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 &19 on the Board of Directors/Commissioners

Yes

Yes

Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 & 19 tentang Direksi & Komisaris Yes, The Company discloses the criteria used in the board assessment. In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19 on the Board of Directors and Commissioners

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 16 &19

No

Ya, Perusahaan mengungkapkan proses yang diikuti dalam melakukan penilaian dewan

No

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Blackberry sebesar 9,6 juta pengguna. Bisnis lainnya terutama bisnis new wave yang dikelola melalui Anak Perusahaan yang terkonsolidasi di Telkom seperti layanan TI, call center dan bisnis proses outsourcing, tower, perangkat pelanggan (“CPE”), TV berbayar, media serta bisnis edutainment lainnya berkembang sangat pesat. Melalui Anak Perusahaan TelkomVision jumlah pelanggan layanan TV berbayar Yes, The Company discloses the process followed in conducting the board assessment

Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 16 & 19.

Yes

In Deed Annual General Shareholders No. 30 dated June 7, 2012, Articles 19.

No

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Apakah perusahaan mengungkapkan kriteria yang digunakan dalam direktur / komisaris penilaian?

Ya, Perusahaan mengungkapkan kriteria yang digunakan dalam penilaian dewan.


Dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Tahunan Nomor 30 tanggal 7 Juni 2012, pasal 19 tentang Komisaris

E.16

Committee appraisal Penilaian Komite KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.16.1

Is an annual performance assessment conducted of the board of directors/ commissioners committees?


No

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In Annual Report on page 18, 165,166,168,171,172 PERFORMANCE The year 2011 was important for Telkom, marked by the rapid development of our new wave businesses in consolidating our Telecommunication, Information, Media and Edutainment (TIME) services. Against the backdrop of an ongoing decline in fixed wireline services, our IME businesses and subsidiaries grew strongly, enabling us to record solid revenue growth. This was an improvement

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual report Yes on page 18, 165,166,168,171,172

No

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UK CG Code (June 2010) B.6 Evaluation: The board should undertake a formal and rigorous annual evaluation of its own performance and that of its committees and individual directors.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN on the previous year‟s results. We also took a number of strategic initiatives to complete the transformation of our business, infrastructure, human resources and corporate culture to maintain our position as market leader in the TIME industry in Indonesia. REPORT OF THE AUDIT COMMITTEE 2011 report on the activities of the Audit Committee in fiscal year 2011 REPORT OF THE NOMINATION AND REMUNERATION COMMITTEE 2011 In 2011, the Nomination and Remuneration Committee discussed the following matters in relation to nomination and remuneration REPORT OF THE PLANNING AND RISK EVALUATION AND MONITORING COMMITTEE 2011 During 2011, the PREMC exercised supervision and monitoring over the implementation of the current CSS, the implementation of the RKAP 2011, the implementation of the capital expenditure (“capex”) budgeted in the RKAP 2011 including the investments in our subsidiaries and the implementation of enterprise risk management. The PREMC also evaluated the proposed CSS for 2012-2016,the proposed RKAP 2012, as well as other duties entrusted to it by the BoC

Apakah penilaian kinerja tahunan

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yang dilakukan direksi / komite komisaris?

penilaian kinerja tahunan dari CEO/Direktur/presiden

Tahunan hal 18, 165,166,168,171,172

Dalam Laporan Tahunan hal 18,165, 166, 168, 171, 172: KINERJA Tahun 2011 adalah periode penting bagi Telkom yang ditandai dengan pesatnya perkembangan bisnis-bisnis new wave Kami dalam memperkokoh layanan TIME dimana pertumbuhan bisnis IME dan Anak Perusahaan sangat tinggi di tengah tetap menurunnya layanan telepon kabel sehingga Kami dapat mencatatkan pertumbuhan pendapatan yang tetap solid serta lebih baik daripada periode sebelumnya. Kami juga telah melaksanakan berbagai inisiatif strategis dalam menuntaskan agenda transformasi bisnis, infrastruktur, SDM serta budaya Perusahaan untuk terus mempertahankan posisi Kami sebagai market leader di industri TIME di Indonesia.

E.17

Remuneration Committee/ Compensation Committee Remunerasi Komite / Kompensasi Komite KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.17.1

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Does the company have a of

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, The company has a remunerasi

Yes

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Yes

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report

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No

No

Guiding Reference

OECD Principle VI (D)

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Remuneration Committee (RC)?

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Commitee (RC).

on page 167.

In Annual Report on page 167 Nomination and Remuneration Committee The Nomination and Remuneration Committee was formed based on BoC decree No.003/KEP/DK/2005 dated April 21, 2005 regarding the Formation of the Nomination and Remuneration Committee. Duties and Responsibilities of the Nomination and Remuneration Committee The objective of the Nomination and Remuneration Committee is to establish, administer and enforce GCG principles in the process of nomination for strategic management positions and the determination of the BoD‟s remuneration

Apakah perusahaan memiliki Komite Remunerasi (RC)?

Ya, Perusahaan memiliki Komite Remunerasi (RC).

www.telkom.co.id & Laporan Tahunan page 167.

In Annual Report hal 167: Komite Nominasi dan Remunerasi Komite Nominasi dan Remunerasi dibentuk berdasarkan Keputusan Dewan Komisaris No.003/KEP/ DK/2005 tertanggal 21 April 2005 tentang Pembentukan Komite Nominasi dan Remunerasi Tugas dan Tanggung Jawab Komite Nominasi dan Remunerasi Tujuan pembentukan Komite Nominasi dan Remunerasi adalah untuk melaksanakan, mengatur dan

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(4) Aligning key executive and board remuneration with the longer term interests of the company and its shareholders. It is considered good practice in an increasing number of countries that remuneration policy and employment contracts for board members and key executives be handled by a special committee of the board comprising either wholly or a majority of independent directors. There are also calls for a Remuneration Committee that excludes executives that serve on each others’ RCs, which could lead to conflicts of interest.

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Does the Remuneration Committee comprise a majority of independent directors/ commissioners?

Yes

No

E.17.2

menegakkan prinsip-prinsip tata kelola perusahaan yang baik sejalan dengan proses pencalonan posisi strategis dalam manajemen dan menetapkan besaran remunerasi bagi Direksi Yes, the Remuneration Committe comprises a majority of independent directors/commissioners. In Annual Report on page 167: Independence of the Nomination and Remuneration Committee To ensure their independence in the execution of their duties, the members of the Nomination Committee have no relationship, either directly or indirectly, with the Company.

Yes


No

As of December 31, 2011, the composition of the Nomination and Remuneration Committee was as follows: Chairman Jusman Syafii Djamal Member Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam Secretary/Member Yuki Indrayadi Ya, Komite Remunerasi terdiri dari mayoritas Direktur independen/ Komisaris Apakah Komite Remunerasi terdiri dari mayoritas direktur independen / komisaris?

Ya, Komite Remunerasi terdiri dari mayoritas direktur independen/komisaris


Dalam Laporan Tahunan hal 167: Independensi Komite Nominasi

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN dan Remunerasi Untuk menjaga independensi dalam pelaksanaan tugasnya, anggota Komite Nominasi adalah anggota yang tidak memiliki hubungan, baik langsung maupun tidak langsung dengan perseroan

Does the Remuneration Committee have an independent chairman?

Yes

No

E.17.3

E.17.4

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Berikut ini adalah susunan Anggota Komite Nominasi dan Remunerasi per 31 Desember 2011: Ketua Jusman Syafii Djamal Sekretaris/Anggota Yuki Indrayadi Anggota Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam Yes, the Remuneration Committee has an independent chairman In Annual Report on page 167: Chairman Jusman Syafii Djamal Member Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam Secretary/Member Yuki Indrayadi

Apakah Komite Remunerasi memiliki ketua independen?

Ya, Komite Remunerasi memiliki ketua independen.

Does the company disclose the terms of reference governance

Dalam Laporan Tahunan hal 167: Ketua Jusman Syafii Djamal Sekretaris/Anggota Yuki Indrayadi Anggota Mahmuddin Yasin Bobby A.A. Nazief Rudiantara Johnny Swandi Sjam Yes, the company discloses the term of reverence governance structure/

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No

No

OECD Principle VI (E)

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structure/ charter of the Remuneration Committee?

