This event aims to develop digital gaming innova to promote the development of the gaming industry in Indonesia. Products and services Organizing telecommunications and information about networks and services, as well as managing the use of the resources owned by the company.
Telkom is the largest telecommunica ons company in Indonesia with
PROFILE OF SUBSIDIARIES
INFRASTRUCTURE
PRODUCTS AND CUSTOMERS
FINANCIAL DATA OVERVIEW
STOCK INFORMATION
TELKOM’S STOCK INFORMATION AT THE IDX
TELKOM’S AMERICAN DEPOSITORY SHARES (ADS) INFORMATION AT THE NYSE
CORPORATE ACTION INFORMATION REGARDING STOCKS
BONDS, SUKUK OR CONVERTIBLE BONDS AND MEDIUM TERM NOTES (MTN) INFORMATION
REPORT OF THE BOARD OF COMMISSIONERS AND DIRECTORS
REPORT OF THE BOARD OF COMMISSIONERS
GENERAL OVERVIEW OF THE MACROECONOMY AND INDUSTRY
SUPERVISION AND ASSESSMENT OF THE PERFORMANCE OF THE BOARD OF DIRECTORS DURING 2018
Apart from these operational and financial performances, the Supervisory Board believes that the Board of Directors has systematically implemented various initiatives to enhance the company's digital capabilities, in order to achieve the company's strategic objective of becoming a digital telecom company become. company. In 2018, the Supervisory Board adopted several new policies to strengthen its supervisory role and ensure that the company can continue to grow, but in a prudent manner, based on the prudence principle to protect and safeguard the interests of shareholders.
OPINION ON BUSINESS PROSPECTS
These initiatives include strengthening the fiber network infrastructure in terms of both backbone and access, strengthening the organization which has transformed into customer-based segments, Customer Facing Units (CFUs) to be more agile and responsive in serving customers as also fostering a culture of innovation and implementing inorganic activities to further strengthen the company's digital capabilities.
ASSESSMENT OF THE PERFORMANCE OF COMMITTEES UNDER THE BOARD OF COMMISSIONERS
The Planning and Risk Evaluation and Monitoring Committee (KEMPR) held 10 committee meetings, 15 technical meetings to evaluate the company's 2018-2022 long-term plan (RJPP) and compile the RJPP 2019-2023, as well as evaluate any accreditation. by the board, which requires approval from the board. In addition, KEMPR assisted the board in reviewing the board's strategic plans throughout 2018.
APPLICATION OF SUPERIOR CORPORATE GOVERNANCE IN TELKOM
Committees had worked well in providing recommendations to the Supervisory Board so that the oversight mechanisms for the Board of Directors could function properly. In 2018, the Nomina e and Remunera on Committee (KNR) held 44 meetings and made several important recommendations regarding changes and remuneration of Telkom's Board of Directors.
CHANGES IN THE COMPOSITION OF THE BOARD OF COMMISSIONERS
The audit committee also monitored the Community Development and Partnership Program (PKBL) audit process conducted by the Center for Community Development (CDC) unit for fiscal year 2018. We encourage all committee members to continuously improve their skills and expand their horizons in the telecommunications industry and Finance to assist the Board in carrying out its oversight function of the Board. .
APPRECIATION TO STAKEHOLDERS AND CLOSING
REPORT OF THE BOARD OF DIRECTORS
COMPANY PERFORMANCE IN 2018
In the mobile segment, the top three (three) operators experienced an increasingly drastic decline in existing business of approximately 21%. As a result of these efforts, Telkomsel managed to limit the revenue decline to just 4.3%, which is more than the 7.4% decline in the total revenues of the top three (three) operators.
STRATEGIC WORK PROGRAM
In 2018, we built fiber optic backbone networks to connect 13 district capitals and state capitals, so that by the end of 2018, Telkom had successfully connected a total of 458 district capitals to the fiber optic backbone network, which is expected to increase access to broadband and ICT services in all parts of Indonesia. Meanwhile, with the launch of the Merah Pu h satellite in August 2018, Telkom is operating 3 satellites with a total capacity of 133 transponder equivalents (TPEs) to meet the transmission demand of various customers in the banking, media, electronics, transport and mining sectors. , especially in areas without fiber optic coverage.
Delivering Best Customer Experience
We have made this ongoing investment to strengthen the company's ability to accelerate digital business growth and deliver the best digital experience for customers.
Expanding Digital Business
In the Enterprise segment, we provide end-to-end digital solutions to corporate customers, small and medium businesses (SMBs) and government institutions including connectivity, IT service, data center and cloud, process outsourcing business, digital solutions and other support services. Next, in the Wholesale and Domestic Business segment, we provide digital connectivity including data centers to service providers and digital players, both locally and globally.
