Report of the Directors

The various measures and initiatives undertaken throughout 2025 were carried out with the aim of creating long-term business sustainability. Continuous improvement efforts have also been made to ensure that operations are conducted on a strong business foundation. The Board of Commissioners trusts that these efforts will have a positive impact on the growth and sustainability of Waskita Karya in 2025.

Through this report, we, as the Board of Directors of PT Waskita Karya (Persero) Tbk, would like to present our report of the Company's performance for the 2025 fiscal year. This report has been prepared as a form of accountability to shareholders and stakeholders, through which they may obtain the latest information regarding the Company's operational and financial performance.

In navigating this complex global landscape, the resilience of the domestic economy has served as the primary foundation for Indonesia to sustain positive growth. The diversification of export markets and the strengthening of productive sectors have been crucial in maintaining national stability. The Board of Directors notes that the focus on reinforcing domestic economic fundamentals has successfully mitigated external impacts, enabling Indonesia to remain competitive among other emerging economies.

This success is reflected in Indonesia's economic growth of 5.11% (c-to-c) in 2025, surpassing the 5.03% (c-to-c) recorded in 2024. In addition, Indonesia achieved a Gross Domestic Product (GDP) at current prices of Rp23.82 trillion and a per capita GDP of Rp83.70 million. This growth was driven by the synergy between robust household consumption, sustained investment realization, and export performance that has begun to show signs of strengthening. These conditions demonstrate that the economic recovery momentum remains on the right track, even amid global market volatility.

Based on data from the Statistics Indonesia (BPS), Indonesia's macroeconomic indicators have shown considerably positive signals. Annual inflation (year-on-year) was recorded at a controlled level of 2.86%, with monthly inflation (month-to-month) at 0.28%. The successful containment of annual inflation below 3% reflects relatively stable price pressures, which directly provides room for the maintenance of public purchasing power as the primary driver of the national economy.

In line with this growth, the level of public confidence in the economy remained at a very favorable level. Based on Bank Indonesia's survey as of December 2025, the Consumer Confidence Index (CCI) rose to 123.5 points from 121.2 points in October 2025. This figure, which surpasses the threshold of 100, signals the optimism of the majority of consumers regarding current economic conditions as well as the 6 (six) month outlook, serving as a positive catalyst for the Company's business growth. The sustained strength of consumer confidence in December 2025 was supported by the Current Economic Conditions Index (CECI) and the Consumer Expectations Index (CEI), both of which remained at optimistic levels of 111.4 points and 135.6 points, respectively, slightly lower than the preceding month's indices of 111.5 points and 136.6 points.

In the construction sector, the Board of Directors observes significant growth momentum driven by the Government's fiscal policy support. The allocation of the Ministry of Public Works' budget in the 2026 State Budget of Rp118.5 trillion, representing an increase of approximately 11.0% from the preceding year, along with the continuation of the Nusantara Capital City (IKN) strategic project with a budget ceiling of Rp6.3 trillion, presents broad expansion opportunities. The Company is confident that the continued physical development of the Core Government Center Area (KIPP) will serve as the primary growth driver for the construction sector's performance in the years ahead.

The objectives and strategies being implemented by Waskita Karya include the following:

1. Implementation of MRA & Bond Restructuring
   Completing the restructuring of the MRA facility in Q3 2024 and Non-Guaranteed Bonds in Q4 2024 to achieve conditions that support the future business continuity of Waskita Karya. With the effectiveness of the restructuring agreement, there is potential for a reduction in non-operating expenses arising from the decrease in interest rates on the MRA and non-guaranteed bonds.
2. Cash Lab and Liquidity Management
   Optimal management of trade receivables and trade payables, and improvement of the cash conversion cycle.
3. Prudent External Financing
   Obtaining non-cash loan facilities to fulfill the requirements for participating in tenders.
4. Asset Optimization
   Waskita's efforts to optimize Waskita Group assets include: Toll Road Divestment, Equipment In-Kind Contribution, and Divestment of Waskita Sangir Energi (WSE) Shares.
5. Revenue Growth as an Agent of Economic Development in Construction Services
   