(2) When committees of the board are established, their mandate, composition and working procedures should be well defined and disclosed by the board.

charter of the Remunerasi Committee: In Annual Report on page 167: The Nomination and Remuneration Committee was formed based on BoC decree No.003/KEP/DK/2005 dated April 21, 2005 regarding the Formation of the Nomination and Remuneration Committee

Apakah perusahaan mengungkapkan hal struktur piagam Komite Remunerasi?

Ya, perusahaan mengungkapkan struktur piagam Komite Remunerasi dalam Laporan

Does the annual report disclose the number of Remuneration Committee meetings held?

Dalam Laporan Tahunan hal 167: Komite Nominasi dan Remunerasi dibentuk berdasarkan Keputusan Dewan Komisaris No.003/KEP/ DK/2005 tertanggal 21 April 2005 tentang Pembentukan Komite Nominasi dan Remunerasi Yes, the annual report discloses the number of Remuneration Committee meeting held:

E.17.5

Yes

No

In Annual Report on page 168: During 2011, the Nomination and Remuneration Committee met 17 times. Meetings of the Nomination and Remuneration Committee: Name Number of Meetings Attended Percent Attended


Yes


No

Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100%

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While the use of committees may improve the work of the board they may also raise questions about the collective responsibility of the board and of individual board members. In order to evaluate the merits of board committees it is therefore important that the market receives a full and clear picture of their purpose, duties and composition. Such information is particularly important in an increasing number of jurisdictions where boards are establishing independent audit committees with powers to oversee the relationship with the external auditor and, in many cases, to act

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Yuki Indrayadi 17 17 100%

E.17.6

Did the Remuneration Committee meet at least twice during the year?


Ya, Laporan Tahunan mengungkapkan jumlah pertemuan Komite Remunerasi

Apakah laporan tahunan mengungkapkan jumlah pertemuan Komite Remunerasi diadakan?

Yes

No

Dalam Laporan Tahunan hal 168: Selama tahun 2011, Komite Nominasi dan Remunerasi telah menyelenggarakan rapat sebanyak 17 kali. Tabel Jumlah Rapat Komite Nominasi dan Remunerasi Nama Jumlah Rapat, Jumlah Kehadiran Persentase Kehadiran Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100% Yes, the Remuneration Committee met at more than twice during the year In Annual Report on page 168: During 2011, the Nomination and Remuneration Committee met 17 times.

Yes


No

Meetings of the Nomination and Remuneration Committee: Name Number of Meetings, Attended Percent Attended Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100%

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independently. Other such committees include those dealing with nomination and compensation. The accountability of the rest of the board and the board as a whole should be clear. Disclosure should not extend to committees set up to deal with, for example, confidential commercial transactions.

Given the responsibilities of the RC spelt out in codes of corporate governance, the RC is unlikely to be fulfilling these responsibilities effectively if is only meets once a year. Globally, the RC of large companies would meet several times a year.

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Apakah Komite Remunerasi memenuhi setidaknya dua kali selama setahun? Yes

No

E.17.7

Is the attendance of members at Remuneration Committee meetings disclosed?


Ya, Komite Remunerasi memenuhi lebih dari dua kali selama setahun Dalam Laporan Tahunan hal 168: Selama tahun 2011, Komite Nominasi dan Remunerasi telah menyelenggarakan rapat sebanyak 17 kali. Tabel Jumlah Rapat Komite Nominasi dan Remunerasi Nama Jumlah Rapat, Jumlah Kehadiran Persentase Kehadiran Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 Yes, the attendance of members at Remuneration Committee meeting discloses

Yes

No


In Annual Report on page 168: During 2011, the Nomination and Remuneration Committee met 17 times. Meetings of the Nomination and Remuneration Committee: Name Number of Meetings Attended Percent Attended Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100% Jakarta, March 30, 2012

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Apakah kehadiran anggota dalam rapat Komite Remunerasi diungkapkan?

Ya, Kehadiran anggota dalam rapat Komite Remunerasi diungkapkan. Dalam Laporan Tahunan hal 168: Selama tahun 2011, Komite Nominasi dan Remunerasi telah menyelenggarakan rapat sebanyak 17 kali. Tabel Jumlah Rapat Komite Nominasi dan Remunerasi,Nama Jumlah Rapat.Jumlah Kehadiran, Persentase Kehadiran Jusman Syafii Djamal 17 17 100% Mahmuddin Yasin 17 15 88% Bobby A.A. Nazief 17 17 100% Rudiantara 17 17 100% Johnny Swandi Sjam 17 17 100% Yuki Indrayadi 17 17 100%

E.18


,

Remuneration matters Perihal remunerasi KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.18.1

Does the company disclose its remuneration policy (i.e. the use of short-term and long-term incentives and performance measures) for its executive directors?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the company discloses its Yes remuneration policy (the use of short term and long terms incentives and performance measures) for its executive directors.

No

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In Annual Report on page 159-160: Determination of the Board of Directors‟ Performance, Salary and

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 159-160


Guiding Reference

OECD Principle VI (D) (4) Aligning key executive and board remuneration with the longer term interests of the company and its shareholders.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Allowances The Board of Directors‟ performance is measured by effective, comprehensive, and periodic performance evaluations that are reevaluated every quarter pursuant to Board of Commissioners‟ Decree No.01/ KEP/ DK /2010/RHS dated January 21, 2010, which states that such performance assessments consist of three key indicators: financial, internal business process and learning & growth. Each Director is entitled to a remuneration consisting of a monthly salary and other allowances (including some pension benefits) .Directors also receive an annual bonus based on our business performance and achievements, which amount is determined by shareholders at our AGMS. The bonus and incentive are budgeted Salary The Nomination and Remuneration Committee is responsible for formulating the Directors‟ salaries, which is further discussed in a joint meeting of the BoD and BoC for approval. The reviewed and agreed formula is then submitted to the AGMS for consideration and approval.

Apakah perusahaan mengungkapkan kebijakan remunerasi (yaitu penggunaan insentif jangka pendek dan jangka panjang dan ukuran kinerja) untuk

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Ya, perusahaan mengungkapkan kebijakan remunerasi


Dalam Laporan Tahunan hal 159160: Penentuan Kinerja, Gaji dan Draft ver : 00/00

In an increasing number of countries it is regarded as good practice for boards to develop and disclose a remuneration policy statement covering board members and key executives. Such policy statements specify the relationship between remuneration and performance, and include measurable standards that emphasise the longer term interests of the company over shortterm considerations. Policy statements generally tend to set conditions for payments to board members for extraboard activities, such as consulting. They also often specify terms to be observed by board members and key executives about holding and trading the stock of the company, and the procedures to be followed in granting and re-pricing of options. In some countries, policy also covers the payments to

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direktur eksekutif?

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Tunjangan Direksi Pengukuran kinerja Direksi Perseroan mengacu pada evaluasi kinerja yang efektif yang dilakukan secara komprehensif, berjenjang dan dievaluasi secara berkala setiap triwulan berdasarkan Keputusan Dewan Komisaris No.01/KEP/ DK/ 2010/RHS tanggal 21 Januari 2010, dimana penilaian kinerja tersebut terdiri dari 3 (tiga) indikator utama yaitu financial,internal business process dan learning & growth.

be made terminating contract of executive.

Setiap Direktur berhak atas remunerasi yang terdiri dari gaji bulanan dan tunjangan lain (termasuk tunjangan pensiun). Di samping itu Direktur juga mendapatkan bagian tantiem tahunan atas kinerja dan pencapaian perusahaan yang besarannya ditentukan oleh pemegang saham dalam RUPST. Bonus dan insentif dianggarkan setiap tahun berdasarkan rekomendasi Direksi dengan persetujuan dari Dewan Komisaris sebelum diusulkan kepada pemegang saham dalam forum RUPST. • Gaji Komite Nominasi dan Remunerasi bertanggung jawab membuat formula gaji Direksi. Formula yang selanjutnya akan dibahas dalam rapat gabungan antara Direksi dan Dewan Komisaris untuk mendapatkan persetujuan. Formula yang telahditelaah oleh Komite Nominasi dan Remunerasi dan disetujui oleh rapat gabungan Direksi

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E.18.2

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Is there disclosure of the fee structure for non-executive directors/commissioners?

