PT Telkom Indonesia (Persero) Tbk (Telkom) is executing its TLKM 30 transformation strategy to reinforce business fundamentals and corporate governance (10/03).

The 2026 agenda focuses on portfolio restructuring, streamlining subsidiaries, strengthening good corporate governance (GCG), and establishing a strategic holding to drive operational excellence and unlock value across TelkomGroup.

Telkom’s President Director, Dian Siswarini, presented the update at the Telkom Group Business Update in Jakarta on Friday (06/03), accompanied by Andy Kelana, Budi Satria Dharma Purba, Faizal Rochmad Djoemadi, and Willy Saelan.

Portfolio Restructuring and Strategic Holding Formation

TLKM 30 is a medium-term transformation strategy running through 2030, aimed at improving Telkom’s performance and competitiveness as a global digital ecosystem enabler.

The company is implementing targeted business portfolio management and strengthening governance to ensure sustainable value creation for stakeholders.

The transformation also aligns with the total governance reset promoted in state-owned enterprises, emphasizing transparency, prudence, and discipline in managing company assets.

Efforts include normalizing asset quality, accountable spending, and accurate financial reporting.

Operational Excellence and Governance Reinforcement

Telkom is promoting operational excellence through stronger discipline, improved business processes, and more efficient capital allocation. Cultural transformation focuses on collaboration, accountability, and performance-oriented value creation.

“These steps accelerate resource efficiency and strengthen Telkom’s business fundamentals, especially amid global uncertainty and the need for digital infrastructure independence,” Dian Siswarini said. As a company dual-listed on the Indonesia Stock Exchange and the New York Stock Exchange, Telkom ensures full compliance with regulations in Indonesia and the United States.

FiberCo and Infrastructure Spin-Offs as Growth Engines

Since mid-2025, TLKM 30 has started delivering results, including the creation of FiberCo. This spin-off transferred part of the wholesale fiber connectivity business to PT Telkom Infrastruktur Indonesia (Infranexia) (10/03).

FiberCo will focus on fiber development, operational efficiency, investment optimization, and network-sharing partnerships.

Telkom also plans to unlock value from other infrastructure assets, such as data centers and towers, through NeutraDC and Mitratel, positioning these units as potential new growth engines for TelkomGroup.

Streamlining Non-Core Businesses and Focusing on Core Growth

Telkom is evaluating subsidiaries to focus on core telecommunications and digital business while creating a leaner, more efficient structure.

An early example is TelkomMetra’s conditional sale of PT Administrasi Medika (AdMedika) and its subsidiaries in healthcare.

In the strategic holding model, Telkom focuses on value creation and governance oversight, while operational companies drive growth in four main pillars: B2C, B2B ICT, Digital Infrastructure, and International Business.

“TLKM 30 is carried out to unlock greater value from all Telkom businesses and strengthen the company’s contribution to the nation and shareholders, through value creation and dividends.

With collaboration from all stakeholders, this transformation also aims to provide a positive impact on the economy and society through broader, higher-quality digital connectivity services,” Dian Siswarini said.

PHOTO: TELKOM INDONESIA

This article was created with AI assistance.

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