- 50 - In 2013, we continued to adapt to the dynamics of the industry by updating our strategic initiatives with a focus on implementing the
TIMES business framework and strengthening internal consolidation. We believed that these strategic initiatives support the comprehensive transformation of our organization, business portfolio, infrastructure, systems, and corporate culture that we believed
was necessary to realize our vision of becoming a leading TIMES company in the region. Besides providing a new growth stream, we believed that our TIMES business also helped to promote the sustainable growth of our traditional telecommunications business.
To achieve the objective of these three corporate broad strategies, we have developed the following 10 strategic initiatives:
1. Center of Excellence
In order to improve our business performance and implement a new corporate culture we have established the “Telkom Corporate University”, which aims to educate our employees in order to meet international standards in the TIMES industry.
2. Focus on high growth or high value portfolio
We believe that deploying resources to the parts of our portfolio with the highest growth and value potential will ultimately generate the optimum value for Telkom Group. This includes supporting Telkomsel in order to sustain its growth and market
position as well as developing broadband through our Indonesia Digital Network program.
3. Accelerate international expansion
We plan to pursue international expansion through partnerships, alliances and acquisitions, giving priority to the Asia Pacific region, the Middle East and North Africa. Our subsidiary TII will be our main vehicle for international expansion.
4. Cost transformation
We aim to improve cost efficiency and infrastructure capability, by utilizing technology multiplaymultiservicemultiscreen, leverage existing asset empowerment of the less productive assets and create a creative business model through partnerships to
share costs.
5. IDN id-Access, id-Ring, id-Con Development
We plan to support our MP3EI Government’s Master Plan for the Acceleration and Expansion of Indonesias Economic Development target of attaining broadband access to 30 of households in Indonesia by the year 2015. IDN Indonesia Digital
Network is also intended to bridge the digital divide.
6. Indonesia Digital Solution “IDS” – Convergent services in digital ecosystem solution
We developed the IDS strategic initiative to support the Indonesia Digital Network program such as the digital media ecosystem cooperation with best partners and differentiation through innovative business models and business solution ecosystem
accelerate development of innovative business ecosystem convergence services for excellent customer experience space.
7. Indonesia Digital Platform “IDP” – Platform enabler for ecosystem development
Developed IDP strategic initiative to seek enhance overall customer experience and customer engagement through exploration of best technology, development appropriate business model and partnership scheme.
8. Execution of the best subsidiary management system
We believe that providing strategic guidance to our subsidiaries is important for the success of Telkom Group. In general, guidance provided to our subsidiaries will focus on the aspects of planning and optimalization of synergy within the Telkom
Group.
9. Managing portfolio through Board of Executives “BoE” and Chief Regional Officer “CRO”
Manage our subsidiaries subsidiaries through a Board of Executives and CROs. Our BoE compres our Board of Directors and the heads of four businesses, namely, mobile represented by Telkomsel, multimedia represented by Metra, infrastructure
represented by Dayamitra and international represented by TII, and seven CROs representing Sumatera, DKI Jakarta, West Java Banten, Central Java, East Java, Kalimantan and East Indonesia area.
10. Increasing synergy within Telkom Group
Optimizing synergies at the strategic and operational levels both within Telkom itself and across our subsidiaries. In order to implement our directional strategy of sustainable competitive growth, we plan to seek opportunities for inorganic growth
through acquisitions alliances “AA” and corporate restructuring, as described below:
1. AA program
AA implementation is part of our growth strategy objective to mitigate risks, develop capital, increase competency as well as accelerate access to synergy and value contribution. In 2013, we:
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business, namely providing a satellite-based closed fixed telecommunications network, as well as providing communication
network and solutions, with a permit as Operator of Micro Earth Stations Communications System SKSBM; –
entered into a strategic partnership with PT Trans Corpora and PT Trans Media Corpora by selling shares of Indonusa “Telkom Vision” to strengthen Telkom Vision position in Pay TV industry;
– acquired 51 of PT Pojok Celebes Mandiri, which engages in business-ticket booking and online applications through the
www.pointer.co.id website which is been connected with the national airline and a large number of hotels in Indonesia; and –
Divestation all of our ownership from Scicom Bhd. Malaysia due to the differences in call center management strategy.
2. Corporate restructuring