Yes

Apakah ada pengungkapan struktur biaya untuk non-eksekutif direktur / komisaris?

dan Dewan Komisaris tersebut kemudian diajukan kepada RUPST untuk mendapatkan persetujuan There isn‟t disclosure of the fee structure for non executive directors/commissioners

Belum ada pengungkapan struktur biaya untuk non eksekutif direktur/komisaris. No

E.18.3

Is the total remuneration (fees, allowances, benefits-in-kind and other emoluments) or any increases in remuneration for the non-executive directors/ commissioners approved by shareholders?

Yes

No

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UK CG Code (June 2010) D.1.3 Levels of remuneration for nonexecutive directors should reflect the time commitment and responsibilities of the role.

Yes

No

Yes, it is the total remuneration (fees, allowances, benefits –in-kind and other emoluments or any increases in remuneration for the non executive directors/commissioner approved by shareholders. In Annual Report on page 157& 159: Board of Commissioners‟ Remuneration and the Procedure for its Determination Remuneration for the members of the BoC is calculated

Yes


No

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Disclosure of fee structure for nonexecutive directors allows shareholders to assess if these direcctors are remunerated in an appropriate manner, for example, whether they are paid for taking on additional responsibilities and contributions, such as chairing committees. OECD Principle II (C) (3) Effective shareholder participation in key corporate governance decisions, such as the nomination and election of board members, should be facilitated. Shareholders should be

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN able to make their views known on the remuneration policy for board members and key executives. The equity component of compensation schemes for board members and employees should be subject to shareholder approval.

using the same formula that is used to determine the BoD‟ salaries. In accordance with MSOE Decree PER02/MBU/2009, the GMS may stipulate a remuneration that differs in nature and/ or amount from what is regulated in this Ministerial Decree. The amount paid is based on a percentage of the President Director‟s salary approved by the AGMS. Each Commissioner is entitled to monthly compensation and allowances. They are also entitled to receive a bonus based on our business performance and chievements, which amount is determined by the AGMS. Commissioners are also entitled to receive a lump sum benefit once they retire from their position.

UK CG Code (June 2010) (D.2.3) The board itself or, where required by the Articles of Association, the shareholders should determine the remuneration of the non-executive directors within the limits set in the Articles of Association. Where permitted by the Articles, the board may however delegate this responsibility to a committee, which might include the chief executive.

Determination of Remuneration Compensation Each Commissioner is entitled to remuneration including monthly compensation (honorarium), bonus, and other benefit. A bonus is based on our performance and achievements, which amount is determined by our shareholders at the GMS. Commissioners are also entitled to receive a lumpsum benefit once they retire from their position Determination of the Board of Directors’ Performance, Salary and Allowances The Board of Directors‟ performance is measured by effective, comprehensive, and periodic performance evaluations that are reevaluated every quarter pursuant to Board of Commissioners‟ Decree No.01/KEP

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN /DK 2010/RHS dated January 21, 2010, which states that such performance assessments consist of three key indicators: financial, internal business process and learning & growth Each Director is entitled to a remuneration consisting of a monthly salary and other allowances (including some pension benefits). Directors also receive an annual bonus based on our business performance and achievements, which amount is determined by shareholders at our AGMS. The bonus and incentive are budgeted

Apakah remunerasi (biaya, tunjangan, manfaat-in-kind dan tunjangan lainnya) atau kenaikan remunerasi bagi direktur noneksekutif / komisaris yang disetujui oleh pemegang saham?

Ya, remunerasi (biaya, tunjangan, manfaat in kind dan tunjangan tunjangan lainnya atau kenaikan remunerasi bagi direktur non eksekutif/komisaris yang disetujui oleh pemegang saham


Dalam Laporan Tahunan hal 157 & 159 Remunerasi dan Prosedur Penetapan Remunerasi Dewan Komisaris Pemberian remunerasi bagi anggota Dewan Komisaris dihitung berdasarkan formula yang juga dipakai untuk penentuan gaji Direksi. Sesuai ketentuan Peraturan Menteri BUMN PER-02/MBU/ 2009, RUPS dapat menetapkan penghasilan dengan jenis dan/atau besaran tertentu yang berbeda dengan yang diatur dalam Peraturan Menteri ini.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Nilai yang dibayarkan mengacu pada persentase gaji Direktur Utama yang telah disetujui oleh RUPST. Setiap anggota komisaris berhak menerima sejumlah kompensasi yang diberikan secara bulanan dan tunjangan. Mereka juga berhak mendapatkan tantiem berdasarkan kinerja dan pencapaian Perusahaan, dengan besaran yang ditentukan dalam RUPS. Komisaris juga berhak mendapatkan tunjangan pada secara lumpsum saat mereka telah berhenti posisinya. Penetapan Remunerasi Kompensasi Setiap anggota Komisaris berhak atas sejumlah kompensasi bulanan (honorarium), tantiem dan tunjangan lainya. Mereka berhak mendapatkan tantiem berdasarkan kinerja dan pencapaian Perusahaan, yang besarannya ditentukan oleh pemegang saham dalam RUPS. Komisaris juga mendapatkan tunjangan secara lumpsum pada saat mereka berhenti dari posisinya Penentuan Kinerja, Gaji dan Tunjangan Direksi Pengukuran kinerja Direksi Perseroan mengacu pada evaluasi kinerja yang efektif yang dilakukan secara komprehensif, berjenjang dan dievaluasi secara berkala setiap triwulan berdasarkan Keputusan Dewan Komisaris No.01/KEP/DK /2010/RHS tanggal 21 Januari 2010, dimana penilaian kinerja tersebut terdiri dari 3 (tiga) indikator utama

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Do independent non-executive directors/commissioners receive options, performance shares or bonuses?

Yes

No

independen non-eksekutif direktur / komisaris menerima saham pilihan kinerja, atau bonus?

yaitu financial, internal business process dan learning & growth. Yes, Independen non eksekutif directors.commissioners receive option, performance share of bonuses. In Annual Report on page 160 Share Ownership Each Director and Commissioner on an individual basis beneficially owns less than a one percent share of our outstanding common stock. Only two Directors beneficially own shares of common stock. As of December 31,2010, Ermady Dahlan owns 17,604 shares and Indra Utoyo owns 5,508 shares. Board

Ya, Independen non eksekutif direktur/komisaris menerima saham pilihan kinerja, atau bonus.

Yes


No


In Annual Report on page 160: Kepemilikan Saham Setiap anggota Direktur dan Dewan Komisaris secara individual memiliki kurang dari satu persen Saham Biasa Perusahaan. Hanya 2 Direktur yang memiliki Saham Biasa Perusahaan. Per tanggal 31 Desember 2011, Ermady Dahlan memiliki 17.604 saham dan Indra Utoyo memiliki 5.508 saham.

UK CG Code (June 2010) (D.1.3) Levels of remuneration for nonexecutive directors should reflect the time commitment and responsibilities of the role. Remuneration for non-executive directors should not include share options or other performance-related elements. If, by exception, options are granted, shareholder approval should be sought in advance and any shares acquired by exercise of the options should be held until at least one year after the non-executive director leaves the board. Holding of share options could be relevant to the determination of a nonexecutive director’s independence (as set out in provision B.1.1) ASX CodeBox 8.2: Guidelines for nonexecutive director

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN remunerationCompanie s may find it useful to consider the following when considering nonexecutive directorremuneration: 1. Non-executive directors should normally be remunerated by way of fees, in the form of cash, noncash benefits, superannuation contributions or salary sacrifice into equity; they should not normally participate in schemes designed for the remuneration of executives. 2. Non-executive directors should not receive options or bonus payments. 3. Non-executive directors should not be provided with retirement benefits other than superannuation.

E.19

Audit Committee Komite Audit KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

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Does the company have an Audit Committee?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, the company has an audit Yes Committee:

No

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In Annual Report on page 161: Audit Committee The Audit Committee operates under the authority of the Audit Committee Charter (as amended by BoC Decree No.20/KEP /DK/2006 on September 11, 2006), which was stipulated by a Decree of the Board of Commissioners. The Audit Committee Charter is regularly evaluated and, if necessary, amended to ensure compliance with Bapepam-LK and SEC requirements and other relevant regulations. In November 2011 we made an amendment to the Audit Committee charter, which was stipulated byBoard of Commissioners‟ Decree No.11/ KEP/DK/2011 dated November 30, 2011 regarding the Charter of the Telkom Group Audit Committee.There were no changes in the rules that caused a change in the function, tasks and responsibilities of the Audit Committee. The amendment of the Audit Committee charter was intended primarily to: (i) update the legal basis for the Board of Commissioners‟ Decree; (ii) affirm the limits on the responsibilities of the Audit Committee; and (iii) affirm the scope of work of the Audit Committee, which includes the

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 161

No

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OECD Principle VI (E) (1) Boards should consider assigning a sufficient number of non-executive board members capable of exercising independent judgment to tasks where there is a potential for conflict of interest. Examples of such key responsibilities are ensuring the integrity of financial and nonfinancial reporting, the review of related-party transactions, nomination of board members and key executives, and board remuneration.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Company and ourconsolidated subsidiaries

Apakah perusahaan memiliki Komite Audit?