Intensifying Smart Inorganic Ini a ves
In the Consumer segment, IndiHome is further enriched by more high-speed package choices, more TV/Video channels, games, a variety of a variety of mini-package choices, and the monetary digital inventory for digital advertising. In addition, we have also developed a variety of other digital services such as e-commerce and digital lifestyle that can be used by all other customer segments.
BUILDING A DIGITAL CULTURE
In the Digital Amoeba Program, every employee is encouraged to contribute his or her best ideas for digitalization and digital product development. The startups will also be tasked to collaborate with the related Digital Amoeba tribes to accelerate innovation.
ASSET LEVERAGE PROGRAM
Every employee whose idea is chosen will have the opportunity to realize it using the best innovation methods, namely design sprint, lean and agile methodology and growth hack cable to accelerate the innovation process. The digital work environment is also equipped with tools to support more flexible working methods, including Diarium, a platform for human capital administrative processes, Esperantum as a collaboration platform, and Cogni um, which supports the development of employee competence.
IMPLEMENTATION OF IFRS 9 AND IFRS 15
To support the development of digital talent or digital startups outside the company, Telkom organizes Indigo programs twice a year to give talent the opportunity to convey their best digital ideas. The company offers opportunities to selected talents and startups and supports them in realizing their ideas.
SOCIAL AND ENVIRONMENTAL RESPONSIBILITIES AS WELL ASPARTNERSHIP AND COMMUNITY DEVELOPMENT PROGRAMS
Digital working style refers to new working methods that are paperless, wireless, seamless and risk-free, while the Open Spaces stand is associated with unassigned desks, collaborative spaces and a warm ambience to increase work efficiency and effectiveness while maintaining integration of professional life. Since 2018, the Partnership Program has channeled funds of Rp 279.98 billion to 7,498 development partners in the industrial, trade, agricultural, livestock, plant, fishery and service sectors, as well as other sectors.
DEVELOPMENT OF CORPORATE GOVERNANCE IMPLEMENTATION
Meanwhile, the Community Development Program realized 105.88 billion. IDR which covered 7 areas namely natural disaster assistance to victims, educational assistance, health improvement assistance, infrastructure development facilities, religious facilities assistance, nature conservation assistance and community social assistance. to eradicate poverty.
DESCRIPTION OF BUSINESS PROSPECTS
In the consumer segment, opportunities for continued growth are still wide open. In the Wholesale & International Business segment, the company has successfully completed the construction of the Indonesia Global Gateway (IGG) submarine cable project, spanning a length of approximately 5,400 km and the Southeast Asia – United States (SEA) submarine -USA) connects. cable system and the Southeast Asia – Middle East – Western Europe submarine cable system5 (SEA-ME-WE5), while simultaneously integrating SEA-US and SEA-ME-WE5 with a fiber optic dome backbone covering virtually the entire district capitals in Indonesia, positioning Telkom as a global digital hub that quickly and efficiently provides alternative direct broadband connections between Europe, Asia and the Americas.
PERFORMANCE TARGETS IN 2019
At the end of 2018, fixed broadband penetration in Indonesia is still relatively low at around 12%, while the number of middle-class households is still growing. In addition, the level of competition is also relatively low because fixed broadband service providers require relatively high capital expenditures.
CHANGES IN THE BOARD OF DIRECTORS DURING 2018
We sincerely thank and appreciate the members of the board of directors whose mandate in the company has ended for all their contributions. On this occasion, on behalf of the board of directors, we also express our highest thanks and recognition to the shareholders, the board of directors, loyal customers, business partners and other stakeholders for the support they provided to the company in 2018.
STATEMENT OF THE MEMBER OF BOARD OF COMMISSIONERS REGARDING WITH RESPONSIBILITY FOR
PT TELKOM INDONESIA (PERSERO) TBK 2018 ANNUAL REPORT
STATEMENT OF THE MEMBER OF DIRECTORS REGARDING WITH RESPONSIBILITY FOR
ABOUT TELKOM
VISION, MISSION, AND STRATEGY
TRANSFORM AND DIGITIZE
TELKOM MILESTONE
Telkom made its initial public offering on November 14, 1995 on the Jakarta Stock Exchange and the Surabaya Stock Exchange (which has since become an Indonesian stock exchange). Telkom also registered shares on the NYSE and LSE, and openly offered shares without a listing on the Tokyo Stock Exchange.
