Telkom InfraCo

Human Capital Weekly Cadence

Project InfraCo
6 Sept 2023

1
 Table of Content

Agenda

1 Recap Notes and Last Week Queries

2 Progress Timeline dan Readiness Checklist
3 HC System and Process Priorities
4 Update on Entity Establishment (EE) Structure
5 Success Profile for Technology & Operation EE Structure
6 Preparation on Meeting with CHCO

Strictly Private and Confidential 2

Recap Notes and Last Week Queries
Discussion on:
• Aggregation of personnel cost for individual remuneration (talent mobility) in InfraCo
Support needed: Telkom HC to provide data annual average compben (including Fixed Pay, Variable Pay, Benefit Masa Aktif, and Benefit
Purna Tugas) – as per template

• InfraCo Organization Tiering

Support needed:
1. Probis to send latest InfraCo Business Plan (that has been agreed by BoD and BoC) to VP HCD
2. HCD to review overall InfraCo Business Plan and proposed organization design for tiering purpose

• HC System & Process Priorities  Probis to ensure the requirements of HC system are aligned with IT TSA

• Alignment for October entity establishment structure  Structure has been finalized based on input from HCOD (job-role prefix) and to be
reviewed by Probis

• Presentation material to CHCO  draft ready and to be reviewed by Probis

Strictly Private and Confidential 3

 Human Capital high-level timeline and key milestones
Asset
Entity Entity Legal Day 1 Operational D1 Commercial D1 Transfer
Organization Design and People Establishment
Transition are highly dependence
July-23 Plan
on approval on Business Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Q1 2024 Q3 2024 Q3 2025
and entity establishment Confirm Re-sizing TLKM
Identify and map Re-sizing InfraCo end- End state org. Unconsol
organisational Extension of
TLKM state and budget organization for
capabilities in InfraCo Probis
Unconsol operating approval by post-InfraCo
InfraCo mandate
organization model* TLKM
Organization
Design Organization design
Refine end-state RUPS for
Detailing InfraCo organization incl. job
Confirm and estimated newly-elected
target operating grading, key roles, and
InfraCo target personnel cost (Sept Directors
model for end- estimated personnel
operating ’23) approval by state* cost
model TLKM

HC Estimate Talent Talent Mobility to InfraCo continues after Jan 2024 based on mobilization strategy/staging
SIJAB SK Talent Prepare mobility Additional BOD
Consultation personnelInfraCo BOD Mobility and considering Business Imperative, Organization Capability Fitness, Job Levelling,
Talent Mobility strategy for end- appointment
for BOD BOC cost for selection and upskill/ Remuneration
approval Mobility Batch 1 state and approval
InfraCo budget reskilling
Batch 1

People Transition Radir

Prepare
(Talent Mobility) shortlisted Select FTEs Persetujuan Talent Prepare
Select FTEs SIJAB SK Talent Talent Mobility Talent Mobility Talent Mobility Talent Mobility
from WIBS InfraCo, Mobility Talent Pool from Talent Talent Mobility Batch 2a
Talent Batch 2b review Batch 2c
and NITS as incl. BOD Batch 1 Pool Batch Mobility Batch 2a onboarding
Mobility for Mobility onboarding onboarding
candidate agreed BOC onboardingfor Batch 2 2a & Talent Batch 2a
appointmen Committee
for Batch 1
t
Develop Change risk Identify Leadership alignment to Day 1 events (for
change identification impacted Identify Day 1 events (for define InfraCo’s culture & Day 1 events (for newly
Define to-be newly
mgmt. & mitigation employee change newly transitioned identify culture transitioned
InfraCo culture transitioned Day 1 events (for newly
plan plan groups metrics employees) interventions employees)
employees) transitioned employees)
Change
Management Define Administer change
Develop Design change
Employee stakeholder readiness survey readiness survey
Experience engagement (w/ Maverick) (w/ Maverick)
strategy plan Ongoing culture reinforcement activities, periodic tracking of change metrics, and conduct “pulse check”s
Continuous stakeholder engagement – provide regular updates on InfraCo progress and culture integration
Conduct SIJAB
Draft key employee
Develop messages/ Talent Employee Refresh
consultation Mobility
comms statement, onboarding comms plan
sessions Batch 1 as needed
Communications plan FAQ, etc. comms