   • Contributing to the execution of National Strategic Projects (PSN) and the development of IKN.
   • Conducting contract reviews and performing clustering based on profitability levels. For loss-making contracts, resolution options may be considered, including: termination, contract renegotiation, and others.
   • Growth in New Contract Value (NCV) driven by improvements in operational and financial performance, thereby contributing to revenue growth.
   • Identifying future contracts based on value, and for high-value contracts, Waskita may form strategic partnerships and identify the most suitable parties as Waskita's strategic partners.
   • Participating in tenders for project contracts with criteria such as monthly payment, upfront payment, and specific construction services.
6. Margin Improvement
   
   • Conducting creditworthiness assessments of prospective project owners to protect Waskita from future losses.
   • Continuing the monitoring of operational costs to ensure the sustainability of the Lean principles that have been implemented, as well as efforts to create new innovations in construction technology.
   • Continuing the Construction Risk Management Committee (KMRK) process as a forum for selecting projects with the potential to deliver optimal margin contributions to Waskita Karya.
7. Human Capital Capabilities in Support of Company Objectives
   Waskita Karya implements talent development initiatives focused on enhancing the skills identified by the Company, and will progressively build capabilities in new areas.
8. Strengthening the GRC Framework
   Waskita Karya has implemented good corporate governance in accordance with Ministerial Regulations No. PER-1/MBU/03/2023, PER-2/MBU/03/2023, PER-3/MBU/03/2023, and other related regulations, as well as utilizing analytical tools and techniques in financial transaction activities.
9. Risk Maturity Index Improvement
   Waskita Karya has conducted an identification of the Risk Maturity Index (RMI).
10. Management Dashboard-Based Decision Making
    Waskita Karya is undertaking data integration and the enhancement of the management dashboard.

Based on the roadmap and in alignment with the Long-Term Corporate Plan, in 2025 Waskita Karya implemented strategies and strategic policies with the objective of restoring the Company's performance (both financial and operational) to an optimal level. This step was taken to realize a sustainable business future in the years ahead.

In practice, the Board of Directors, together with management, has formulated and established comprehensive strategies and initiatives. This was carried out through the establishment of governance and operational policies in accordance with the Company's procedures. In addition, the Board of Directors has also optimized resources to support the achievement of the Company's optimal performance.

The Board of Directors ensures that the policies in force are in accordance with the primary guideline underpinning the Company's management, namely the Minister of SOEs Regulation No. PER-2/MBU/03/2023 concerning Governance and Significant Corporate Activities. The Board of Directors is also committed to upholding the principles of GCG best practices in managing the Company's operations, and endeavors to conduct operations with sound governance and a high degree of prudence.

Furthermore, the Board of Directors periodically reviews the policies and strategies being implemented to ensure alignment with applicable objectives and regulations, and will undertake improvements and enhancements to such policies and strategies. This is carried out to ensure that the Board of Directors is able to conduct operations effectively and optimally.

The Board of Directors has also assigned the duties and responsibilities among its members to ensure that every function operates optimally. This division of responsibilities also supports the sustainable achievement of strategic targets.

Furthermore, to ensure that operations run effectively, the Board of Directors has developed structured and measurable plans. Every policy and strategy designed is communicated effectively to all governance organs.

The Board of Directors also maintains strong coordination with the Board of Commissioners, and through this relationship, both the Board of Directors and Board of Commissioners are expected to deliver positive contributions to the Company. On a regular basis, the Board of Directors holds routine meetings internally among its members and management, as well as joint meetings with the Board of Commissioners and its supporting committees and organs. Throughout 2025, the Board of Directors held 9 (nine) internal meetings, 60 (sixty) meetings with officials one (1) level below the Board of Directors, and 12 (twelve) joint meetings. Through these meetings, the Board of Directors receives advice and recommendations that assist in the discharge of its functions in managing the Company's operations.

In 2025, a total of 109 (one hundred and nine) tenders were successfully participated in, with a total value of Rp36,343.25 billion, representing an increase of 130.95% from the total value of tenders participated in during 2024 of Rp15,736.08 billion. Of all the tenders participated in, the Company successfully won 20 projects with a total value of Rp7,391.31 billion, achieving a win rate of 18.35% (by project). On a consolidated basis, the Company successfully recorded a New Contract Value (NCV) of Rp12.52 trillion in 2025.

From the construction segment, the Company completed 22 (twenty two) projects comprising 5 (five) Roads and Bridges Infrastructure, 7 (seven) Water Resources Infrastructure, and 10 (ten) Building Infrastructure projects. By business segment, Waskita Karya recorded revenue from the construction services segment of Rp6.76 trillion, the toll road segment of Rp1.16 trillion, the precast concrete segment of Rp682.72 billion, the hotel segment of Rp103.03 billion, the property segment of Rp61.56 billion, the other infrastructure segment of Rp39.67 billion, and the building and equipment rental segment of Rp8.76 billion.