BUSINESS ACTIVITIES
BUSINESS ACTIVITIES BASED ON TELKOM’S ARTICLES OF ASSOCIATION
PORTFOLIO PRODUCT AND/OR SERVICE
Telkom divides the leveraged asset into two categories based on collaboration with partners, namely Synergy Group (internal group client) where this is to produce cost efficiency and Strategic Partnership and Retail (external group client) aims to received income from idle assets. Telkom provides services such as property development, property leasing, property facilities and property management managed by a subsidiary, PT Graha Sarana Duta (Telkom Property).
AWARDS AND/OR CERTIFICATIONS
AWARDS
Service received an award as an exemplary leader TIMES Ascent 25 Social Media Award Telkom received an award in the Internet Service Provider category. Award 2018 Telkom received award in the category Established company Mastel 19 Investor Award (Tokoh . Finansial Indonesia) Telkom received appreciation on as the best SOE 2018 in Non-.
CERTIFICATIONS
TELKOM ORGANIZATIONAL STRUCTURE
PROFILE OF THE BOARD OF COMMISSIONERS
MEMBER OF THE BOARD OF COMMISSIONERS AS OF DECEMBER 31, 2018 Hendri Saparini
Rinaldi Firmansyah Commissioner
Edwin Hidayat Abdullah Commissioner
Isa Rachmatarwata Commissioner
Head of Insurance Bureau, Indonesian Capital Market and Financial Ins tu on Supervisory Agency (BPPMLK), Ministry of Finance.
Margiyono Darsasumarja Independent Commissioner
Cahyana Ahmadjayadi Independent Commissioner
2002 Deputeret for Communica on & Infrorma on Network, Ministry of Communication and Informa cs.
Pamija Pamela Johanna Waluyo Independent Commissioner
MEMBER OF THE BOARD OF COMMISSIONERS ENDED IN 2018 Hadiyanto
Dolfie Othniel Fredric Palit Independent Commissioner
EDUCATION, TRAINING, SEMINAR, AND CONGRESS
COMMISSIONER AFFILIATION RELATIONSHIPS
STATEMENT OF INDEPENDENCE
PROFILE OF BOARD OF DIRECTORS
THE DIRECTORS AS OF DECEMBER 31, 2018 Alex Janangkih Sinaga
Harry Mozarta Zen Director of Finance
David Bangun
Dian Rachmawan
Abdus Somad Arief
Herdy Rosadi Harman
Zulhelfi Abidin
Si Choiriana
MEMBER OF THE BOARD OF DIRECTOR ENDED IN 2018 Mas’ud Khamid
Pembicara pada Rapat Pleno AFEBI (Asosiasi Fakultas Ekonomi dan Bisnis Indonesia) ke-14, “Mempersiapkan Fakultas Ekonomi dan Bisnis menghadapi tantangan Revolusi Industri 4.0”. Nasional bertemakan “Pemberdayaan Pemuda di BUMN Digital” 23 Mei 2018 Jakarta Bincang inspiratif di MMT Gradua di ITS dengan tema “Bagaimana Generasi Milenial.
DIRECTORS AFFILIATIONS AND RELATIONSHIPS
TELKOM EMPLOYEES
EMPLOYEE PROFILE
TOTAL EMPLOYEES BASED ON EDUCATION LEVEL AND AGE DISTRIBUTION
TOTAL EMPLOYEES BASED ON POSITION, STATUS AND GENDER
EQUAL OPPORTUNITIES IN THE COMPETENCY DEVELOPMENT
SHAREHOLDERS COMPOSITION
Shareholders with more than 5% Ownership (Major Shareholder/Controller)
Ownership of Shares by Directors and Commissioners
Shareholders with Less than 5% Ownership
Percentage of Shares Owned Domes c and Foreign
List of 20 Largest Public Shareholders
SUBSIDIARIES, ASSOCIATED COMPANIES, AND JOIN VENTURES
SUBSIDIARIES WITH DIRECT OWNERSHIP
SUBSIDIARIES WITH INDIRECT OWNERSHIP
Company Share Ownership Business Field Opera onal Status Total Asset. Rp billion) Address PT Metranet.
CHRONOLOGY OF STOCKS REGISTRATION
CHRONOLOGY OF OTHER SECURITIES REGISTRATION
NAME AND ADDRESS OF INSTITUTIONS AND/OR SUPPORTING CAPITAL MARKET PROFESSION
Acts as a depository institution (Custodian) of ADS shares traded on the NYSE. United States - 19711 Acts as an authorized representative in the US with respect to securities in accordance with the law and regulations.