Conduct data BoD BoC Day 1 CEO

Employee Operational Day 1 Commercial Day 1
gathering & analysis Employee appointment Townhall & Legal Day 1 Message Asset Transfer
FAQ communications communications
(incl. stakeholder & pre-onboarding comms comms comms communications
employee sentiment preparation
analysis) comms
Legend: Milestones with InfraCo involvement Entity Establishment KBUMN approval for subs. moratorium KBUMN approval for asset transfer
Milestones for Telkom Transition Stage KBUMN approval for entity establishment

Strictly Private and Confidential 4

HC Readiness Checklist: focus for Week 4 – 8 Sept
Team
No Key topic Key activities from previous week This week’s focus and next step Target Date
involved
1. Probis to send formal Business Plan to HCD -> waiting 1. HCD to start organization tiering process with 1. 8 Sept
for KBUMN submission (by 5 Sept) acknowledgement from Probis related to Business Plan
2. HCD to start organization tiering process with 2. Deloitte HC to discuss updated personnel cost with HCD, 2. 8 Sept
HCD,
Organization tiering and acknowledgement from Probis related to Business Plan -> all inclusive (fixed pay, variable pay, Iuran Paska Kerja,
Probis,
1. talent remuneration for not yet started mobility allowance) -> subject for additional data received by
BNIS,
InfraCo 3. Deloitte HC to estimate total personnel cost, inclusive Deloitte
Deloitte HC
mobility allowance and all additions (Iuran) -> pending 3. HCD to agree on InfraCo’s mobility allowance 3. 15 Sept
benefits/Iuran data from HC via Probis 4. InfraCo organization final approval by Telkom (structure, 4. 15 Sept
formation, est. personnel cost)
InfraCo’s entity HCBP, 1. BOD key profiles submitted to Telkom for BOD 1. HC consultation: nominate and select BOD by Telkom SL and 1. 8 Sept
establishment detailed Probis appointment consideration HCBP
structure Deloitte HC 2. Update organization structure based on input from 2. HCBP and Probis to prepare talent mobility candidate (BP 2 2. 8 Sept
HCOD -> subject for finalization based on tiering result and below) after consultation with WIBS and NITS
2.
3. Probis and HCBP to discuss selected candidate/nominee
for 50 FTE in entity establishment structure
4. HCBP to prepare “pengawakan” for entity establishment
structure
CHCO Update Probis, 1. Prepare CHCO Update material, inclusive organization 1. Probis to review CHCO Update material; and propose the 1. 6 Sept
4. Deloitte strcuture, est. personnel cost CHCO Update schedule
2. Deloitte HC to update the material based on feedback 2. 8 Sept

Strictly Private and Confidential

 DRAFT FOR DISCUSSION

Human Capital System & Process Priorities for InfraCo (1/2)

Managing current state technologies while planning for end-state integration of HRIS, payroll, T&A, etc. solutions that capture synergies and creates
integrated end-to-end HC processes for InfraCo

PRE - DAY 1 DAY 1 + 90 DAY 1 +180

[STABILIZE] [OPERATIONALIZE] [EXECUTE/ENHANCE]
Core HRIS, Performance & Talent
Transactional HRIS Processes Strategic Talent Management Processes
Management Processes

Time and Attendance, Forecasting and

Payroll - Recruitment Processes -
Scheduling, Absence Management

Employee Performance and Applicant Tracking, Candidate Sourcing,

Benefits Administration
Competency Management Staffing, and New Hire Onboarding

Employee Records and Position Management Succession Planning - Learning Management Processes -

Training Administration, Learning Content

HC Policy & Compliance Compensation and Rewards
Management, and Learning Delivery
Priorities for Entity Establishment (October 2023)

Consideration that support technology decisions:

• Normalize and consolidate all HC data into one HRIS system as a basis to have further reports/analytics for Human Capital
• Standardize Human Capital processes (as business requirements) prior to build and develop a new system. This is to eliminate any redundant process in multiple system and not integrated
• Leverage current system from Telkom Parent to stabilize and operationalize in the first 1 – 2 years while establish HC process/center of excellence to support integrated end-to-end process
(operations, compensation, recruiting, performance, etc.)
• Cost implication in building and developing Human Capital system

Strictly Private and Confidential

Human Capital System Priorities for Entity Establishment NEEDS PROBIS DECISION

Current System in Telkom Parent

No. System & Process Priorities Requirements
(Potential to TSA)
• Salary payment
1 Payroll • SAP Payroll ?
• Provide Payment Slip (with detail of benefit)
• Claim/reimbursement process
• Leave application process
• SPPD Online ?
• Perjalanan dinas
2 Benefit Administration • Diarium and i-Smart
• Health & wellness
• …
• …..