Yes

E.19.2

Does the Audit Committee comprise entirely of non-executive directors/commissioners with a majority of independent directors/ commissioners?


Ya perusahaan memiliki Komite Audit. Dalam Laporan Tahunan hal 161: Komite Audit Komite Audit menjalankan tugas berdasarkan mandat Audit Committee Charter (yang telah diamademenkan dengan Keputusan Dewan Komisaris o.20/KPE/DK/2006 tanggal 11 September 2006), yang ditetapkan dengan Keputusan Dewan Komisaris. Audit Committee Charter dievaluasi secara berkala dan apabila diperlukan dilakukan amandemen untuk memastikan kepatuhan Perusahaan terhadap peraturan Bapepam-LK dan SEC serta peraturan terkait lainnya. Pada bulan November 2011 Perusahaan melakukan amandemen terhadap Audit Committee Charter dan amandemen tersebut telah ditetapkan dengan Keputusan Dewan Komisaris No.11/KEP/DK/2011 tanggal 30 November 2011 tentang Pedoman Pelaksanaan Kerja (Charter) Komite Audit Telkom Group. Yes, the Audit Committee comprise entirely of non executive directors/ commissioner with q majority of independent directors/commissioners

Yes


In Annual Report on page 162: Audit Committee Independence Bapepam-LK Audit Committee Rules require that the Audit Committee

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OECD Principle VI (E) (2) When committees of the board are established, their mandate, composition and working procedures should be well defined and

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN disclosed by the board.

comprises at least three members, one of whom must be an Independent Commissioner who serves as chairman, while the other two members must be independent. At least one of these two members must have expert knowledge (in the context of item 16A Form 20 F) in the field of accountancy and/or finance. In order to be considered independent under the prevailing Indonesian rules, the external members of the Audit Committee:

While the use of committees may improve the work of the board they may also raise questions about the collective responsibility of the board and of individual board members. In order to evaluate the merits of board committees it is therefore important that the market receives a full and clear picture of their purpose, duties and composition. Such information is particularly important in the increasing number of jurisdictions where boards are establishing independent audit committees with powers to oversee the relationship with the external auditor and, in many cases, to act independently. Other such committees include those dealing with nomination and compensation. The accountability of the

May not be an executive officer of a public accountant firm that has provided audit and/or nonaudit services to us within the six months prior to his or her appointment as an Audit Committee member; • May not have been an executive officer of the Company within the six months prior to his or her appointment as an Audit Committee member; • May not be affiliated with our majority shareholder; • May not have a family relationship with any member of the BoC or BoD; • May not own, directly or indirectly, any of our shares; and • May not have any business relationship that relates to our businesses. Our Audit Committee consists of six members: two Independent Commissioners, one Commissioner, and three independent external members who have no affiliation with Telkom. There were no changes in the composition of the Audit

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Committee during 2011.

Apakah Komite Audit terdiri sepenuhnya dari direktur noneksekutif / komisaris yang sama dengan sebagian besar direktur independen / komisaris?

No

Ya, Komite audit terdiri sepenuhnya dari directur non eksekutif/komiosaris yang sama dengan sebagian besar direktur independen/komisaris.

www.telkom.co.id & Laporan Tahunan 162 No

Dalam Laporan Tahunan hal 162: Independensi Komite Audit Peraturan Bapepam-LK tentang Komite Audit mensyaratkan bahwa Komite Audit sedikitnya terdiri dari tiga orang anggota, satu diantaranya adalah Komisaris Independen yang bertindak sebagai ketua, sementara dua anggota lainnya harus merupakan pihak yang independen. Minimal salah satu diantaranya harus memiliki keahlian (dalam konteks item 16A dari Form 20-F) dalam bidang akuntansi dan/atau keuangan Agar memenuhi syarat independensi sesuai dengan peraturan yang berlaku di Indonesia, anggota eksternal Komite Audit: • Bukan pejabat eksekutif Kantor Akuntan Publik yang memberikan jasa audit dan/atau jasa non-audit kepada Perusahaan dalam jangka waktu enam bulan terakhir sebelum penunjukannya sebagai anggota Komite Audit; • Bukan sebagai pejabat eksektutif Perusahaan dalam jangka waktu enam bulan terakhir sebelum penunjukannya sebagai anggota Komite Audit; • Tidak boleh terafiliasi dengan pemegang saham mayoritas;• Tidak

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rest of the board and the board as a whole should be clear. Disclosure should not extend to committees set up to deal with, for example, confidential commercial transactions.

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Does the Audit Committee have an independent chairman?

boleh mempunyai hubungan keluarga dengan Dewan Komisaris atau Direksi; • Tidak boleh memiliki, secara langsung maupun tidak langsung, saham Telkom; dan • Tidak boleh memiliki hubungan bisnis apapun yang terkait dengan bisnis Perusahaan Telkom memiliki Komite Audit yang terdiri dari enam anggota: dua Komisaris Independen, satu Komisaris, dan tiga anggota eksternal independen yang tidak terafiliasi dengan Telkom. Tidak ada perubahan komposisi anggota Komite Audit selama tahun 2011. Berikut adalah Susunan Komite Audit Per 31 Desember 2011: Yes, the Audit Committee has an Yes independent chairman

No

E.19.4

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In Annual Report on page 162: Rudiantara - Chairman/Member As Chair of the Audit Committee, Rudiantara is responsible for directing, coordinating and monitoring the execution of the duties of each member of the Audit Committee.

Apakah Komite Audit memiliki ketua independen?

Ya, Komite Audit memiliki ketua independen.

Does the company disclose the

Dalam Laporan Tahunan hal 162: Rudiantara - Ketua/Anggota Rudiantara sebagai ketua Komite Audit bertanggung jawab untuk mengarahkan, mengkoordinasikan dan mengawasi pelaksanaan tugas tiap anggota Komite Audit Yes, the company discloses the term

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terms of reference/governance structure/ charter of the Audit Committee?

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN of reference/governance structure/charte of the Audit Committee.

on page 161

In Annual Report on page 161: Audit Committee The Audit Committee operates under the authority of the Audit Committee Charter (as amended by BoC Decree No.20/KEP /DK/2006 on September 11, 2006), which was stipulated by a Decree of the Board of Commissioners. The Audit Committee Charter is regularly evaluated and, if necessary, amended to ensure compliance with Bapepam-LK and SEC requirements and other relevant regulations. In November 2011 we made an amendment to the Audit Committee charter, which was stipulated byBoard of Commissioners‟ Decree No.11/ KEP/DK/2011 dated November 30, 2011 regarding the Charter of the Telkom Group Audit Committee.There were no changes in the rules that caused a change in the function, tasks and responsibilities of the Audit Committee. The amendment of the Audit Committee charter was intended primarily to: (i) update the legal basis for the Board May not be an executive officer of a public accountant firm that has provided audit and/or nonaudit services to us within the six months prior to his or her appointment as an Audit Committee member; • May not

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN have been an executive officer of the Company within the six months prior to his or her appointment as an Audit Committee member; • May not be affiliated with our majority shareholder; • May not have a family relationship with any member of the BoC or BoD; • May not own, directly or indirectly, any of our shares; and • May not have any business relationship that relates to our businesses.

Apakah perusahaan mengungkapkan kerangka acuan tata kelola/ struktur / piagam Komite Audit?