In accordance with the Long-Term Corporate Plan, in 2025 the Company undertook a renewal through the reorganization into 3 Transformation PMOs, comprising PMO 1 for the Directorate of Business Strategy, Portfolio & HCM, PMO 2 for the Operations Directorate, and PMO 3 for the Finance Directorate. This was carried out to create an effective working team structure to achieve targets and optimize growth.

Waskita Karya also optimized its financial position through a financial recovery and performance restoration strategy. Through the 8 (eight)-stream financial recovery programs, it is expected that the Company's financial condition will be progressively restored to an optimal level. The financial recovery strategy encompasses Toll Road Divestment, Government Guarantee on Loans and Bonds/Sukuk, Parent Company Debt Restructuring, Subsidiary Debt Restructuring, Special Toll Road Completion, State Capital Participation (PMN) and Rights Issue, Business Transformation, and the Implementation of Governance and Risk Management Guidelines.

As of 2025, Waskita Karya also carried out the divestment of 9 (nine) toll road sections. As of November 28, 2025 the Company completed the divestment of a 35% stake in WTR at PT Cimanggis Cibitung Tollways (CCT) to PT Bakrie Toll Indonesia (BTI), with total proceeds of Rp3.28 trillion derived from the share transfer transaction to BTI, the assignment of receivables to BTI, and the receipt of the return of Shareholder Loans (SHL) from CCT. This step was taken as a financial performance recovery initiative for Waskita Karya to deliver optimization toward the Company's business sustainability.

In support of the Indonesian Government's efforts to reduce greenhouse gas (GHG) emissions, the Company undertakes decarbonization initiatives through the more responsible use of buildings and infrastructure. These initiatives include:

1. Electric vehicles for operations.
2. Installation of a Building Energy Management System (BEMS).
3. Implementation of energy consumption behavioral change.
4. Installation of renewable energy sources (solar panels and wind power).
5. Purchase of carbon offsets and Renewable Energy Certificates.
6. Use of Biodiesel and age restrictions for Heavy Equipment.
7. Value chain approaches such as the use of low-carbon construction materials.

Furthermore, in 2025, Waskita Karya undertook development efforts to utilize New and Renewable Energy (NRE) as an alternative energy source in its projects. The Company developed measurement tools through methods for measuring electricity generation from solar panels and wind turbines, and generated empirical data in support of sustainable policies. These efforts are expected to serve as a strategic step in Waskita's transformation toward more environmentally responsible practices, while also supporting the achievement of the Sustainable Development Goals (SDGs).

The Renewable Energy (EBT)-based power generation pilot project is located at the Cibeet Dam Project and has successfully operated consistently, producing clean and environmentally friendly energy. The Company has also added Internet of Things (IoT)-based sensor devices. This sensor technology enables remote real-time monitoring of power plant performance. This sustainability measure demonstrates that Waskita Karya has integrated digital technology and renewable energy (EBT) systems in realizing smart, efficient, and sustainable energy management.

The Company has also undertaken the development of an AI Agent specifically designed to manage and distribute lessons learned data from various projects. This initiative forms part of the Company's digital transformation in the field of knowledge management, with the aim of accelerating access, enhancing knowledge utilization, and fostering continuous learning across all levels of the organization.

The Board of Directors trusts that these efforts will be maintained and further enhanced to realize a sustainable future for Waskita Karya's business operations going forward.

As of December 31, 2025, the Company recorded total revenue of Rp8.82 trillion, a decrease of 17.64% compared to Rp10.71 trillion in the preceding year. Total revenue achieved 118.29% of the RKAP target of Rp7.45 trillion.

On the expenditure side, the Company recorded cost of revenue of Rp7.24 trillion, a decrease of 22.09% from Rp9.29 trillion in the preceding year. The cost of revenue achieved 115.81% of the RKAP target of Rp6.25 trillion.

Accordingly, the Company recorded gross profit of Rp1.58 trillion, an increase of 11.60% compared to Rp1.42 trillion in the preceding year. Gross profit achieved 131.15% of the RKAP target of Rp1.20 trillion. However, the Company recorded net loss for the year of Rp4.48 trillion, an increase of 14.58% from Rp3.91 trillion in the preceding year. The net loss for the year achieved 91.98% of the RKAP target of Rp4.88 trillion.