• Defining employee ID (NIK)

Employee Records and Position
3 •
Management
4 HC Policy & Compliance
5. Working Management
• Diarium and i-Smart
• Recording Employee data and personnel (employee portal)
• SAP OM
Organization and employee position hierarchy
• Ingenium
• Absence system
• ….
To define list of policy that need to setup upon legal day-1, for instance:
1. Code of conduct policy
2. Joining and exit policies
3. Working hours and overtime policy
4. Attendance and working arrangement policy
N/A 5. Performance evaluation and promotion policy
6. Health and safety policy
7. Expense policy
8. Benefits and compensation policy
9. Leave policy
10. ……
• Office 365
• Nota Dinas Online • Video conferencing
• … • Working arrangement
• Nota dinas

Strictly Private and Confidential

 UDPATED DRAFT

Proposed organization and FTE mapping for entity setup

# of FTE
Est. FTE: ~ 50 FTE No. InfraCo Function Organization capability mapping from Telkom
required

1 CEO 1 • NITS Directorate

CEO • InfraCo Probis
~ 50 x1
2 Legal & Corporate Secretary* 3 • CEO Office – Legal
Legal & Corp. • CEO Office – Corporate Secretary
Secretary
~3 3 Technology & Operations 1 • Deputy Kaprobis Business & Operation Readiness
• NITS Directorate

• NITS – Subdit STA

4 IT Development 4 • NITS – DSO
• NITS – DIT (BSS & CEM Platform Development, OSS Platform
Development, Service Platform Development)
Technology &
Business Support
Operation
Infrastructure Development & • Probis - Coordinator Infrastructure Development & Quality
~ 32 x1 x1
~ 14 5 Quality Management 13 Management (including the team)
• NITS - DID
Finance &
IT
Development
Strategy • Probis - Coordinator Product & Customer Management
~6
~8 6 Product & Customer Management 12 (including the team)
• WIBS – All Subdits, DWS and NITS - DCS
HC & General
Infrastructure Affair 7 Business Support 1 • FRM Directorate (FRM All Subdits)
Dev. & Quality ~5
Mgmt.
~ 13 • NITS – Subdit
• FRM - SSOF, Telkom Financial Control
Product & 8 Finance & Strategy 8 • NITS – Finance-related function under GA (in NITS Division)
Customer • NITS – DID (GA – Procurement and Logistic Support)
Mgmt. • FRM - GSP
~ 12

9 HC & General Affair 5 • HCM – HCBP, HCD

Legend: • All General Affair function under NITS
Number of FTE Total team size
*) Updated as per 4 Sept 2023
Transitioned Interim from Probis (Deputy
Kaprobis Business & Operation Readiness)