MANAGEMENT ANALYSIS AND DISCUSSION
OPERATIONAL OVERVIEW BY SEGMENT
SEGMENT PERFORMANCE HIGHLIGHTS
OPERATIONAL HIGHLIGHT
MOBILE SEGMENT
Various investments and initiatives have also been made to accelerate the growth of digital services, in line with the access support of digital services in Indonesia and the Telkomsel mission to create Indonesia as a digital nation with digital services por olio consisting of digital advertisements. sing, mobile banking, Internet of Things (IoT), mobile financial services, big data and API (Applica on Programming Interface) and digital lifestyle. The innovation and digital solution for product development for Enterprise segment is mobile security, NB-IoT and other cellular souls using myBusiness—a Telkomsel product por olio.
Mobile Segment Financial Performance 2016 – 2018
ENTERPRISE SEGMENT
Enterprise Segmen Financial Performance 2016 – 2018
CONSUMER SEGMENT
Consumer Segment Financial Performance 2016 – 2018
WHOLESALE AND INTERNATIONAL BUSINESS SEGMENT (WIB)
Telkom, through its subsidiary, has taken several corporate actions to intensify its international operations, Telin. Telkom also operates the telecommunications infrastructure business, including energy solutions, building solutions, managed services and submarine cables through its subsidiary Telkom Infra.
Wholesale and Interna onal Business Segment Financial Performance 2016 – 2018
Telkom manages the Tower business through its subsidiary Mitratel, leasing space to other operators to place their telecommunications equipment on these towers. The Telkom Infra business experienced a significant growth of 113.0%, which was supported by the energy solution in the project which was Telkom's effort in financing the construction and management capability of the telecommunications infrastructure.
OTHERS SEGMENT
Other Segment Financial Performance 2016 – 2018
Other segment expenses in 2018 were Rp1.042 billion, increased by 6.4% compared to 2017 due to the increase in digital business investments. These various situations caused the loss for other segments in 2018 to Rp912 billion, which increased by 6.9% compared to last year's loss.
LEVERAGE ASSET PROGRAM
MARKETING OVERVIEW
MARKET SHARE
For the WIB segment, in the tower business, Telkom achieved a market share of 27.5% through its subsidiary Mitratel. Compared to the previous year, Mitratel's market share was higher from 26.6% due to the addition of tenants.
MARKETING STRATEGY
Consumer
Telkom intensified operations to provide tailored services to customers using their profiles created through data compilation to personalize service and product that can be a competition for customers. Telkom has also developed an end-to-end traceable customer relationship management process, allowing problems to be identified and corrected as they occur, rather than waiting for customers to alert us to such issues, so Telkom can proactively solve problems while avoiding annoying customers.
Mobile
Enterprise
Wholesale and Interna onal Business
Other and Digital Services
DISTRIBUTION CHANNEL Customer Service Point
Digital Touch Point
Partnership Stores
Contact Centers
Account Management Team
Sales Specialist
Channel Partner
Website
Social Media
TCASH Wallet
CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
COMPREHENSIVE FINANCIAL PERFORMANCE
FINANCIAL POSITION OVERVIEW
Financial Posi on Comparison
Liabili es
Reduction of taxes by Rp 1610 billion or 57.7% due to reduction of value added tax of subsidiaries. A decrease in payables to suppliers of Rp 808 billion or 5.2% due to a decrease in payables to third parties of Rp 905 billion.
Equity
Property and equipment increased by Rp 15,673 billion or 13.7% due to the growth of the transmission network. Long-term borrowing increased by Rp 1,607 billion or 6.1% due to an increase in bank loans by Rp 1,965 billion and other borrowings by Rp 499 billion.
PROFIT AND LOSS OVERVIEW
Profit and Loss Comparison
- Expense
- Opera ng Profit and Opera ng Profit Margin
- Profit Before Income Tax and Pre-Tax Margin
- Income Tax Expense
- Other Comprehensive Income
- Profit for The Year A ributable to Owners of The Parent Company
- Profit for The Year A ributable to Non-Controlling Interest
- Net Comprehensive Income for The Year
- Net Income per Share
- Net Comprehensive Income fo The Year
This growth comes primarily from revenues from data, internet and information technology services. This increase was offset by a decrease in SMS revenue of Rp 2,788 billion or 17.4% due to over-the-top (OTT) services.