Based on the financial position, in 2025 the Company recorded total assets of Rp70.73 trillion, a decrease of 8.33% from the preceding year, achieving 99.46% of the RKAP target of Rp71.12 trillion; total liabilities of Rp67.06 trillion, a decrease of 3.20% from the preceding year, achieving 98.82% of the RKAP target of Rp67.86 trillion; and total equity of Rp3.67 trillion, achieving 112.75% of the RKAP target of Rp3.26 trillion.

Furthermore, the Company recorded an increase in net cash from investing activities of Rp4.64 trillion, an increase of 212.28% compared to Rp1.49 trillion in the preceding year, achieving 106.17% of the RKAP target of Rp4.38 trillion. As of December 31, 2025, the Company recorded cash and cash equivalents of Rp4.41 trillion, an increase of 75.17% from Rp2.52 trillion in the preceding year, achieving 78.39% of the RKAP target of Rp5.62 trillion.

In response to these results, the Board of Directors has carefully and prudently managed the Company by aligning its business transformation through a more optimal financial restructuring process. This step is taken with a view to restoring positive and optimal financial performance contributions in the year ahead.

However, the operations conducted by the Board of Directors encountered various obstacles and issues, which have had a considerable impact on the Company's financial and operational performance. These challenges require prompt resolution, and improvements and enhancements are necessary to restore the Company's performance to an optimal level. Throughout 2025, the Company encountered several obstacles in the areas of business strategy and marketing, including:

• Market Penetration to Potential Owners
  Obstacles were encountered in penetrating the market among potential project owners, primarily due to a decline in owners' trust during the tendering process as a result of the Company's financial statement condition. In response, the Board of Directors, through the Business & Strategy Division, conducted market penetration via marketing intelligence targeting potential owners, particularly those within the 4N category such as Pelindo, the Jakarta Provincial Government, Agung Sedayu, Agung Podomoro, and Karya Manunggal Lestari, as well as high-value projects such as OIKN and KKP.
• Mapping of Strategic Partner Requirements to Address Experience Gaps in Tender Activities
  Obstacles arose due to financial conditions that have yet to reach optimal performance, which constitute one of the requirements in the tendering process, thereby reducing owner trust in the Company. In response, Waskita approached several Japanese companies, including Shimizu, Obayashi, Kajima, Tokyu, Taisei, and Sojitz, to enhance the potential for participation in the Jakarta MRT Project tender. With respect to the planned Patimban Port Project, Waskita has conducted preliminary discussions with Japanese companies such as TOA and Penta Ocean to increase the potential for winning the tender. Furthermore, to expand cooperation opportunities and strengthen market penetration in the Middle East region, Waskita is also exploring a partnership with Gulf Construction & Landscape as a strategic partner to support the fulfillment of experience gaps in tenders within the region.
• Collection of Market Information from All Branch Offices, Marketing Experts, Marketing Intelligence, Operations Divisions, and Subsidiaries
  Waskita has made improvements to its market information gathering through Branch Offices and Subsidiaries. Through asset optimization and technology upgrades, it is expected that this process will operate effectively and deliver a positive impact on the Company's performance in the years ahead.

The Board of Directors has overcome the obstacles encountered, and through strategic measures and initiatives, the Company has been able to address the issues that arose throughout 2025. Through business transformation and financial restructuring, the Board of Directors aims to restore the Company's performance (both operationally and financially) to a more optimal level, ensuring that the initiatives undertaken will realize sustainable business continuity for the Company in the years ahead.

More specifically, the construction and infrastructure sector is projected to remain a primary economic driver, in line with the continuation of National Strategic Projects (PSN) and the acceleration of the development of the Nusantara Capital City (IKN). The Government has determined that the infrastructure budget allocation in the 2026 State Budget will be significantly optimized, reflecting a strong commitment to narrowing the logistics gap and improving inter-regional connectivity. From a sustainability perspective, the Board of Directors is of the view that digital transformation in the construction process and the application of Green Building principles will become standards that provide a competitive advantage for the Company in the years ahead.