Strictly Private and Confidential 8

 InfraCo Entity Establishment Structure (Oct to Dec ’23)
CEO
~ 50 Important Note: job prefix and Band Positions will be further aligned
Est. FTE: ~ 50 FTE ~3
and updated according to final organization tiering for InfraCo
VP Legal & Corp
Job grading for InfraCo will follow Telkom’s Band 4 Secretary
Key Rationale:
Position cascading. See next page for BP conversion AVP Legal & Corporate • Off 1 Legal & Regulatory
Secretary1 1• Technology and Operation will focus on the
1 3 preparation for operational day-1 and
Director Business
Director Technology & Operation
Support
preparing for TSA and liaise with NITS and
~ 32 ~ 15
Technical Infrastructure teams to conduct
operational pilots as needed (especially with
2 1 EGM Infrastructure Dev
1 OVP Product & OLOs)
EGM IT Development VP Finance & Strategy VP HC & General Affair
& Quality Mgmt Customer Mgmt
2• IT Development led by an EGM where this
SM Planning & SM Infrastructure OSM Product & Svc AVP Enterprise AVP HC
Design
function will manage the overall strategy
Development Digital Connectivity Strategy Management
related to IT, coordination to support system
• SO IT Planning & Design • SO Ops Readiness • SO Product & Svc Dev • Off 1 Enterprise Strategy • Off 1 HC Development
• Off 1 IT Program Mgmt • Off 1 Infra Analyst • Off 1 Product & Svc Dev implementation as well as for business
Controlling • Off 2 Svc Ops Analyst • Off 2 Data Support requirements gathering, development, and
AVP Finance & Risk customization for new ESS and BSS, as well as
AVP General Affair
Mgmt
SM IT Development SM Quality OSM Customer TSA-ed apps.
Management Management. • Off 1 Finance & Risk • Off 1 General Affair
Mgmt
• SO IT Digitalizing
Support
• SO Quality Control
• Off 1 Quality Enhancement
• SO Customer Mgmt
• Off 2 Measurement &
3• Director of Business Support will be supported
• Off 2 Svc Quality Surveillance Reporting AVP Procurement & VP Finance & Strategy, and VP HC & General
Vendor Management Affair to manage and oversee business
SM Data Mgmt & OSM Marketing &
• Off 1 Procurement Ops
operations upon legal day-1, internal policy
Performance. Sales.Management
• Off 1 Contract & Vendor development, and people transition to ensure
• SO SLA Planning & Performance
• SO Marketing Comms
Mgmt readiness for operational day-1
• Off 1 Analyst Perf
• Off 2 Sales Performance &
• Off 2 Data Management
Offering Mgmt • Legal and Corp. Secretary will be led by a VP
• Off 2 Cust Experience Analyst 4 directly under the CEO to manage legal and
regulatory compliance and corporate
Legend: communications. The VP will deal with
Government/Regulatory, alongside with CEO
BP-I
and Dir. Tech & Ops for licensing and contract
BP-II Total team size negotiation for pilot project where AVP’s main
function is Corporate Secretary
BP-III Transitioned Interim from Probis (Deputy
Kaprobis Business & Operation Readiness)

