Jakarta, INTI - Telkom Indonesia is accelerating the implementation of its business transformation strategy known as TLKM 30 in an effort to strengthen the company’s fundamentals and enhance its competitiveness in the global digital industry.
The transformation program represents a comprehensive reform agenda covering business portfolio restructuring, stronger Good Corporate Governance (GCG) practices, subsidiary restructuring, and the establishment of strategic holdings aimed at improving operational efficiency while unlocking the value of TelkomGroup’s assets.
President Director Dian Siswarini shared these updates during the TelkomGroup Business Update event held in Jakarta on Friday, March 6, 2026.
Also attending the event were Andy Kelana, Director of Legal & Compliance; Budi Satria Dharma Purba, Director of Wholesale & International Service; Faizal Rochmad Djoemadi, Director of IT Digital; and Willy Saelan, Director of Human Capital Management.
Transformation Strategy Toward 2030
TLKM 30 is designed as Telkom’s medium-term transformation roadmap through 2030. The initiative aims to improve the company’s performance while reinforcing its role as a key driver of a competitive global digital ecosystem.
Through this strategy, Telkom is reshaping its business portfolio to focus more clearly on core sectors while strengthening corporate governance practices. The move is expected to ensure that each business unit can grow optimally and deliver sustainable value to both the company and its stakeholders.
The TLKM 30 transformation is also aligned with the broader total governance reset initiative for state-owned enterprises promoted by Danantara.
This program emphasizes transparent governance, prudent management practices, and disciplined asset management. Its implementation includes improving asset quality, ensuring more accountable spending, and aligning financial reporting to produce more accurate and credible corporate disclosures.
Driving Operational Excellence
As part of the transformation, Telkom is also strengthening operational excellence by improving operational discipline, refining business processes, and managing capital allocation more efficiently.
The initiative is supported by a shift in corporate culture that emphasizes collaboration, accountability, and a strong focus on value creation.
These efforts are considered crucial for reinforcing Telkom’s business fundamentals, especially amid global economic uncertainty and the growing demand for digital infrastructure development.
As a company listed on both the Indonesia Stock Exchange and the New York Stock Exchange, Telkom ensures that all of its business activities comply with regulatory frameworks in both Indonesia and the United States.
Establishing FiberCo to Unlock Infrastructure Value
Several milestones in the TLKM 30 transformation have already begun to emerge since the program was launched in mid-2025.
One key strategic step is the establishment of FiberCo, created by separating part of Telkom’s wholesale fiber connectivity business and assets into Telkom Infrastruktur Indonesia, also known as InfraNexia.
This entity will focus on expanding fiber network infrastructure while improving investment efficiency and operational performance. In addition, InfraNexia opens opportunities for network-sharing partnerships and strategic collaborations with various stakeholders.
In the future, the company is expected to become one of the new growth engines within the TelkomGroup ecosystem.
Beyond FiberCo, Telkom is also exploring ways to unlock the value of other digital infrastructure assets, including its data center business through NeutraDC and its telecommunications tower business through Mitratel.
Subsidiary Restructuring
As part of its corporate transformation, Telkom is also implementing a streamlining strategy by restructuring the portfolio of companies within TelkomGroup.
The company is conducting a comprehensive evaluation of its subsidiaries to ensure that its business focus remains centered on telecommunications and digital services while creating a more efficient organizational structure.
One of the early steps in this process includes the signing of a Conditional Sale and Purchase Agreement (CSPA) by TelkomMetra for the full divestment of Administrasi Medika and its subsidiary TelkoMedika.
The divestment is part of TelkomGroup’s strategy to restructure its non-core business portfolio.
At the same time, Telkom is strengthening its role as a strategic holding, focusing on value creation and governance oversight, while operational activities are carried out by individual operating companies.
Four Growth Pillars for Telkom
Dian explained that TelkomGroup will strengthen its business structure through an operating company model built on four core growth pillars.
These pillars include B2C services, B2B ICT solutions, Digital Infrastructure, and International Business.
Through this structure, Telkom aims to sharpen the strategic focus of each business segment while enabling them to respond more quickly to opportunities in the national digital ecosystem.
"We are implementing TLKM 30 to unlock greater value from Telkom's full business potential while strengthening the company's contribution to the nation and shareholders through increased value and dividends. At the same time, with the collaborative support of all stakeholders, we are pushing for this transformation to have a positive impact on the economy and society through increasingly equitable and high-quality digital connectivity services," Dian concluded.
Conclusion
Through the TLKM 30 transformation program, Telkom Indonesia aims to strengthen its business fundamentals while unlocking the value of its digital infrastructure and expanding growth opportunities across the global digital ecosystem. By restructuring its business portfolio, enhancing governance practices, and focusing on four strategic growth pillars, the company seeks to remain competitive in the rapidly evolving digital industry while delivering sustainable value for shareholders and stakeholders.
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