CASHFLOW OVERVIEW
Cashflow Comparison
- Cash Flows from Opera ng Ac vi es
- Cash Flows from Inves ng Ac vi es
- Cash Flows from Financing Ac vi es
- Cash Flow from Opera ng Ac vi es
- Cash Flow form Inves ng Ac vi es
Cash dividends paid to the company's shareholders and to minority interests of subsidiaries of Rp16.609 billion, and Rp10.134 billion, and. Cash dividends paid to the company's shareholders and to minority interests of subsidiaries of Rp11.627 billion and Rp12.355 billion.
SOLVENCY
SHORT-TERM LIABILITIES
LONG-TERM LIABILITIES
CAPITAL STRUCTURE
MANAGEMENT POLICY ON CAPITAL STRUCTURE
CAPITAL EXPENDITURE
PURPOSE OF CAPITAL EXPENDITURE
TYPES OF CAPITAL EXPENDITURE
AMOUNT OF CAPITAL EXPENDITURE
With the construction of c fiber based network cable in 13 thousand district capitals., Telkom succeeded in connecting 458 district capitals with fiber on c backbone.
MATERIAL COMMITMENT FOR CAPITAL EXPENDITURE
OBJECTIVES OF MATERIAL CONTRACTS FOR CAPITAL EXPENDITURE
Telkom
Telkomsel
PT Huawei March 25, 2013 Technical Support Agreement for Procurement of Gateway GPRS Support Node (GGSN) Service Complex. PT Ericsson Indonesia October 22, 2013 Procurement of GGSN Service Complex Rollout Agreement PT Ericsson Indonesia, PT NSNI, NSN.
SOURCES OF FUNDS OF MATERIAL CONTRACTS FOR CAPITAL EXPENDITURE
And PT WT Indonesia 23 April 2013 Development and Procurement of Operational and Strategic Decision Support System (OSDSS) Solu on Agreement. Oy, PT Huawei and PT ZTE Indonesia 1 February 2018 Ul mate Radio Network Infrastructure ROA and SA agreement.
DENOMINATED CURRENCIES OF MATERIAL CONTRACTS FOR CAPITAL EXPENDITURE
RECEIVABLES COLLECTABILITY
MATERIAL INFORMATION AND FACT AFTER ACCOUNTANT REPORTING DATE
MACROECONOMY
GLOBAL AND INDONESIA ECONOMY 2018
INDONESIAN TELECOMMUNICATIONS INDUSTRY
COMPETITION IN THE TELECOMMUNICATIONS INDUSTRY
Mobile Business
The regulation of SIM card registration, which started in October 2017, increased the rivalry because operators compete on prices by offering a package to a number of customers to register in their network. On the other hand, there was very fierce competition in mobile data services triggered by a price war that intensified during the pre-paid SIM registration period.
Fixed Voice & Broadband Business (Fixed Business)
Telkomsel dominates outside the island of Java, while the competition in the island of Java is very tough for mobile operators in Indonesia. As a result of the above efforts, Telkomsel was able to grow faster than the industry and recorded only a 4.3% decrease in revenue.
Enterprise Business
The prepaid SIM card registration program limits the number of prepaid SIM cards for each customer, so that the number of Telkomsel customers fell by 17% to 163.0 million customers at the end of 2018. In 2018 there was a dynamic of additional frequency spectrum used by umbrella operators and secured by auc on in October 2017, such as a 30 MHz block on the frequency of 2,300 MHz and two other operators: Indosat and Tri on the frequency of 2,100 MHz.
Interna onal Traffic and Interconnec on Business
Its potential is higher in line with the trend of digitization of business processes for enterprises, public enterprises and SMB. Today, Telkom serves the banking sector, in particular the management of ATM communication on the network and retail for the digitization of fuel distribution on the channel.
Network and Satellite Infrastructure Business
To overcome the rivalry in 2018, Telkom made acquisitions and organizational changes, as well as expanded its cross-sector digitization of service as a leverage of core capabilities.
BUSINESS PROSPECTS AND SUSTAINABILITY OF THE COMPANY
NATIONAL POLITICAL AND ECONOMIC PROJECTION
OVERVIEW OF BUSINESS PROSPECTS
For the Wholesale and International Business segment, with Telkom successfully completing the construction of the Indonesia Global Gateway (IGG) cable project, Telkom has adequate network capacity and quality to develop domes and the global market. The IGG has a length of approximately 5,400 km, connects the SEA-US (Southeast Asia - United States) submarine cable system and the SEA-ME-WE5 (Southeast Asia - Middle East - Western Europe 5) submarine cable systems, while integrating the SEA-US and SEA-ME-WE5 with a network of domes and key infrastructure covering almost the entire capital district in Indonesia.