Strictly Private and Confidential

InfraCo’s key success profile: Technology and Operation
ROLES AND RESPONSIBLE
• Manages and directs Network Strategy and Architecture,
including network topology and design, phased deployment
plan for critical network infrastructures
• Ensure policy, standard operating procedures development,
and SLAs for Network Infrastructures
• Manage and decide Master Service Agreement and IT TSA
as preparation for Ops Day 1
• Own OPEX and CAPEX budget for Network, IT, and Product
Commercialization
• Ensure Operational Day 1 Readiness (licensing, pilot project,
Master Service Agreement, etc,) and Customer Management
(product development for Greenfield, product design,
marketing strategy and operations, pricing and profitability
(Costing, Tariffing, Pricing)
• Coordinate with Telkom Parent (inc. other subsidiaries) for
ESS, BSS, OSS business requirements, gathering, testing,
and deployment as well as go-to-market alignment
• Performs other related duties to benefit the mission of the
organization
ORGANIZATION CAPABILITY
HIGH-LEVEL REQUIREMENT ROLE TO-BE IN PROBIS
MAPPING FROM TELKOM
• Posses relevant Network or IT certifications are desired Deputy Kaprobis Business & NITS Directorate
Operation Readiness
• Demonstrated significant experience and relevant capabilities in
shaping the strategy related to Network/IT Planning, Deployment, and
Operations and Product Commercialization and guiding business to
execute the plan (long, mid, and short-term)
• Having substantial knowledge on product pricing strategy (Costing,
Tariffing, Pricing) and commercial deals (i.e., strategic partnership,
sales and marketing plan)
• Ability to lead organization transitional stage (i.e., new organization
setup, organization re-structuring)
• Ability to build strategic partnership within and outside organization for
driving business growth and manage operational
• Ability to think strategically to cater for diverse needs across
businesses and stakeholders
• Business acumen with an ability to communicate complex business
decisions
• Strong people management, leadership skills, and stakeholder
management with relevant experiences dealing with
Government/Regulatory
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InfraCo’s key success profile: Infrastructure Development & Quality Mgmt. (1/2)
ROLES AND RESPONSIBLE
• Plan network and service development (planning and
implementation)
• Make end-to-end network performance analysis and make
development plans to ensure the network is in a reliable
state
• Compile performance reports along with network and service
infrastructure analysis on all InfraCo services
• Develop an end-to-end network data inventory system and
maintenance mechanism to ensure network data accuracy
• Prepare management reports (Infra-TREG Forum, RADIT,
RADIR, RAGAB, etc.)
• Monitoring and evaluating service level performance (service
level agreement) and making studies and recommendations
to ensure the achievement of established service standards.
• Develop an integrated quality management system strategy
related to network & service infrastructure
• Oversee and provide recommendations for improvements to
the day-to-day process of service fulfillment and assurance
• Oversee business process alignment and ensure continuity
of service levels to customers in the transition period.
ORGANIZATION CAPABILITY
HIGH-LEVEL REQUIREMENT ROLE TO-BE IN PROBIS
MAPPING FROM TELKOM
• Responsible to oversee the technology business strategy and Infrastructure Development & NITS - DID
operations through the utilization of infrastructure support InfraCo's Quality Management
business portfolio
• Oversee activities to initiate network infrastructure development and
coordinate TSA in preparation for Q1 2024 and InfraCo's commercial
development for pilot projects
• Managing licensing requirements (from Infra Dev. & Quality
Management including preparation for the transition phase
• Demonstrated significant experience and relevant capabilities in
shaping the strategy related to Network/IT Planning, Deployment, and
Operations
• Having project management certifications such as: CAPM, CRMO,
PMP, PMBOK Training, Project Management (Risk Management), etc.
• Having experience in network and service development Infrastructure Development NITS – DID (Function under Deputy
• Able to create development plan to make sure reliable network Backbone & Core Network Development,
• Experience to develop end-to-end network data inventory system and and Function under Deputy Access
maintenance mechanism Network Development)
• Having project management certifications such as: CAPM, CRMO,
PMP, PMBOK Training, Project Management (Risk Management), etc.
• Having infrastructure development certification such as: Security
Awareness, OM OTN VCN Platform ZTE, CAPEX Management,
Microsoft Modern Work, COBIT Foundation, Teknologi FTTx, Teknologi
SDN dan NFV, and other related certifications
• Having experience in monitoring and evaluation of Networks and Quality Management NITS – DID (Function under Deputy
Service Infrastructure Access Network Development)
• Able to create integrated quality management system strategy related
to network & service infrastructure
• Experience to provide recommendation for improvement and align with
business process continuity
• Having project management certifications such as: CAPM, CRMO,
PMP, PMBOK Training, Project Management (Risk Management), etc.
• Having quality management certification such as: IoT, Big Data
Analytic, Teknologi SDN dan NFV, OM IP Network CISCO,IP
Fundamental, Security Awareness, Teknologi FTTX, and other related
certifications
Strictly Private and Confidential 11
InfraCo’s key success profile: Infrastructure Development & Quality Mgmt. (2/2)
ORGANIZATION CAPABILITY
ROLES AND RESPONSIBLE HIGH-LEVEL REQUIREMENT ROLE TO-BE IN PROBIS
MAPPING FROM TELKOM

(cont’d as above) • Having experience in preparing management reports Data Management & NITS – DID (Planning & Performance
• Able to create performance analysis to ensure reliable networks Performance Management, Function under Deputy
• Experience in managing data inventory system to ensure network data Backbone & Core Network Development,
accuracy and Function under Deputy Access
• Experience in monitoring and evaluate network and service Network Development)
performance
• Having project management certifications such as: CAPM, CRMO,
PMP, PMBOK Training, Project Management (Risk Management), etc.
• Having quality management certification such as: CDCP(Certified Data
Centre Professional), Big Data Analytic, Data Visualization, Data
Science Professional Certificate, Fast Data Visualization Analytic,
Microsoft Modern Work, WEB DBase using PHP & My SQL, and other
related certifications
• (Risk Management), etc.