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Dalam Laporan Tahunan hal 161: Komite Audit Komite Audit menjalankan tugas berdasarkan mandat Audit Committee Charter (yang telah diamademenkan dengan Keputusan Dewan Komisaris o.20/KPE/DK/2006 tanggal 11 September 2006), yang ditetapkan dengan Keputusan Dewan Komisaris. Audit Committee Charter dievaluasi secara berkala dan apabila diperlukan dilakukan amandemen untuk memastikan kepatuhan Perusahaan terhadap peraturan Bapepam-LK dan SEC serta peraturan terkait lainnya. Pada bulan November 2011 Perusahaan melakukan amandemen terhadap Audit Committee Charter dan amandemen tersebut telah ditetapkan dengan Keputusan Dewan Komisaris Draft ver : 00/00

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN No.11/KEP/DK/2011 tanggal 30 November 2011 tentang Pedoman Pelaksanaan Kerja (Charter) Komite Audit Telkom Group.

E.19.5

Does the Annual Report disclose the profile or qualifications of the Audit Committee members?

Yes

No

Tidak ada perubahan peraturan yang merubah fungsi, tugas dan tanggung jawab Komite Audit. Amandemen terhadap Audit Committee Charter, terutama dimaksudkan untuk: (i) memutakhirkan dasar hukum dalam Keputusan Dewan Komisaris, (ii) mempertegas batasan tanggung jawab Komite Audit, dan (iii) mempertegas cakupan kerja Komite Audit yang meliputi Perusahaan dan Anak Perusahaan yang dikonsolidasi. Yes, the Annual Report discloses the profile or quqlifications of the Audit Committee members In Annual Report on page 162 & 163: Brief profiles of each member of the Audit Committee are provided below:

Yes

www.telkom.co.id & Annual Report 162 dan 163

No

Rudiantara - Chairman/Member As Chair of the Audit Committee, Rudiantara is responsible for directing, coordinating and monitoring the execution of the duties of each member of the Audit Committee. Salam - Secretary/Member Salam is a certified accountant and has experience in auditing, accountancy, and finance. Between 1974 and 1989, he was an employee of the Financial and Development Supervisory Board, AVP of the Business Development Division of PT Rajawali Wirabhakti Utama, Head of

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN the Corporate Control Unit of PT Pabrik Rokok Cap Bentoel and Finance Director of PT Telekomindo Primakarya. He holds a degree in accounting from the Jakarta Institute of Finance. MovingHis duties are to facilitate the execution of duties by the Audit Committee members, manage correspondence, prepare documents, report on charter updates and committee work and coordinate the independent auditor selection process. Johny Swandi Sjam - Member Johnny Swandi Sjam is in charge of supervising and monitoring the Company‟s corporate governance and keeping current with capital market regulations and other legislation relating to our operations. Bobby A.A. Nazief - Member Bobby A.A. Nazief is in charge of supervising and monitoring our information technology Sahat Pardede - Member Sahat Pardede is a certified public accountant and a Managing Partner in the Public Accounting Firm of Ghazali, Sahat & Associates. He has considerable experience and expertise in auditing and possesses extensive knowledge of financial accounting and internal control under SOA Section 404. From 1981 to 2000, he was an employee of the Finance and Development Supervisory Board. He graduated inaccounting from Sekolah Tinggi

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Akuntansi Negara - Jakarta and holds a Masters Degree in Business Administration from Saint Mary‟s University in Halifax, Canada.Sahat Pardede‟s primary duty is to supervise and monitor the integrated audit process and consolidated financial reporting, including the implementation of financial accounting standards and the effectiveness of ICOFR. Agus Yulianto – Member Agus Yulianto is a certified accountant with experience in auditing, accountancy and finance.From 1983–1999, he was an employee of the Financial and Development Supervisory Board. He has also worked as a senior consultant with the Jakarta Initiative Task Force as a procurement audit specialist for World Bank-funded projects. Before his appointment as a member of the Audit Committee,he worked for the Public Accounting firm of HLB Hadori Sugiarto Adi & Rekan as Chair of the Financial Management Specialist Team for a project in Aceh that was managed by the World Bank and funded by the Multi Donor Fund. He graduated with a degree in accountancy from the Sekolah Tinggi Akuntansi Negara Jakarta and received his Master‟s in accountancy from the Case Western Reserve University, Cleveland, Ohio, USA. Agus Yulianto is in charge of supervising and monitoring the effectiveness of the risk management (particularly financial reporting risks)

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN implemented by the BoD, monitoring the possible occurrence of fraud and/or impropriety that could potentially harm the Company and complaint handling

Apakah Laporan Tahunan mengungkapkan profil atau kualifikasi anggota Komite Audit?

Ya, Laporan Tahunan mengungkapkan profil atau kualifikasi anggota Komite Audit.

www.telkom.co.id & Laporan Tahunan 162 & 163

Dalam Laporan Tahunan hal 162 & 163: Di bawah ini adalah profil ringkas dari masingmasing anggota Komite Audit: Rudiantara - Ketua/Anggota Rudiantara sebagai ketua Komite Audit bertanggung jawab untuk mengarahkan, mengkoordinasikan dan mengawasi pelaksanaan tugas tiap anggota Komite Audit. Salam - Sekretaris/Anggota Salam adalah akuntan bersertifikat dan berpengalaman dalam bidang auditing, akuntansi, dan keuangan.Antara tahun 1974 dan 1989, beliau adalah pegawai Badan Pengawasan Keuangan dan Pembangunan.Beliau juga pernah menjabat sebagai AVP Divisi Pengembangan Usaha PT Rajawali Wirabhakti Utama,Kepala Corporate Control Unit PT Pabrik Rokok Cap Bentoel dan Direktur Keuangan PT Telekomindo Primakarya. Beliau meraih gelar sarjana bidang akuntansi dari Institut Ilmu Keuangan Jakarta. Salam bertugas untuk memfasilitasi pelaksanaan tugas

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN anggota Komite Audit, melakukan korespondensi, menyiapkan dokumentasi, menyiapkan laporan tahunan Komite Audit, dan mengkoordinasikan proses seleksi auditor independen. Johnny Swandi Sjam - Anggota Johnny Swandi Sjam bertugas melakukan pengawasan dan pemantauan terhadap tata kelola perusahaan serta memantau peraturan pasar modal dan perundangan lainnya yang terkait dengan operasi Perusahaan. Bobby A.A. Nazief - Anggota Bobby A.A. Nazief bertugas untuk mengawasi dan memantau TI Perusahaan. Sahat Pardede - Anggota Sahat Pardede adalah akuntan publik bersertifikat dan Managing Partner di Kantor Akuntan Publik Ghazali, Sahat & Rekan. Beliau mempunyai pengalaman yang luas dan keahlian di bidang auditing, akuntansi keuangan dan pengendalian internal sesuai dengan SOA Seksi 404. Pada tahun 1981 hingga 2000, beliau adalah pegawai Badan Pengawasan Keuangan dan embangunan. Beliau meraih gelar sarjana bidang akuntansi dari Sekolah Tinggi Akuntansi Negara Jakarta dan meraih gelar Master bidang Business Administration dari Universitas Saint Mary di Halifax, Kanada.Sahat Pardede bertugas untuk mengawasi dan memantau proses audit secara

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN keseluruhan, proses konsolidasi laporan keuangan, penerapan standar akuntansi keuangan, dan efektivitas pengendalian internal atas pelaporan keuangan (ICOFR). Agus Yulianto - Anggota Agus Yulianto adalah akuntan bersertifikat dan berpengalaman dalam bidang auditing, akuntansi, dan keuangan. Antara tahun 1983– 1999, beliau adalah pegawai Badan Pengawasan Keuangan dan Pembangunan. Beliau juga pernah bekerja sebagai konsultan senior pada Jakarta Initiative TaskForce sebagai, procurement audit specialist untuk proyek-proyek yang didanai Bank Dunia. Sebelum ditunjuk sebagai anggota Komite Audit, beliau bekerja di Kantor Akuntan Publik HLB Hadori Sugiarto Adi & Rekan sebagai Ketua Tim Financial Management Specialist untuk sebuah proyek di Aceh yang dikelola oleh Bank Dunia dan didanai Multi Donor Fund. Beliau meraih gelar sarjana bidang akuntansi dari Sekolah Tinggi Akuntansi Negara Jakarta dan meraih gelar Master bidang akuntansi dari Universitas Case Western Reserve, Cleveland, Ohio, AS. Agus Yulianto bertugas untuk mengawasi dan memantau efektivitas manajemen risiko (khususnya risikorisiko pelaporan keuangan) yang dilaksanakan Direksi, memantau kemungkinan terjadinya kecurangan dan/atau penyimpangan yang berpotensi merugikan

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Does at least one of the independent directors/ commissioners of the Audit Committee have accounting expertise (accounting qualification or experience)?

