PT Telkom Indonesia (Persero) Tbk. (TLKM) has officially entered a crucial phase in its corporate transformation roadmap. By mid-2026, the state-owned telecommunications company has completed the process of simplifying or streamlining 10 of its subsidiary entities.
This strategic move is a tangible manifestation of Telkom's compliance with the governance mandate initiated by Danantara Asset Management (DAM) and the State-Owned Enterprises Regulatory Body (BP BUMN). Through this restructuring, Telkom now positions itself as a Holding Company focusing on portfolio control and synergy between segments, while business execution is handed over to Operating Companies (OpCo) divided into four main pillars: B2C, B2B infrastructure, B2B ICT, and international business.
Telkom's Director of Strategic Business Development & Portfolio, Seno Soemadji, emphasized that this organizational architecture change is aimed at creating a more agile entity (agile) amid rapid digital disruption. "We are not just reducing the number of subsidiaries, but building a healthier portfolio and focusing on the core strengths of the company's business," said Seno, Monday (6/7/2026).
In its execution, Telkom took three main paths: the divestment of two entities agreed through a Sale and Purchase Agreement (SPA), vertical mergers (vertical merger) for two entities, and the liquidation of six other entities. The entire process was carried out by prioritizing the principles of Good Corporate Governance (GCG) and the Business Judgment Rule (BJR) through intensive coordination with relevant authorities, including the Attorney General's Office and BPKP.
In addition to structural aspects, Telkom also made responsible human resource adjustments. Through programs such as the Early Retirement Program (ERP), the company is committed to respecting employee rights while continuing to drive increased productivity and digital talent capabilities. This step is projected as a long-term foundation for Telkom to achieve higher quality growth up to 2030.