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InfraCo’s key success profile: Product & Customer Management
ROLES AND RESPONSIBLE
• Identify product & service requirements through feasibility
assessment
• Conduct end-to-end product and/or service readiness tests
and coordinate with related organizational units for its
fulfillment
• Formulate product and/or service policies, tariffs, and pricing
• Evaluate product & service performance, SLG performance
and control the profitability of products and/or services
through optimal pricing range management.
• Manage marketing operations strategy, marketing
communication, pipeline management, bidding management,
and sales management & development.
• Perform design, roadmap, and evaluation and refinement of
the customer journey, including for digital customer
experience and ensure the effectiveness of customer
experience implementation in InfraCo
• Manage contracts with customers & partners, including the
transfer of contracts in the transition period
• Oversee the development and implementation of digital
touch points (DTP) and digitization of internal processes
related to customer experience management.
• Coordinate, recommend, provide solutions, and decide on
operational issues of customer experience transformation to
ensure the fulfillment of optimal customer experience for
stakeholders.
• Manage competitive intelligence and knowledge
management (market, customer, solution readiness)
including tender management.
• Manage negotiations, cross-up selling, follow-up service
orders and customer claims and ensure collection
effectivenes
ORGANIZATION CAPABILITY
HIGH-LEVEL REQUIREMENT ROLE TO-BE IN PROBIS
MAPPING FROM TELKOM
• Having relevant experiences in managing and operationalization for Product & Customer • Probis - Coordinator Product &
digital connectivity products (requirement gathering, design, Management Customer Management (including the
development, integration, product lifecycle, and go-to market strategy) team)
• Having knowledge/insights related to new products (bitstream, VULA,
etc.) • NITS – DCS (Internet, Datacomm)
• Preferably posses NW/IT certifications i.e., ITIL, Fast Data
Visualization, CCNA, etc.
• Having relevant experiences in developing and managing digital Product & Svc Digital • Probis - Coordinator Product &
connectivity product/service (i.e., internet, datacomm), including Connectivity Customer Management (including the
product planning & development, technical design & business analysis team)
• Having relevant experiences in Product Lifecycle Management,
business scheme, and tariffing for digital connectivity product • NITS – DCS (Internet Product Mgmt,
• Having technical knowledge on product infra integrations and Datacomm Product Mgmt)
readiness
• Preferably posses NW/IT certifications i.e., ITIL, Fast Data
Visualization, CCNA, Product Management, New Product
Development
• Having relevant experiences in customer experiences journey Customer Management • Subdit WIBS – Wholesale & Customer
(planning, design, and implementation) specifically for NW/IT Solution (Managed Service Solution,
product/services Customer Experience Mgmt)
• Having knowledge in customer operations for digital connectivity
product, incl. order fulfillment, issue escalation • NITS – DCS (Digital Connectivity
• Having relevant experiences in managing Digital Touch Point (DTP) for Incubation & Channel Mgmt)
digital connectivity product, incl. managed service operations
• Able to support marketing and sales operations for go-to market
• Having relevant experiences in developing marketing and sales Marketing & Sales Management • Subdit WIBS – Strategy Planning &
strategy and execution/go-to market plan (incl. revenue management, Performance (Business Strategy,
sales pipeline, bidding management, marketing communication, sales Performance Mgmt)
channel)
• Having experiences in product costing, tariffing, and pricing (CTP) and • Subdit WIBS – Wholesale Product &
product profitability analysis Service (Product & Service Strategy &
• Able to utilize market analysis data/competitive intelligence and Marketing, Product & S Digital
integrate into marketing plan Connectivity)
• Preferably having account relationship with local OLOs, ISPs
• WIBS – DWS (Marketing & Biz Dev)
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 UPDATED DRAFT

Job Descriptions: CEO

Tugas utama CEO adalah menyusun, mengkomunikasikan, dan menerapkan visi misi serta menentukan kemana arah yang ditempuh oleh perusahaan. Selain itu, memastikan efektivitas
pengelolaan fungsi perencanaan, desain, pengembangan, dan implementasi operasi InfraCo untuk menunjang bisnis Telkom Group secara umum. Menjaga service quality InfraCo dengan tetap
CEO
menjamin profitability termasuk memastikan optimalisasi pengelolaan product/service, partner delivery service, infrastructure dalam rangka mewujudkan kepuasan pelanggan dan mendukung
pelaksanaan program-program utama Perusahaan