Yes

No

Perusahaan, dan penanganan pengaduan Yes, at least one of the members of the Audit Committeee has accounting expertise (accounting qualification or experience) In Annual Report on page 163 & 164: Audit Committee Financial Expert The BoC has determined that Sahat Pardede, as an independent member of our Audit Committee, qualifies as an Audit Committee Financial Expert in accordance with the requirements of Item 16A of Form 20-F, and as an “independent” member pursuant to the provisions of Rule 10A-3 of the Exchange Act. Mr. Pardede has been a member of our Audit Committee since February 2004. Prior to his appointment as a member of our Audit Committee, Sahat Pardede practiced and is currently practicing, as a Certified Public Accountant in Indonesia and provided auditing services and other financial services to numerous private companies and public institutions. He is a Certified Public Accountant and is also a member of the Indonesian Institute of Certified Public Accountants.

Yes


No

As many of the key responsibilities of the audit committee are accounting-related, such as oversight of financial reporting and audits, it is important to have someone specifically with accounting expertise, not just general financial expertise

Exemption from US Listing Standards for Audit Committees In accordance with law No.40 year 2007 regarding Limited Liability Companies, the Company has a twotier board structure, consisting of a BoC and a BoD.The executive management functions are carried out by the BoD, while the principal

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN statutory duties of the BoC are to supervise the policies of the BoD in the operation and management of the Company and to give advice to the BoD. Bapepam-LK Rule No.IX.1.5 and the IDX‟s Listing Rule No. 1A require the Board of Commissioners of an IDXlisted company (such as Telkom) to establish an Audit Committee, which must consist of at least three members, one of whom must be an independent commissioner and serve as chair of the Audit Committee, while the other two members must be independent parties of whom at least one such party must have accounting and/or finance expertise. The NYSE Listing Standards as required by Rule 10A-3(c)(3) of the Exchange Act require foreign private issuers whose shares are listed on the NYSE to have an Audit Committee comprised of Independent Directors.

Apakah setidaknya salah satu direktur independen / komisaris Komite Audit memiliki keahlian akuntansi (akuntansi kualifikasi atau pengalaman)?

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Ya, setidaknya salah satu anggota Komite Audit memiliki keahlian akuntansi (akuntansi kualifikasi atau pengalaman.


Dalam Laporan Tahunan hal 163-164 Ahli Keuangan Komite Audit Dewan Komisaris telah menetapkan Sahat Pardede, anggota Komite Audit, memenuhi kualifikasi sebagai Ahli Keuangan dan Akuntansi Komite Audit seperti yang diuraikan pada butir 16A Form 20-F, dan sebagai anggota ”independen” sesuai dengan Draft ver : 00/00

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN ketentuan dalam Peraturan 10A-3 dari Exchange Act. Sahat Perdede telah menjadi anggota Komite Audit sejak Februari 2004.Sebelum penunjukannya sebagai anggota Komite Audit, dan sampai saat ini, beliau masih berpraktek sebagai Akuntan Publik Bersertifikat di Indonesia yang menyediakan jasa audit dan jasa keuangan lainnya kepada sejumlah perusahaan swasta dan lnstitusi-institusi publik. Beliau juga adalah anggota Institut Akuntan Publik Indonesia. Pengecualian dari Standar Pencatatan di AS untuk Komite Audit Sesuai dengan UU No.40 Tahun 2007 tentang Perseroan Terbatas, Perusahaan memiliki struktur dua dewan (Two Tiers board structure) yang terdiri dari Dewan Komisaris dan Direksi. Fungsi manajemen eksekutif dilaksanakan oleh Direksi sedangkan tugas utama Dewan Komisaris adalah untuk mengawasi kebijaksanaan Direksi dalam menjalankan operasi dan manajemen Perusahaan dan memberikan saran kepada Direksi. Peraturan BapepamLK No.IX.1.5 dan Peraturan Pencatatan No.1A yang dikeluarkan oleh BEI mengharuskan Dewan Komisaris perusahaan publik yang tercatat di BEI (seperti Telkom) untuk membentuk Komite Audit yang paling sedikit terdiri dari tiga anggota, satu diantaranya adalah Komisaris Independen yang bertindak sebagai ketua Komite Audit, sementara dua

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN anggota lainnya harus merupakan pihak yang independen, minimal salah satu diantaranya harus memiliki keahlian dalam bidang akuntansi dan/atau keuangan. Standar Pencatatan NYSE yang ditetapkan berdasarkan Peraturan 10A-3(c)(3) dari Exchange Act mengharuskan emiten swasta asing yang sahamnya tercatat di NYSE memiliki komite audit yang terdiri dari para Direktur Independen

E.19.7

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No

No

OECD Principle VI (E)

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meetings held?

(2)

Committee held. In Annual Report on page 166: Name Number of Meetings, Attended Percent Attended Rudiantara 30 27 90% Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100%

E.19.8

Did the Audit Committee meet at least four times during the year?

Yes

No

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Ya Laporan Tahunan mengungkapkan jumlah pertemuan Komite Audit

Apakah Laporan Tahunan mengungkapkan jumlah pertemuan Komite Audit mengadakan?

Dalam Laporan Tahunan hal 166: Tabel Jumlah Rapat Komite Audit Nama Jumlah Rapat, Jumlah Kehadiran, Persentase Kehadiran Rudiantara 30 27 90% Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100% Yes, the Audit Committee met at more than four times during year In Annual Report on page 166 Meetings of the Audit Committee Name Number of Meetings Attended Percent Attended Rudiantara 30 27 90% Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100%

Yes


No

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Apakah Komite Audit memenuhi setidaknya empat kali sepanjang tahun?


Ya, Komite Audit memenuhi setidaknya lebih dari empat kali sepanjang tahun. Dalam Laporan Tahunan hal 166. Tabel Jumlah Rapat Komite Audit Nama Jumlah Rapat, Jumlah Kehadiran Persentase Kehadiran Rudiantara 30 27 90% Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100%

E.19.9

Is the attendance of members at Audit Committee meetings disclosed?

Yes

No

Apakah kehadiran anggota dalam rapat Komite Audit diungkapkan?

Yes, the attendance of members at Audit Committee meeting disclosed In Annual Report on page 166: Meetings of the Audit Committee Name Number of Meetings, Attended Percent , Attended Rudiantara 30 27 90% Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100%

Ya, Kehadiran anggota rapat Komite Audit diungkapkan.

Yes


No


Dalam Laporan Tahunan hal 166: Tabel Jumlah Rapat Komite Audit Nama Jumlah Rapat, Jumlah Kehadiran, Persentase Kehadiran Rudiantara 30 27 90%

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Does the company disclose that the Audit Committee has primary responsibility for recommendation on the appointment, reppointment and removal of the external auditor?

Yes

Salam 30 30 100% Johnny Swandi Sjam 30 20 67% Bobby A.A. Nazief 30 16 53% Sahat Pardede 30 30 100% Agus Yulianto 30 30 100% The company discloses that the Audit Committee has primary responsibility for recommendation on the appointment, reppointment and removal of the external auditor.

Yes


No


In Annual Report on page 179: Auditor Independence Our financial statements for fiscal year 2011 have been audited by PwC. The appointment of the independent auditor for fiscal year 2011 was carried out in accordance with the appropriate procedures by taking into account both the independence and qualifications of the independent auditor. Apakah perusahaan mengungkapkan bahwa Komite Audit mempunyai tanggung jawab utama untuk rekomendasi mengenai penunjukan, pengangkatan kembali dan pengangkatan auditor eksternal?

No

Ya, perusahaan mengungkapkan bahwa Komite Audit mempunyai tanggung jawab utama untuk rekomendasi mengenai penunjukan, pengangkatan kembali dan pengangkatan auditor eksternal. Dalam Laporan Tahunan hal 179: Independensi Auditor Laporan Keuangan Perusahaan untuk tahun buku 2011 telah diaudit oleh PwC. Penunjukan auditor independen untuk tahun buku 2011 dilakukan sesuai dengan prosedur penunjukan yang tepat dengan memperhatikan independensi dan kualifikasi auditor independen.