COMPARISON OF INITIAL YEAR TARGET AND THE REALIZATION
TARGETS OR PROJECTIONS FOR THE FOLLOWING YEAR
DIVIDEND
REALIZATION OF PUBLIC OFFERING FUND
MATERIAL TRANSACTION INFORMATION CONTAINING CONFLICT OF INTEREST, TRANSACTION WITH AFFILIATED PARTIES, INVESTMENT,
CHANGES IN REGULATION
CHANGES IN ACCOUNTING POLICY
CORPORATE GOVERNANCE
CORPORATE GOVERNANCE PRINCIPLE AND PLATFORM
IMPLEMENTATION OF GCG BASIC PRINCIPLES
Principle of Transparency
Principle of Accountability
Principle of Responsibility
Principle of Independence
Principle of Equality and Equity
IMPLEMENTATION OF GCG MANAGEMENT PRINCIPAL - FINANCIAL SERVICES AUTHORITY
In the event that the member of the Board of Commissioners resigns, it will be resolved at an ABS. In the event that the member of the Board of Directors resigns, it will be resolved at an ABS.
CORPORATE GOVERNANCE STRUCTURE
CORPORATE GOVERNANCE ASSESSMENT
GENERAL MEETING OF SHAREHOLDERS (GMS)
AGMS RESOLUTION FOR 2016 FINANCIAL YEAR
Determine the amount of audit fee and other conditions for appointment of the relevant public accounting firm. PONTAS TAMBUNAN respectively as commissioners with appreciation for the contribution of dedication and thoughts during their term as members of the company's Supervisory Board.
AGMS RESOLUTION FOR 2017 FINANCIAL YEAR
Determine the amount of audit fees and other terms and conditions of engagement of the relevant Public Accounting Firm. Agenda AGMS Resolu on Status of the AGMS Resolu on 3) Mister MAS’UD KHAMID as Consumer Service Director of the Company, as. with appreciation for the contribution of dedication and thought during their term as Commissioner and the Board of the Company.
BOARD OF COMMISSIONERS
BOARD OF COMMISSIONERS’ COMPOSITION
BOARD OF COMMISSIONERS’ DIVERSITY
BOARD OF COMMISSIONERS’ DOUBLE POSITION
BOARD OF COMMISSIONERS’ REMUNERATION
The Board of Commissioners requests the KNR to prepare a payment per proposal for the Board of Commissioners. The Nomination and Remuneration Committee proposes remuneration to the Board of Directors.
PARTICIPATION IN BPJS
GMS delegates the power and authority to the Board of Commissioners, with the prior approval of the Series A shareholders, to determine the remuneration for the Board of Commissioners. In 2018, the total remuneration paid to the entire Board of Commissioners was Rp. 102.8 billion.
INDEPENDENCE STATEMENT
The Nomination and Remuneration Committee requests an independent party to develop a framework for the remuneration of the Board of Commissioners.
BOARD OF COMMISSIONERS’ BOARD CHARTER
BOARD OF COMMISSIONERS’ AUTHORITIES, DUTIES, AND RESPONSIBILITIES
13 Carry out other supervisory authorities to the extent that they do not conflict with the statutory rules, the association's articles of association and/or the GMS decisions. The board of commissioners is jointly responsible for the company's losses which are caused by errors or omissions of members of the board in the performance of their duties.
BOARD OF COMMISSIONERS’ MEETING
10. I manage the company under certain conditions for a certain period of time in accordance with the provisions of this statute;. 12 Ends the meeting of the board of directors and expresses his position on the matters discussed;
BOARD OF COMMISSIONERS’ PERFORMANCE ASSESSMENT
COMMITTEE UNDER BOARD OF COMMISSIONERS’ ASSESSMENT
BOARD OF DIRECTORS’ ASSESSMENT PERFORMANCE
AUDIT COMMITTEE
AUDIT COMMITTEE’S COMPOSITION
AUDIT COMMITTEE MEMBER’S PROFILE WHO ARE NOT BOARD OF COMMISSIONERS’ DOUBLE POSITION
Tjatur Purwadi
Sarimin Mietra Sardi Independent Member
In accordance with Decision of the Board of Commissioners No. 07/KEP/DK/2018, he was appointed as a member of the Audit Committee).
AUDIT COMMITTEE’ INDEPENDENCE
AUDIT COMMITTEE’S SCOPE, DUTIES, AND RESPONSIBILITIES
The Audit Committee analyzes and monitors the Company's compliance with the Capital Market Regulation where the Company's shares are listed, especially related to financial reporting risk. KEMPR analyzes and monitors the Company's compliance with laws and regulations related to the Company's business.