• Melakukan fungsi kesekretariatan untuk InfraCo, yang meliputi adminisrtasi perkantoran, personal assistance, keprotokoleran, pengelolaan dukungan administrasi, pengelolaan komunikasi
internal, serta kebutuhan kesekretariatan lainnya di InfraCo
• Pengelolaan legal & compliance yang meliputi pengelolaan compliance terhadap peraturan internal dan peraturan perundang-undangan, pengelolaan perikatan, dan pengelolaan administrasi
Legal & Corporate Secretary* produk hukum
• Sebagai fungsi regulatory yang mengelola persyaratan peraturan seperti permit, license, manajemen pemangku kepentingan eksternal dan komunikasi
• Pengelolaan fungsi office secretary dan administration
• Pengelolaan partnership yang meliputi kebijakan serta pengendalian program partnership dilaksanakan secara efektif dan efisien sesuai dengan tolak ukur yang telah ditetapkan

*) Updated as per 30 August 2023

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 UPDATED DRAFT

Job Descriptions: Technology & Operation Directorate (1/2)

Bertanggung jawab atas business strategy teknologi dan operasi melalui pendayagunaan infrastructure, IT, dan commercial untuk menopang portfolio bisnis InfraCo secara sinergis, melakukan
Technology & Operation trnasformasi untuk meningkatkan efisiensi pengelolaan operasional perusahaan. Selain itu, mengawasi aktivitas untuk memulai perencanaan & strategi network & IT serta mengoordinasikan
operasi TSA sebagai persiapan untuk Q1 2024 dan pengembangan komersial InfraCo untuk pilot project (proyek Indosat) serta persyaratan perizinan termasuk persiapan untuk tahap transisi.

• Penyusunan kebijakan, tata kelola, dan mekanisme dalam penyediaan, pengembangan, operation and maintenance infrastructure, IT service management, sistem IT, operation and
maintenance dan pendayagunaan IT sesuai kebutuhan bisnis InfraCo
• Bertanggungjawab atas persiapan TSA (termasuk diantaranya menentukan kebutuhan bisnis dan akses pengguna) serta pembangunan sistem ESS, OSS, BSS (new/mirrored/carved-out app)
IT Development • Berkoordinasi dengan piloting team untuk peningkatan operasi saat PAK diterapkan (persiapan licensing, TSA, dan operasi bisnis)
• Pengembangan perencanaan solusi sistem untuk customer (termasuk system untuk commercial)
• Pengembangan perencanaan solusi sistem untuk menunjang keperluan operasi network & IT
• Pengembangan perencanaan solusi sistem untuk surrounding system dan keperluan internal system di InfraCo

• Merencanakan pengembangan (perencanaan dan penyelenggaraan) network dan service

• Membuat analisis performansi network secara end-to-end dan membuat rencana pengembangan untuk memastikan network dalam keadaan handal
• Menyusun laporan performansi beserta analisis infrastruktur network dan service pada seluruh layanan InfraCo
• Mengembangkan system inventori data network secara end-to-end dan mekanisme pemeliharaan untuk memastikan akurasi data network
Infrastructure Dev. & • Menyusun laporan management (Forum Infra-TREG, RADIT, RADIR, RAGAB, dan lain-lain)
Quality Management • Melakukan monitoring dan evaluasi performansi tingkat layanan (service level agreement) serta membuat kajian dan rekomendasi untuk memastikan tercapainya standar layanan yang ditetapkan
• Menyusun strategi integrated quality management system terkait infrastruktur network & service
• Mengawal dan memberikan rekomendasi perbaikan terhadap day-to-day proses fulfilment dan assurance layanan
• Mengawal keselarasan proses bisnis dan memastikan keberlangsungan tingkat layanan ke pelanggan di masa transisi.