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UK CG Code (June 2010) C.3.6 The audit committee should have primary responsibility for making ath recommendation on the appointment, reappointment and removal of the external auditor. If the board does not accept the audit committee’s recommendation, it should include in the annual report, and in any papers recommending appointment or reappointment, a statement from the audit committee explaining the recommendation and should set out reasons why the board has taken a different position.

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Internal audit Audit Internal KETERSEDIAAN EVIDENCE (BUKTI PENERAPAN)

E.20.1

Does the company have a separate internal audit function?

Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. Yes, The company has a separate Yes internal audit function

No

In Annual Report on page 177 Internal Audit The Internal Audit Unit (“IA”) serves to exercise control over our business activities. For this reason and as governed by the prevailing capital market regulations, the IA is directly responsible to the President Director

DISCLOSURE (PENGUNGKAPAN) Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes hal 177

No

Internal Audit Charter To strengthen the duties and responsibilities of the IA, the IA Charter explicitly describes the vision, mission, structure, status, duties, responsibilities and authority of the IA, the requirements of auditors and the President Director‟s and Audit Committee‟s approval of the content of the Audit Charter, with reference to the international standards for the Professional Practice of Internal Auditing issued by the Institute of Internal Auditors (“IIA”). As part of its commitment to the Internal Audit Charter, in 2011, the IA repositioned itself to align with the current organizational format and to enhance its role in support

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OECD Principle VI (D) (7) Ensuring the integrity of the corporation’s accounting and financial reporting systems, including the independent audit, and that appropriate systems of control are in place, in particular, systems for risk management, financial and operational control, and compliance with the law and relevant standards. Ensuring the integrity of the essential reporting and monitoring systems will require the board to set and enforce clear lines of responsibility and accountability throughout the organisation. The board will also need to ensure

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that there is appropriate oversight by senior management. One way of doing this is through an internal audit system directly reporting to the board

www.telkom.co.id & Annual Report

Companies

of our business.

Ya, Perusahaan memiliki fungsi audit internal yang terpisah.

Apakah perusahaan memiliki fungsi audit internal yang terpisah?

Dalam Laporan Tahunan hal 177: Internal Audit Unit Internal Audit (”IA”) berperan dalam menjalankan fungsi pengendalian atas aktivitas bisnis Perusahaan. Untuk tujuan itu, seperti diatur dalam peraturan pasar modal yang berlaku, IA bertanggung jawab langsung kepada Direktur Utama. Piagam Internal Audit Guna menguatkan peran dan tanggung jawab dari IA, Piagam Internal Audit (IA Charter) telah mendeskripsikannya secara jelas yang berisi visi, misi, struktur, status, tugas tanggung jawab dan wewenang IA, persyaratan auditor dan persetujuan Direktur Utama termasuk Komite Audit atas isi Piagam IA, dengan berpedoman pada standar profesi internal audit internasional yaitu The International Standards for the Professional Practice of Internal Auditing yang dikeluarkan oleh Institut Internal Auditor (“IIA”). Sebagai perwujudan komitmen terhadap Piagam IA tersebut, pada tahun 2011, IA melakukan penataan atas posisinya sejalan dengan format organisasi Perusahaan dan untuk meningkatkan peran serta IA dalam mengawalbisnis Perusahaan. E.20.2

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identified or, if outsourced, is the name of the external firm disclosed?

internal audit from internal company. In Annual Report on page 178: Since 2007, the IA has been led by Tjatur Purwadi, SE, MM, an employee who has pursued a career in engineering design. He became involved in organizing and improving our accounting policy and eventually served as Vice President of Financial and Logistics Policy before becoming Head of the Internal Audit Unit.

Apakah kepala audit internal diidentifikasi atau, jika outsourcing, adalah nama perusahaan eksternal diungkapkan?

E.20.3

Does the appointment and/ or removal of the internal auditor require the approval of the audit committee?

Apakah pengangkatan dan / atau penghapusan auditor internal memerlukan persetujuan komite

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Ya,Perusahaan mengungkapkan Kepala Internal Audit dari internal perusahaan

Yes

No

Dalam Laporan Tahunan hal 178: Sejak tahun 2007, IA dipimpin oleh Tjatur Purwadi, SE, MM, karyawan Perseroan yang telah meniti karir panjang pada bidang teknis operasional. Kemudian yang bersangkutan ikut aktif menyusun dan membenahi sistem akuntansi perseroan sehingga mengantarkannya pada posisi Vice President Financial & Logistic Policy sebelum memangku jabatan Head of IA. The Appointment and/or removal of internal auditor require doesn‟t the approval of the audit committee

Pengangkatan dan atau penghapusan auditor internal tidak memerlukan persetujuan komite

Yes

No

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disclose that they have an internal audit position but, in practice, it is not uncommon for this to exist more in form than in substance. For example, the in-house internal audit role may be assigned to someone with other operational responsibilities. As internal audit is unregulated, unlike external audit, there are firms providing outsourced internal audit services which are not properly qualified to do so. Making the identity of the head of internal audit or the external service provider public would provide some level of safeguard that the internal audit is substantive. OECD Principle VI (D) (7) In some jurisdictions it is considered good practice for the internal auditor to report to an independent audit

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN committee of the board or an equivalent body which is also responsible for managing the relationship with the external auditor, thereby allowing a coordinated response by the board.

audit.

World Bank Principle 6 (VI.D.7.9) Does the internal auditor have direct and unfettered access to the board of directors and its independent audit committee? ASX Principles on CG “…companies should consider a second reporting line from the internal audit function to the board or relevant committee.” Under the ASX Principles it is also recommended that the audit committee have access to internal audit without the presence of management, and that “the audit committee should recommend to the board the appointment and dismissal of a chief

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN internal executive."

E.21

audit

Risk oversight Pengawasan Risiko

E.21.1

Does the company disclose the internal control procedures/risk management systems it has in place?



Beri jawaban Yes atau No, bila Yes Uraikan secara singkat bagaimana proses penerapan kebijakannya. The company discloses the company Yes discloses the internal control prosedur /risk management systems it has in place.

Beri jawaban Yes atau No, bila Yes Sebutkan media yang digunakan untuk pengungkapan : Website, Annual Report www.telkom.co.id & Annual Report Yes on page 187 & 188

No

In Annual Report on page 187 & 188: Risk Management We have been implementing risk management on the basis of the COSO Enterprise Risk Management framework since 2006, and it is an integral part of our GCG and internal control

OECD Principle 6 (VI) (D) (7) No

Ensuring the integrity of the corporation’s accounting and financial reporting systems, including the independent audit, and that appropriate systems of control are in place, in particular, systems for risk management, financial and operational control, and compliance with the law and relevant standards.

Our vision for risk management is to „Make risk management PART OF THE CULTURE in our business and operational processes‟. Since 2008, therefore, we have followed a phased roadmap for the development of risk management in the Company, as follows: • 2008: Making risk management and compliance a requirement in every process; • 2009: Ensuring the implementation of risk management and compliance; • 2010: Making risk management and compliance part of the culture;

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN • 2011: Ensuring that risk management and compliance are working effectively; and • 2012: Being a role model for risk management and compliance in SOEs/the telecommunications industry.

Efforts to integrate risk management as inseparable part in business and operational process We have taken certain strategic steps to integrate risk management up to the transactional level (business and operational processes), including: • Building a risk management vision; • Creating a corporate environment that supports risk management; • Formulating a risk management policy as a guideline for managing risk in the Company; • Continuously developing competencies and learning processes for risk management; • Developing a risk register and periodically evaluating the level of risk and the mitigation plans needed to control the risks listed in the risk register; • Determining priorities in dealing with risks and alternative mitigation plans that take cost and benefit into account; • Developing a risk management information system and communicating it to all units in the Company to improve their understanding, knowledge and quality in handling risks; and • Regularly monitoring the implementation of mitigation programs to ensure that risks can be controlled.

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Apakah perusahaan mengungkapkan pengendalian intern prosedur / system manajemen risiko di tempat?

