Telkom's TLKM 30 Transformation: A Step to Strengthen Business Operations
Telkom’s TLKM 30 transformation represents a comprehensive reform agenda being executed by the state-owned telecommunications company as an effort to continue strengthening its business fundamentals. 2026 is a pivotal year for Telkom to demonstrate the implementation of this strategy, which encompasses business portfolio restructuring, strengthening good corporate governance practices, restructuring and streamlining of subsidiary companies, and establishing a strategic holding structure to drive operational excellence and unlock value from TelkomGroup’s assets.
This was announced by PT Telkom Indonesia (Persero) Tbk Chief Executive Officer Dian Siswarini at a TelkomGroup Business Update held in Jakarta on Friday, 6 March. Also present were Telkom’s Director of Legal & Compliance Andy Kelana, Director of Wholesale & International Service Budi Satria Dharma Purba, Director of IT Digital Faizal Rochmad Djoemadi, and Director of Human Capital Management Willy Saelan.
TLKM 30 is designed as a medium-term transformation strategy through 2030 to improve Telkom’s performance and competitiveness as an enabler of a globally competitive digital ecosystem. Through this initiative, Telkom is conducting a more directed restructuring of its business portfolio and strengthening corporate governance practices so that each business line can develop optimally and create sustained added value for the company and all stakeholders.
The TLKM 30 transformation aligns with the total governance reset agenda for state-owned enterprise management driven by the Danantara mission, emphasising the strengthening of transparent, prudent, and disciplined governance practices in managing company assets. These efforts include normalisation and improvement of asset quality, accountable expenditure practices, and alignment of financial records to ensure company reports are increasingly accurate and fair.
In its implementation, Telkom is driving improvements in operational excellence through strengthening discipline, improving business processes, and managing capital allocation more efficiently. This is also supported by corporate culture transformation that emphasises collaboration, accountability, and an orientation towards performance and value creation. These steps accelerate the efficiency of resource management so that Telkom’s business fundamentals become increasingly solid, particularly amid global uncertainty and the need for digital infrastructure independence. As a company with dual listing on the Indonesia Stock Exchange (IDX) and New York Stock Exchange (NYSE), Telkom also continuously ensures compliance with regulations applicable in both Indonesia and the United States.
Several transformation milestones have become visible since the implementation of TLKM 30 in the middle of last year. One example is the establishment of the FiberCo entity through a spin-off of wholesale fibre connectivity business and assets to PT Telkom Infrastruktur Indonesia (TIF) or InfraNexia as the first step in unlocking value from the digital infrastructure business. InfraNexia will focus on developing fibre business whilst improving operational efficiency and investment, as well as opening opportunities for network sharing and strategic partnerships to create added value for all stakeholders. Going forward, this entity is expected to become one of TelkomGroup’s new engines of growth. Besides FiberCo, Telkom is also preparing strategic steps to unlock potential value from other infrastructure assets, including data centre and tower businesses through NeutraDC and Mitratel.
As part of the transformation efforts, Telkom is also conducting streamlining through restructuring of business entities within TelkomGroup. The company is conducting a comprehensive evaluation of various subsidiary entities to ensure focus on core business in the telecommunications and digital sectors, whilst creating a leaner and more efficient organisational structure. The initial implementation of these streamlining efforts 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, which operates in the third party administrator sector in healthcare, as a form of non-core business portfolio restructuring within TelkomGroup. At the same time, Telkom is also strengthening its role as a strategic holding. In this model, Telkom focuses on value creation functions and governance oversight, whilst business operations are carried out by operating company entities that serve as the primary drivers for each business line.
Furthermore, Siswarini explained that TelkomGroup will strengthen its business structure through operating companies focusing on four main pillars as the company’s engines of growth going forward: B2C, B2B ICT, Digital Infrastructure, and International Business. Through this structure, Telkom seeks to ensure that each business line has sharper focus whilst being able to move more agilely in optimising the potential of Indonesia’s digital ecosystem.
“We implement 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 increased value and dividends. At the same time, with support and collaboration from all stakeholders, we are driving this transformation to deliver positive impact for the economy and society through increasingly equitable and quality digital connectivity services,” Siswarini concluded.