For the year ahead, Waskita has established growth targets that adheres to the principle of prudence. The Board of Directors aims to strengthen the capital structure and improve operational efficiency through supply chain optimization in 2026. The Board of Directors targets the achievement of a more diversified New Contract Value (NCV), with a focus on projects with healthy margins and strong cash flows, to ensure the long-term sustainability of the Company's liquidity.

The Board of Directors hopes that the Company would grow and outperform the industry average, while upholding Good Corporate Governance at all times. The Board of Directors is committed to integrating Environmental, Social, and Governance (ESG) aspects into every line of business as a response to the demands of global markets and stakeholders. With strong synergy and continuous transformation, the Board of Directors is confident that 2026 will serve as a pivotal moment for the Company to deliver improved performance and maximize added value for all shareholders and stakeholders.

To that end, the Board of Directors has formulated a comprehensive roadmap focused on business transformation through financial restructuring. The strategic pillars implemented by the Company throughout 2025 include:

1. Cash Lab and Liquidity Management.
2. Asset Optimization.
3. Revenue Growth as an Agent of Economic Development in Construction Services.
4. Human Capital Capabilities in Support of Company Objectives.
5. Strengthening the GRC Framework.
6. Risk Maturity Index Improvement.
7. Management Dashboard-Based Decision Making.

In line with this, the Board of Directors also fosters strong synergy through cooperation by establishing strategic partnerships with independent institutions that play a role in providing supervisory support and have an impact on the governance practices of the Company.

The initiative undertaken was to conduct an assessment of governance implementation within Waskita Karya. For the 2025 Fiscal Year, Waskita Karya carried out an assessment of the Company's governance implementation and successfully obtained a score of 93.59, categorized as "Very Good." The assessment covered several indicators, including commitment to the sustainable implementation of good governance, shareholders and the GMS/capital owners, the Board of Commissioners, the Board of Directors, information disclosure and transparency, as well as other aspects.

Waskita also periodically improves the quality of the Company's governance through enhancements and transformation, with a focus on three pillars comprising portfolio & innovation, lean, and digitalization. Through this transformation, Waskita ensures that operations can be conducted more optimally.

In practice, Waskita Karya's ICS has adhered to the COSO framework of the Committee of Sponsoring Organizations of the Treadway Commission, encompassing control components covering the Control Environment, Risk Assessment, Control Activities, Information and Communication, and Monitoring.

The Board of Directors is of the view that the implementation of the ICS throughout 2025 has been conducted optimally and effectively. Waskita Karya has evaluated the results of audits conducted, which have subsequently been followed up with improvements and enhancements to produce a higher quality of internal control. Furthermore, the Board of Directors regularly undertakes system development efforts to ensure that the ICS functions effectively, and ensures that the ICS meets the requisite adequacy standards.

The implementation of the risk management system is carried out based on the Three Lines Model framework, wherein the first line encompasses Project Teams, Operations Divisions, and Divisions as risk owners directly identifying and managing risks in business processes; the second line encompasses the risk management unit and other units serving as units that measure and monitor risks, and develop the Company's risk management methodology and framework; and the third line is Internal Audit, which ensures that governance and risk controls are implemented effectively.

The Board of Directors ensures that the implementation of the risk management system throughout 2025 has been conducted optimally. The implementation of the Company's risk management system is carried out based on the principles, framework, and risk management process in accordance with ISO 31000:2018 Risk Management and the Minister of SOEs Regulation No. PER-2/MBU/03/2023 concerning Guidelines on Governance and Significant Corporate Activities of SOEs.

In addition, Waskita Karya has conducted a Risk Maturity Index (RMI) assessment based on dimensional and performance aspects in accordance with the Decree of the Deputy for Financial and Risk Management Division of the Ministry of SOEs No. SK-8/DKU.MBU/12/2023 dated December 6, 2023. The RMI assessment was conducted on the third quarter in 2025 with the assessment result placing the Company in the "Developing+" phase.

The Board of Directors, through the WBS Management Team, has also provided reporting channels that are open and accessible to all parties through the website wbs.waskita.co.id, email at wbs@waskita.co.id, telephone or WhatsApp at 0813-1138-4811, or by direct submission to the Head of the WBS Management Team (Corporate Secretary) at the Waskita Karya head office address. Follow-up on reports received through all WBS channels is carried out in a directed and measured manner in accordance with the WBS Guidelines by the WBS Management Team. The Company also guarantees the protection and confidentiality of the personal data of whistleblowers and the contents of their reports.