Perusahaan mengungkapkan pengendalian intern prosedur /system manajemen risiko yang telah dpengendalian intern prosedur .

www.telkom.co.id & Laporan Tahunan 187 & 188

Dalam Laporan Tahunan hal 187 & 188 Penerapan Manajemen Risiko Sejak tahun 2006, Kami telah menerapkan manajemen risiko mengacu pada kerangka kerja COSO Enterprise Risk Management. Dalam penerapannya, manajemen risiko adalah bagian yang tidak dapat dipisahkan dari penerapan GCG dan pengendalian internal di Perusahaan.Visi Kami terkait dengan penerapan manajemen risiko adalah : ”Menjadikan pengelolaan risiko sebagai BUDAYA YANG MELEKAT dalam pelaksanaan proses bisnis dan operasional”. Untuk itu, sejak tahun 2008. Kami menyusun roadmap tahapan pengembangan manajemen risiko di Perusahaan adalah sebagai berikut: •2008: menjadikan pengelolaan risiko dan kepatuhan sebagai kebutuhan dalam setiap proses; •2009: memastikan penerapan pengelolaan risiko dan kepatuhan; •2010: menjadikan pengelolaan risiko dan kepatuhan sebagai budaya yang melekat; • 2011: memastikan pengelolaan risiko dan kepatuhan berjalan efektif; •2012: menjadi role model dalam pengelolaan risiko dan kepatuhan di BUMN/industri telekomunikasi.

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RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Upaya mengintegrasikan manajemen risiko sebagai bagian yang yang tidak terpisahkan dari proses bisnis dan operasional Beberapa langkah strategis telah Kami lakukan untuk mengintegrasikan risiko sampai pada tingkat transaksional (proses bisnis dan operasional) antara lain meliputi: •Membangun visi pengelolaan risiko; •Penciptaan iklim Perusahaan yang mendukung penerapan manajemen risiko; •Menyusun kebijakan manajemen risiko sebagai pedoman pengelolaan risiko di Perusahaan; •Mengembangkan kompetensi dan proses pembelajaran manajemen risiko secara berkesinambungan; •Menetapkan risk register dan secara berkala melakukan penilaian tingkat risiko dan rencana mitigasi yang diperlukan untuk mengendalikan risiko sesuai risk register; •Menentukan skala prioritas penanganan risiko dan alternatif rencana mitigasi dengan mempertimbangkan tingkat cost and benefit; •Mengembangkan sistem informasi manajemen risiko dan melakukan komunikasi kepada seluruh unit di Perusahaan untuk meningkatkan pemahaman, pengetahuan dan kualitas pengendalian atas risiko; dan •Melakukan pengawasan implementasi program mitigasi dan dampaknya terhadap perubahan tingkat risiko secara berkala untuk memastikan tingkat risiko dapat dikendalikan.

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E.21.2

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E E


Does the annual report disclose that the board of directors/ commissioners has conducted a review of the company's material controls (including operational, financial and compliance controls) and risk management systems?

Yes

No

The Annual Report discloses that the board of directors/komisaris has conducted a review of the company‟s material controls (including operational, financial and compliance controls) and risk management system.

Yes


No

In Annual report on page 143-144 MANAGEMENT’S ASSESSMENT OF THE INTERNAL CONTROL SYSTEM Disclosure Controls and Procedures Under the supervision and with the participation of the Company‟s management, including the Company‟s President Director, the equivalent of Chief Executive Officer (“CEO”) and Finance Director, the equivalent of Chief Financial Officer (“CFO”), conducted an evaluation of the effectiveness of the Company‟s disclosure controls and procedures (as such term is defined in Rules 13a15(e) and 15(d)-15(e) under the Exchange Act, as of December 31, 2011. Based on this evaluation, the Company‟s CEO and CFO have concluded that, as of December 31, 2011, the Company‟s disclosure controls and procedures were effective. The Company‟s disclosure controls and procedures include, without limitation, controls and procedures that are designed to ensure that information required to be disclosed in reports filed or submitted under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in

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UK CG 2010)

Code

(June

C.2.1 The board should, at least annually, conduct a review of the effectiveness of the company’s risk management and internal control systems and should report to shareholders that they have done so. The review should cover all material controls, including financial, operational and compliance controls.

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PART BAGIAN

E E

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN the SEC‟s rules and forms, and that such information is accumulated and communicated to the Company‟s management, including the CEO and CFO, as appropriate, to allow timely decisions regarding required disclosure

Apakah laporan tahunan mengungkapkan bahwa dewan direksi / komisaris telah melakukan kajian pengendalian material perusahaan (termasuk operasional, kontrol keuangan dan kepatuhan) dan sistem manajemen risiko?

Ya, laporan Tahunan mengungkapkan bahwa dewan direksi/komisaris telah melakukan kajian pengendalian material perusahaan (termasuk operasional, kontrol keuangan dan kepatuhan) dan sistem manajemen risiko.

www.telkom.co.id & Laporan Tahunan 143-144

Dalam Laporan Tahunan hal 143144: PENILAIAN MANAJEMEN ATAS SISTEM PENGENDALIAN INTERNAL Pengendalian dan Prosedur Pengungkapan Di bawah pengawasan dan peran serta manajemen Perusahaan, termasuk Direktur Utama dan Direktur Keuangan, manajemen melakukan evaluasi terhadap efektivitas pengendalian dan prosedur pengungkapan Perusahaan sebagaimana dipersyaratkan dalam Rules 13a-15(e) dan 15(d)-15(e) Securities Exchange Act tahun 1934 (selanjutnya disebut Exchange Act), pada tanggal 31 Desember 2011. Berdasarkan evaluasi ini, Direktur Utama dan Direktur Keuangan Perusahaan menyimpulkan bahwa, pada tanggal 31 Desember 2011, pengendalian dan prosedur pengungkapan

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E.21.3

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E E


Does the company disclose how key risks are managed?

Yes

No

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Perusahaan adalah efektif. Pengendalian dan prosedur pengungkapan Perusahaan termasuk, tanpa dibatasi, pengendalian dan prosedur yang dirancang untuk memastikan bahwa informasi yang dipersyaratkan untuk diungkapkan di dalam laporan yang disampaikan atau diajukan berdasarkan Exchange Act telah dicatat, diproses, dirangkum dan dilaporkan dalam jangka waktu yang telah ditetapkan sesuai ketentuan dan format SEC, dan bahwa informasi tersebut dikumpulkan dan disampaikan kepada manajemen Perusahaan, termasuk Direktur Utama dan Direktur Keuangan, sebagaimana layaknya, untuk memungkinkan pengambilan keputusan yang tepat waktu atas pengungkapan yang dipersyaratkan Yes, the company discloses how key risks are managed. In Annua Report on page 197 -208 1.RISKS RELATED TO INDONESIA Political and Social Risks Macro Economic Risks Disaster Risks 2. RISKS RELATED TO OUR BUSINESS Operation Risks Financial Risks Legal and Compliance Risks Regulation Risks Competition Risks Related to Our Fixed Telecommunication Business Competition Risks Related to our

Yes


No

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OECD Principle V (A) (6) Foreseeable risk factors. Disclosure of risk is most effective when it is tailored to the particular industry in question. Disclosure about the system for monitoring and managing risk is increasingly regarded as good practice.

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PART BAGIAN

E E

RESPONSIBILITIES OF THE BOARD TANGGUNG JAWAB DEWAN Cellular Business (Telkomsel) 3. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISKS General Exchange Rate Risk

Apakah perusahaan mengungkapkannn bagaimana risiko-risiko utama yang dikelola?

Ya, perusahaan mengungkapkan bagaimana risiko-risiko utama yang dikelola.


Dalam Laporan Tahunan hal 197-208 1.RISIKO-RISIKO YANG TERKAIT DENGAN INDONESIA Risiko-Risiko Politik dan Sosial Risiko-Risiko Makro Ekonomi Risiko-Risiko Bencana 2. RISIKO-RISIKO YANG TERKAIT DENGAN BISNIS TELKOM DAN ANAK PERUSAHAAN Risiko Operasi Risiko-Risiko Hukum dan Kepatuhan Risiko-Risiko Keuangan Risiko-Risiko Regulasi Risiko Kompetisi Terkait dengan Telekomunikasi Tidak Bergerak Risiko-Risiko Terkait dengan Bisnis Seluler Kami (Telkomsel) 3. PENGUNGKAPAN KUANTITATIF DAN KUALITATIF ATAS RISIKO PASAR Risiko Nilai Tukar

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THE ASEAN CORPORATE GOVERNANCE SCORECARD Five areas of the OECD Principles : PART E RESPONSIBILITIES OF THE BOARD BAGIAN E TANGGUNG JAWAB DEWAN

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