Telkom Strengthens Business Fundamentals, Focuses on Executing TLKM 30 Strategy
To strengthen business fundamentals, Telkom continues to implement a comprehensive reform agenda through TLKM 30 Transformation. This was announced by PT Telkom Indonesia (Persero) Tbk Chief Executive Officer Dian Siswarini at the TelkomGroup Business Update held in Jakarta on Friday, 6 March 2026.
“We are implementing TLKM 30 to unlock greater value from all of Telkom’s business potential whilst strengthening the company’s contribution to the nation and shareholders through enhanced value creation and dividends,” said Dian.
With support and collaboration from all stakeholders, the transformation is driven to deliver positive impact for the economy and society through increasingly widespread and quality digital connectivity services.
According to Dian, 2026 marks a momentum for Telkom to demonstrate the implementation of this strategy, which includes business portfolio restructuring, strengthening good corporate governance (GCG), subsidiary restructuring and streamlining, and the formation of strategic holding entities to drive operational excellence and unlock value from TelkomGroup assets.
TLKM 30 is designed as a medium to long-term transformation strategy through 2030 to improve performance and competitiveness of Telkom as an enabler of a globally competitive digital ecosystem. Through this initiative, Telkom is conducting more targeted business portfolio restructuring and strengthening corporate governance practices so that each business line can develop optimally and create sustained value for the company and all stakeholders.
TLKM 30 Transformation also aligns with the total governance reset agenda in state-owned enterprise (SOE) management driven by the Danantara mission, emphasising strengthened transparent, prudent and disciplined governance practices in managing company assets. These efforts include asset normalisation and quality improvement, accountable expenditure practices, and financial recording alignment to ensure company reports are more accurate and fair.
In implementation, Telkom is driving operational excellence improvements through strengthened discipline, business process improvement, and more efficient capital allocation management. This is also supported by company culture transformation emphasising collaboration, accountability, and performance orientation and value creation.
These steps accelerate resource management efficiency so that Telkom’s business fundamentals become increasingly solid, particularly amid global uncertainty challenges and the need for digital infrastructure independence. As a company with dual listing on the Indonesian Stock Exchange (IDX) and the New York Stock Exchange (NYSE), Telkom also consistently ensures compliance with regulations applicable in Indonesia and the United States.
Progress in transformation has become visible since TLKM 30 implementation in the middle of last year. One of these is the formation of FiberCo entity through spin-off of parts of wholesale fibre connectivity business and assets to PT Telkom Infrastruktur Indonesia (TIF) or Infranexia as the first step in unlocking value in digital infrastructure business. InfraNexia will focus on developing fibre business whilst improving operational efficiency and investment, and opening opportunities for network sharing and strategic partnerships to create added value for all stakeholders.
Moving forward, this entity is expected to become one of the new growth engines for TelkomGroup. Besides FiberCo, Telkom is also preparing strategic steps to unlock value potential from other infrastructure assets, including data centre and tower businesses through NeutraDC and Mitratel.
As part of the transformation effort, Telkom is also implementing streamlining through restructuring of business entities within TelkomGroup scope. The company is conducting comprehensive evaluation of various subsidiary entities to ensure focus on core telecommunications and digital business whilst creating a leaner and more efficient organisational structure.
An initial implementation of this streamlining effort is the signing of a Conditional Sale and Purchase Agreement (CSPA) undertaken by PT Multimedia Nusantara (TelkomMetra) towards full divestment of PT Administrasi Medika (AdMedika) and its subsidiary TelkoMedika operating in the third party administrator sector in healthcare as a form of non-core portfolio restructuring within TelkomGroup. Simultaneously, Telkom is also strengthening its role as a strategic holding entity. In this model, Telkom focuses on value creation function and governance oversight, whilst business operations are run by operating company entities that serve as primary drivers in each business line.
Dian explained that TelkomGroup will strengthen business structure through operating companies focused on four main pillars as the company’s growth engines going forward: B2C, B2B ICT, Digital Infrastructure, and International Business. Through this structure, Telkom seeks to ensure each business line has sharper focus whilst being able to move more agilely in optimising Indonesia’s digital ecosystem potential.
Also present at the event were Telkom Legal & Compliance Director Andy Kelana, Telkom Wholesale & International Service Director Budi Satria Dharma Purba, Telkom IT Digital Director Faizal Rochmad Djoemadi, and Human Capital Management Director Willy Saelan.