Throughout 2025, the WBS channels received more than 400 (four hundred) incoming messages, the majority of which were categorized as spam, with 118 (one hundred and eighteen) messages falling under the category of complaints or other miscellaneous reports. Meanwhile, the number of incoming messages verified as violation reports was 8 (eight), all of which have been followed up in accordance with procedures and declared resolved. The Board of Directors also monitors and evaluates the implementation of the WBS through WBS management reports submitted by the WBS Management Team on a periodic quarterly basis.

In its implementation, Waskita's human capital governance is aligned with the core values of SOEs, comprising Trustworthy, Competent, Harmonious, Loyal, Adaptive, and Collaborative (AKHLAK). Based on Board of Directors Decree No. 36/SK/WK/2025, the Board of Directors appointed the Human Capital Management Division as the party responsible for managing human capital.

Waskita Karya regularly improves the quality and capacity of its human capital with the aim of creating a healthy, conducive, and competitive work environment. Human capital competency development programs are implemented comprehensively for all Waskita employees. This commitment is made to create a fair and equal work environment. As of December 31, 2025, the Company has realized a development budget of Rp12.74 billion as the cost of human capital competency development. Waskita Karya has also formulated a human capital development plan for the year ahead, as part of the Company's efforts to achieve its vision and strategy in developing the quality and capabilities of its human capital as the primary driver in achieving the Company's objectives.

Through good human capital governance, the Board of Directors is confident that the Company will progressively grow with robust competitiveness, achieve excellence, and realize a sustainable future.

Information Technology Management at Waskita Karya
Waskita Karya has an integrated and well-managed Information Technology (IT) system. In its implementation, the Company has undergone digital transformation across its operational processes. IT governance has also been aligned with Good Corporate Governance (GCG) guidelines and principles, based on the IT Governance Guidelines regulated under Ministerial Regulation No. PER-02/MBU/02/2023 concerning the Principles of Information Technology Governance of the Ministry of State-Owned Enterprises.

The Company has established an IT strategy, designed with consideration of aspects of efficiency, security, human capital capabilities, and adaptation to technological developments. The IT management team is operated by the Transformation, Digital & Systems Division, which undertakes the planning, management, development, and evaluation of IT policies and programs. This Division also develops core applications (Enterprise Resource Planning/ERP) and other supporting applications (Line of Business/LOB), along with integrated IT system infrastructure.

Throughout 2025, Waskita Karya implemented a number of strategic IT initiatives, including:

1. ERP Development
   In 2025, the Company realized 6 (six) out of 7 (seven) ERP programs, achieving 116.67% against the 100.00% target. The programs successfully implemented as part of core business process support exceeded those originally planned.
2. Management Dashboard Fine-Tuning
   Ass of the fourth quarter of 2025, 20 (twenty) out of 20 (twenty) fine-tuning programs were realized, achieving 100.00% realization. The fine-tuning process was carried out through self-development, and the data analytics license has been renewed with the same capacity.
3. Cybersecurity Maturity Assessment Indicator (IKAS) Score
   Score Waskita Karya utilizes the Cybersecurity Maturity Assessment Instrument (IKAS) issued by the National Cyber and Crypto Agency (BSSN). As of the fourth quarter of 2025, the IKAS form was submitted to BSSN, which subsequently issued a Certificate of Self-Assessment Results for Cybersecurity Maturity of Industrial Sector Organizations, with a Maturity Score of 2.73 and a Maturity Level Category of Level 3 (Defined).
4. Analysis of the Establishment of a Security Operations Center (SOC) with Subsidiaries
   Waskita Karya conducted an analysis of the establishment of an SOC involving its Subsidiaries. In line with this, the Company has updated its Cyber Incident Response Team, namely WASKITA-CSIRT (Waskita Karya Computer Security Incident Response Team), in accordance with Board of Directors Decree of PT Waskita Karya (Persero) Tbk No. 37/ SK/WK/PEN/2025.

In 2025, the Company also conducted a Regular Audit of Information Technology operations for the 2024 fiscal year, carried out from August 25 to September 26, 2025 by the Internal Auditor, accompanied by consultants from PT CBQA Global Indonesia, with an assessment result of sufficiently effective. In light of these achievements, Waskita Karya continuously undertakes efforts to refine and improve the quality of its IT. These steps are taken to ensure that the IT system is operated optimally and supported by reliable and adequate resources.

Table of Board of Directors Composition in 2025