AUDIT COMMITTEE’S PERFORMANCE AND IMPLEMENTATION ACTIVITIES
- To conduct the supervision of the Integrated Audit process for the 2018 financial year
- To conduct the supervision and review of the plan and implementa on of the work program of Internal Auditor Unit for the 2018 financial year
- To conduct the supervision upon the audit process of Partnership and Community Development Program (PKBL) conducted by the Community Development Center (CDC) Unit for the 2018 financial year
- To conduct the review of the informa on on the incoming complaints through the Whistleblower (WBS) program for the 2018 financial year
In order to monitor and analyze compliance with laws and the effectiveness of the Risk Management as men one by number 10 and 11 above, based on the decision of the Board of Commissioners No.
AUDIT COMMITTEE’S MEETING
EDUCATION AND TRAINING
COMMITTEE FOR NOMINATION AND REMUNERATION
KNR’S COMPOSITION
KNR’S MEMBER PROFILE WHO ARE NOT BOARD OF COMMISSIONERS’ DOUBLE POSITION
Ario Guntoro Secretary
KNR’S INDEPENDENCE
KNR’S SCOPE, DUTIES, AND RESPONSIBILITIES
Remuneration to the board and commissioner in the form of salary or fee, allowances and facilities that are fixed and incentives that are variable. The committee members must coordinate the parties' input regarding the controlling shareholders regarding nomination and remuneration.
KNR’S PERFORMANCE AND IMPLEMENTATION ACTIVITIES
Ms Le er of the Supervisory Board no. 173/SRT/DK/2018/RHS on the new Fee No fica e Ms Le er of the Supervisory Board no 176/SRT/DK/2018/RHS on the new Fee No fica about the gentleman.
KNR’S MEETINGS
Board of Commissioners letter no. 177/SRT/DK/2018/RHS regarding the new fee number for Mr. Le er of the Board of Commissioners no.
KNR’S EDUCATION AND TRAINING
20 Letter of the Board of Commissioners no. 174/SRT/DK/2018/RHS regarding the new fee number of Ms. Le er of the Board of Commissioners no. 179/SRT/DK/2018/RHS regarding the new fee number of Mr. .
COMMITTEE FOR PLANNING AND RISK EVALUATION AND MONITORING
KEMPR’S COMPOSITION
KEMPR’S MEMBER PROFILE WHO ARE NOT BOARD OF COMMISSIONERS’ MEMBER Widia Prap wi
Keputusan Dewan Pengawas No. 09/KEP/DK/2018 tanggal 25 Oktober 2018 tentang Susunan Keanggotaan Komisi Pengkajian dan Pemantauan Perencanaan dan Risiko Perusahaan Perusahaan (Persero) PT Telekomunikasi Indonesia, Tbk.
KEMPR’S INDEPENDENCE
KEMPR’S SCOPE, DUTIES, AND RESPONSIBILITIES
KEMPR’S PERFORMANCE AND IMPLEMENTATION ACTIVITIES
Company’s Work and Budget Plan as well as Capital Expenditure a. Monitoring focus of RKAP and Capital Expenditure of 2018
In line with the direction of the transformation towards digital business, controlling the increase in expenses to increase the income must be a control so that the Company's margins are maintained. Orchestration between CFUs is necessary to ensure the allocation of Company resources to each business initiative in each CFU, there is no overlap of services and products and to minimize duplication of investments.
Enterprise Risk Management
The increase in the number of mobile, broadband and corporate customers, also SMB must be accompanied by efforts to increase customer loyalty. The company has 4 main CFUs as the spearhead of customer services, namely Mobile, Enterprise &.
Certain Ac on from Board of Directors that Requires the Approval from Board of Commissioners
Customer loyalty must grow by providing integrated end-to-end services; provide products, services and solutions as needed; and create a superior customer experience for customers. These efforts are expected to reduce the number of recalls while increasing customer engagement with the company.
KEMPR’S MEETING
KEMPR’S EDUCATION AND TRAINING
BOARD OF DIRECTORS
BOARD OF DIRECTORS’ COMPOSITION
BOARD OF DIRECTORS’ DIVERSITY
Based on the results of the 2018 AGM, the composition of the Telkom directors consists of seven men and one woman. The low number of female directors in Telkom is based on the results of the selection and is not an attempt to discriminate against women for the position of directors.
BOARD OF DIRECTORS’ DOUBLE POSITION
BOARD OF DIRECTORS’ REMUNERATION
This is evidenced by Telkom's commitment to include the entire Board of Directors, the Supervisory Board and their families in BPJS.
