Name : Tiffanny Ocktivianie Tobing

SRN : 6411419029

Task of Organizational Culture Analysis and Company Management PT. Telkom

Indonesia

A. Profile of Telkom Indonesia

PT Telkom Indonesia (persero) Tbk is a state-owned company (BUMN) engaged in
information and communication technology services and telecommunications networks in
Indonesia, where the shareholder of PT Telkom Indonesia is the Indonesian government and
controlled by public, Telkom's shares are also traded on the Indonesia Stock Exchange (IDX)
and the New York Stock Exchange (NYSE). The effort to transform Telkom Indonesia into
digital telecommunication implements a customer-oriented business and operational strategy
in which this transformation has made Telkom's organization more lean and agile in adapting
to the rapid changes in the telecommunications industry. PT Telkom has the company's
goals, vision and mission that are closely held in developing the company and facing the
challenges of an increasingly fast digital industry, among others
 Objectives : Create a more prosperous and competitive nation and provide the best
added value for stakeholders
 Vision : To be digital telco is the main choice for advancing society and excelling
in the provision of telecommunication, information, media edutainment and services
(TIMES).
 Missions :
1) Accelerate the development of infrastructure and smart digital platforms that are
sustainable, economical, and accessible to all people.
2) Develop superior digital talents that help boost digital capabilities and the level of digital
adoption of the nation.
3) Orchestrating the digital ecosystem to provide the best customer digital experience
B. Organizational Culture Organizational
Culture is the habits of an organization which is different from other organizations, which
can be distinguished based on the characteristics of the organization which contain norms
 of organizational behavior that have existed since past or derived from the founder of an
organization or it can be said that has been around for generations. The Telkom company
provides a variety of communication services including telephone network
interconnection, multimedia, data and services related to internet communications,
satellite transponder leasing, leased lines, pay television and VoIP services. The
organizational culture of PT Telkom has undergone several changes, in 2003 PT Telkom
introduced a new culture, namely The Telkom way 135 with a vision to become in the
region and a mission to provide one stop service with excellent quality and competitive
price and managing business through best practice, optimizing superior human resource,
competitive technology and synergizing business partner where PT Telkom seeks to have
an influence in the Asia Pacific region with the aim of providing assurance to consumers
to get the best service in the form of convenience, product quality, network quality and
competitive prices, improving quality human resources, use competitive technology and
build mutually beneficial partnerships. In realizing the vision and mission, PT Telkom
develops an organizational culture formulated as follows:
 Basic assumptions or 2U commitments which are basic assumptions and beliefs that must
be held by all employees, by providing the best service for corporate consumers in order
to maintain their survival
 There is value core value in the form of customer value which is an effort to increase
value for consumers by providing products or services that are in accordance with the
costs incurred by consumers, then there is an excellent service value which provides
quality service to consumers by providing services that exceed consumer expectations
and that the last is the value of competence people, where the company rewards
employees who have the ability to provide good and quality service to consumers
 There are 5 steps in improving the culture of organizational behavior, namely stretch the
goals. Those who are employees must do work activities that are expected to produce
something extraordinary, simplify is to do work simply without complicated bureaucratic
systems, then involve everyone in which to build a work team requires the involvement
of all employees or solidarity, then there is quality is my job where employees must make
quality as the standard of job success, and the last step is reward the winner where the
company gives awards for employees who excel. The changes that occurred in 2003 did
 not make PT Telkom feel satisfied with what had been done, which made them make
changes and new strategies to strengthen business networks and improve service quality
to consumers. Changes were made in 2007/2008, in which this year PT Telkom
restructured its business and brought the company to become a customer-centric
organization. Then in 2009 PT Telkom carried out the biggest business transformation in
history aimed at aligning Telkom's business changes from a voice-based
telecommunication service provider to now a telecommunication, information, media and
edutainment (TIME) service provider. The business transformation that occurs requires a
change in the organizational culture that is stated in Telkom's current vision and mission,
this new vision and mission is applied to corporate values which include commitment to
long term, customer first, caring meritocracy, co creation at win partnership,
collaborative innovation.
C. Organizational management
1. Planning
 Due to the increasingly rapid technological improvements and complex business
competition, PT Telkom Indonesia carries out a well-structured or well-ordered plan, by
implementing various changes to suit consumer desires and satisfaction. PT Telkom
Indonesia has made changes to all its cultural regulatory systems from Telkom way 135
to Telkom's 5C, where these changes are based on commitment to long terms, customer
first, caring meritocracy, co-creation of win-partnerships, and collaborative innovation.
 PT Telkom Indonesia made changes to its organizational structure, strategy and increased
human resources with the aim of maintaining the company, including improving the
quality of its human resources, which in the utilization of its human resources, the
company applies business ethics which refers to the standard of commitment and forming
a new culture that is expected to have a positive impact by employees in accordance with
company policy No.PD.208.00 / 2011
 The company PT Telkom has issued a Human Capital Master Plan which aims to
optimize the potential for human capital in the Telkom company where the management
of this human capital plan carried out in an integrated manner which refers to long-term
and annual corporations, this is because the fulfillment of human resource needs and
 related infrastructure is carried out based on the principle of synergy and optimization of
internal resources in Telkom companies
 Telkom companies strive to improve Increase synergy and efficiency among companies
in the Telkom group that continuously emphasize the application of corporate values,
which are implemented by preparing a plan to allocate employees for the next 5 years and
