KAI CEO at SBM ITB Industrial Summit 2026: Four Growth Engines Prepared Towards 2045
Jakarta (ANTARA) - President Director of PT Kereta Api Indonesia (Persero) Bobby Rasyidin outlined the direction of KAI’s transformation at the SBM ITB Industrial Summit 2026 held at Hotel AYANA Midplaza Jakarta on Wednesday (19/8/2026).
The forum, organised by the School of Business and Management Institut Teknologi Bandung (SBM ITB) in collaboration with Adam Smith Business School, University of Glasgow, brought together industry leaders, regulators, investors, and academics to discuss industrial transformation and Indonesia’s economic competitiveness. Bobby appeared as a speaker at the Parallel Session – Transportation Sector.
In his presentation titled “Growth Beyond the Limits: Transforming Railways for Indonesia’s Economic Future”, Bobby emphasised that KAI’s future growth needs to be built by expanding the company’s sources of value.
In 2025, KAI Group recorded a volume of 503.5 million customers, an increase of 8.52 percent compared to 2024 which reached 464 million customers. KAI also recorded approximately 2.8 million customer interactions per day.
“KAI’s scale is already very large. The next challenge and opportunity is to increase the contribution of assets, technology, expertise, and customer base as new sources of growth that provide greater value for the company and the economy,” said Bobby.
Currently, around 94 percent of KAI’s revenue still comes from the transportation business, while the contribution of non-farebox business is around 6 percent. This condition provides room for KAI to build four growth engines, namely operational assets, tangible assets, capability-based assets, and technology assets.
This strength is supported by approximately 327.8 million square metres of railway land assets and a large customer base. KAI sees development opportunities through optimisation of areas and property, Transit-Oriented Development (TOD), digital services, MRO, manufacturing, and railway expertise development.
“Future growth must be more productive. KAI needs to be stronger in operations, more optimal in managing assets, and faster in utilising technology,” said Bobby.
The transformation is also directed at increasing the contribution of railways to national transport and logistics efficiency. Bobby assessed that increasing the role of railways can help strengthen industrial competitiveness through more efficient mobility of people and goods.
KAI is also beginning to encourage the use of artificial intelligence (AI) and digital technology to increase operational productivity and optimise available network capacity. In the roadmap towards 2045, customer volume is directed to reach around 1.4 billion customers per year, with non-farebox business contribution in the range of 20–25 percent.
“We need to move from waiting for demand to creating opportunities. Advanced industries build opportunities, then growth follows,” said Bobby.
Bobby added that the transformation towards 2045 requires the company’s ability to read changes, strengthen sources of growth, and build collaboration with government, academia, industry, and society.
“Towards 2045, KAI is targeting a position as a world-class railway operator. To achieve this, we must strengthen productivity, expand sources of growth, and ensure that railways make an increasingly greater contribution to Indonesia’s connectivity and competitiveness,” concluded Bobby.