BOARD OF DIRECTORS’ BOARD CHARTER
BOARD OF DIRECTORS’ AUTHORITIES, DUTIES, AND RESPONSIBILITIES
Appoint and dismiss the Company's employees based on the Company's workforce regulations and statutory regulations; Appoint and dismiss the Corporate Secretary and/or the Head of the Internal Oversight Unit with the approval of the Board of Commissioners;
BOARD OF DIRECTORS’ MEETING
Each board member is jointly and severally liable for all company losses caused by the board member's error or negligence in the performance of his duties. They have performed acts in good faith, full responsibility and prudent ally for the interest and based on the object and purpose of the company.
CORPORATE SECRETARY
CORPORATE SECRETARY’S PROFILE Andi Se awan
CORPORATE SECRETARY’S FUNCTIONS
CORPORATE SECRETARY’S TASKS AND DUTIES
CORPORATE SECRETARY’S IMPLEMENTATION TASKS
CORPORATE SECRETARY’S TRAINING AND EDUCATION
INTERNAL AUDIT UNIT
SVP INTERNAL AUDIT UNIT’S PROFILE Harry Suseno Hadisoebroto
INTERNAL AUDIT UNIT’S STRUCTURE AND POSITION
INTERNAL AUDIT CHARTER
INTERNAL AUDIT UNIT’S DUTIES AND RESPONSIBILITIES
To provide advice on the needs of the Company's management and its affila about the Company, where the coverage of the task has been agreed before;. To carry out task number 2 - 10 for the Company's affiliated association at the request of the Company's director (management instructions);.
INTERNAL AUDIT UNIT’S TASK IMPLEMENTATION
To monitor, analyze and report the implementation of the improvement that has been recommended. To cooperate with the Audit Committee, including monitoring the follow-up of the recommendation with the result of the inspection, which has a significant impact and handing over the report to the Audit Committee.
INTERNAL AUDIT’S QUALIFICATION AND PROFESSIONAL CERTIFICATION
INTERNAL AUDIT’S TRAINING AND EDUCATION
INTERNAL CONTROL SYSTEM
INTERNAL CONTROL FRAMEWORK
- Control Environment
- Risk Assessment
- Control Ac vi es
- Informa on and Communica on a. Uses relevant informa on
- Monitoring Ac vity
Ti Telkom ket addaan kadagiti sumagmamano a konsiderasion no mangpadur-as kadagiti pagalagadan ti panagkuenta, a kas dagiti Pakaammo ti Pagalagadan ti Panagkuenta ti Pinansia (PSAK), Panagpatarus kadagiti Pakaammo ti Pagalagadan ti Panagkuenta ti Pinansia (ISAK), Internasional a Pagalagadan ti Panagkuenta (IAS), dagiti mainaig a linteg ken dagiti panagbalbaliw kadagiti naapektaran nga akin-uneg nga aglawlaw . Ti impact assessment ket na-audit met babaen ti KAP Purwantono, Sungkoro & Surja, maysa nga independiente ken rehistrado a public accounting firm.
RISK MANAGEMENT SYSTEM
GENERAL ILLUSTRATION REGARDING THE RISK MANAGEMENT SYSTEM
Risk Management System (Framework) and Policy
Risk Management’s Organiza onal Structure
TYPES OF RISK AND MANAGEMENT METHOD
Has a negative impact on the company, its financial conditions, the opera's revenues and its business prospects. Does the opera have a material adverse effect on the business and financial conditions?
RISK MANAGEMENT SYSTEM’S REVIEW ON THE EFFECTIVENESS
WHISTLEBLOWING SYSTEM
THE VIOLATION REPORT
PROTECTION TO THE COMPLAINANT
THE COMPLAINT HANDLING
THE COMPLAINT HANDLING MECHANISM
THE PARTY THAT MANAGES THE COMPLAINT
Conduct the initial assessment of the complaint received by the Audit Committee. Preparation of initial assessment reports and submission of the reports to the President Director to be copied to the Audit Committee.
THE RESULT OF COMPLAINT HANDLING
Conduct investigates the complaint initially assessed by the Internal Auditor. Preparation of reports on the result of further investigations and submission of the reports to the President Director to be copied to the Audit Committee.
BOARD OF DIRECTORS’ AND COMMISSIONERS’ SHARE OWNERSHIP POLICY IMPLEMENTATION
EMPLOYEE STOCK OWNERSHIP PROGRAM
SIGNIFICANT LEGAL DISPUTES
INFORMATIONS REGARDING ADMINISTRATIVE SANCTIONS