an annual employment plan in order to provide more accurate information for
improvement and the company's progress. The employee allocation plan is prepared no
later than the 4th quarter of each year and is valid for the next 1 year. There is a
manpower plan that is prepared by identifying the needs of employees that refer to PT
Telkom's Human Capital Plan or Rolling Human Capital Plan, which has a focus on
increasing productivity and efficiency which refers to competitive references
2. Organizing
 General manager
a) Able to ensure the achievement of performance targets copper networks and DSL access
networks and implement operation management policies and network system
maintenance
b) Able to ensure the achievement of CPE system performance targets and implement
operation and system maintenance management policies
c) Able to evaluate, measure, modify procedures or customer handling systems to achieve
customer handling effectiveness for each customer segment
d) Able to develop the criteria for our outsourcing existing work by considering internal and
external capabilities in line with changes in the competitive business environment and
Turkey
 Manager access area Medan
a) Monitoring operational budget for Medan access
b) Monitoring the smooth running of operations in the field in Medan
c) Justifying or deciding urgent matters to be executed
 Operations Manager
a) Planning project objectives and scope and detailing project activities and schedule, able
to monitor and report project implementation
b) Evaluate performance copper and DSL access network systems and provide system
optimization solutions
c) Evaluate the performance of the CPE system and provide system optimization solutions
d) Analyze interference statistics and compile programs for handling customer service
interruptions efficiently and effectively
e) Analyze overall service performance statistics and make solution recommendations
service performance improvement
 Manager out sourching
a) Evaluating the performance of the Copper and DSL access network system and providing
system optimization solutions
b) Analyzing the impact of implementing regulations and policies in effect
c) Analyzing the implementation of outsourcing rcing the existing and future in accordance
with the macro policy strategy in the field of human resources and the business
environment
d) Identifying the right partnership management for planning and developing partnerships or
alliances to support the company's strategy for implementation
 Manager Optimization
a) Evaluating the performance of copper and DSL access network systems and providing
optimization solutions system
b) Evaluating the performance of the CPE system and providing system optimization
solutions
c) Evaluating the optical access network (OAN) system and providing system optimization
solutions
d) Allocating resources and predicting the utility of each resource to achieve optimal goals
and be able to predict project budgets
 Warehouse manager
a) Implement internal control design and implementation
b) Carry out inventory management
c) Prepare legal products in accordance with the legal drafting method
d) Analyze the effectiveness and efficiency of the management of revenue sources and users
cash flow, preparing cash projections and optimizing idle cash
e) Analyzing document management processes in accordance with applicable standards
f) Able to analyze the results of negotiations and maintain positive relationships with other
parties in resolving
 Asman CCA (customer corporote access) problems
a) Maintenance Data and internet channels
b) Improve cluster customer channels
c) Maintenance of LC (led cenal) channels
 Asman CAM (cooper access maintenance)
a) Maintenance of primary and secondary copper cables
b) Overcoming primary and secondary cable interference network
c) Improvement of Asman MFRAN (maintenance fiber and radio access network)
d) Maintenance of fiber optic and radio cables
e) Troubleshooting fiber optic and radio cables
f) Monitoring availability of MSOAN and MSAN equipment
 Asman Daman (data management)
a) Purification of network data
b) Updating SISKA data
c) Updating schematic drawing of
 Asman CPE (customer premise equipment)
a) Monitor new installed Speedy pairs properly and correctly
b) Controlling speedy disturbances to keep it in accordance with benchmarks
c) Optimizing suitable equipment for broadband
 Asman TOS (technical operation support)
a) Compiling the operational material needs for interruption prevention
b) Controlling budget and operational needs
c) Validation of BA from partners for billing
 SVP CPE
a) Installation of new pairs of speedy
b) Overcoming speedy disturbances to customer equipment
c) Administration of speedy new installations of BA (SN modem, install date, install
officer)
 SVP Public Phone
a) Maintenance of public coin and card telephones
b) Install new payphones for coins and cards
c) Maintain availability of public telephones to keep them 100% reliable
3. Actuating
 Implement integrated risk management based on COSO Enterprises Risk Management
Implement activities or company management systems in accordance with COSO which
is a process that is influenced by the board of directors and the board of commissioners,
management n and all personnel within the corporate to provide reasonable guarantees of
achievement.
 The company provides compensation or remuneration in accordance with market prices
consisting of basic salary and allowances, benefits and bonus incentives related to
employee performance and health facilities for employees and their families, the
company also provides a pension program and a post-employment health program
wherein Remuneration is always evaluated so that employee salaries are in line with
market prices.
 Providing awards to employees every year as a form of appreciation for employees who
excel in achieving the targets desired by the company, this award is regulated in the
Telkom Employee Reward policy, the awards that are usually given by companies are
opportunities to carry out pilgrimages, worship, benchmarking to the telecommunications
industry. and global companies, participating in international seminars and providing
special incentives.
 In supporting employee work activities, the company has built an integrated Human
Capital and General Affairs website infrastructure that aims to facilitate policy
coordination and dissemination of the company's business strategy with policy makers,
HR managers and employees. The website can be accessed by employees who want to
know various policies and policies. information related to HR management and
development.
4. Controlling
Internal supervision and implementation of internal control based on COSO Internal
Control which has the task of internal control over financial reporting. Supervision is
 also carried out through the activities of the commissioner's committees, namely the
audit committee, the nomination and remuneration committee as well as the planning
and risk evaluation and monitoring committee.

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