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 UPDATED DRAFT

Job Descriptions: Technology & Operation Directorate (2/2)

• Melakukan identifikasi product & service requirement melalui feasibility assessment

• Melakukan uji kesiapan produk dan/atau layanan secara end-to-end serta melakukan koordinasi dengan unit organisasi terkait untuk pemenuhannya
• Memformulasikan kebijakan produk dan/atau layanan, tarif, serta pricing
• Melakukan evaluasi terhadap product & service performance, SLG performance dan pengendalian terhadap profitabilitas produk dan/atau layanan melalui pengelolaan pricing range yang
optimal
• Mengelola strategi marketing operation, marketing communication, pipeline management, bidding management, dan sales management & development
• Melakukan perancangan design, roadmap, dan evaluasi serta refinement terhadap customer journey, termasuk untuk digital customer experience serta memastikan efektivitas implementasi
Product & Customer Management customer experience di InfraCo
• Mengelola kontrak dengan pelanggan & partner, termasuk pengalihan kontrak dalam masa transisi
• Mengawal proses pengembangan dan implementasi digital touch point (DTP) dan digitisasi proses internal yang terkait dengan pengelolaan customer experience
• Mengoordinasikan, merekomendasikan, memberikan solusi, serta memutuskan masalah operasional transformasi customer experience demi memastikan terpenuhinya customer experience
yang optimal bagi para stakeholder
• Mengelola competitive intelligent dan knowledge management (market, customer, solution readiness) termasuk pengelolaan tender management
• Mengelola negosiasi, cross-up selling, menindaklanjuti order layanan dan klaim customer serta memastikan efektivitas collection

Strictly Private and Confidential 16

 UPDATED DRAFT

Job Descriptions: Business Support Directorate

Mengawasi pengaturan entitas InfraCo yang menangani semua tugas dari perusahaan diluar core business InfraCo secara kesluruhan dan memastikan kepatuhan terhadap persyaratan
Business Support
perundang-undangan

• Melakukan fungsi program & planning management untuk memberikan konsultasi untuk pengembangan bisnis InfraCo, rencana bisnis, dan berkoordinasi dengan Telkom untuk penyelarasan
Grup
• Formulasi program strategy alignment pengembangan dan pengelolaan infrastruktur, koordinasi pengelolaan operational planning, pengelolaan sistem IT governance, IT risk, dan IT security
• Analisis dan pembuatan model bisnis/keuangan untuk pengembangan perusahaan
• Melakukan operasi keuangan rutin dan membantu mengatur proses keuangan dan pelaporan serta persiapan sistem keuangan
• Melakukan perencanaan anggaran (budget management) untuk operasi InfraCo
Finance & Strategy
• Melakukan fungsi risk management (koordinasi implementasi kebijakan serta pengendalian risk)
• Penyusunan dan pengelolaan kebijakan terkait keuangan dan manajemen risiko di InfraCo
• Pengelolaan CAPEX dan OPEX untuk greenfield dan persiapan untuk operasi InfraCo 2024
• Melakukan pelaksanaan manajemen vendor, Pengadaan, dan proses tender (untuk CAPEX dan OPEX)
• Pelaksanaan operasi procurement (procure to buy) mengikuti proses dan sistem yang berlaku di InfraCo
• Penyusunan dan pengelolaan kebijakan terkait procurement dan vendor management risiko di InfraCo

• Koordinasi pengelolaan SDM dengan Telkom Parent

• Pengelolaan kebijakan HC InfraCo yang disesuaikan dengan kebijakan Telkom Parent (termasuk pembuatan kebijakan, penyusunan draft, dan permintaan persetujuan kebijakan)
• Pengelolaan mobilisasi InfraCo serta talent acquisition (jika diperlukan) untuk pemenuhan talent di InfraCo
HC & General Affair • Penyusunan perencanaan HC strategy terutama untuk menunjang operasional InfraCo
• Melakukan pengelolaan asset management untuk InfraCo
• Melakukan fungsi pengelolaan maintenance support dan non maintenance support procurement yang meliputi perencanaan dan pelaksanaan pengadaan OPEX untuk kebutuhan operasi rutin
(office management) InfraCo

Strictly Private and Confidential 17

 UPDATED DRAFT

Preparation on meeting with CHCO*

*) Deck Presentation will be

discussed using different file

Strictly Private and Confidential 18

THANK
YOU

Strictly Private and Confidential 19

 DRAFT FOR DISCUSSION

Capability and People Transition Staging Strategy

Sept 2023 Q1 2024 Q3 2024 (TBD) Q3 2025 (TBD)
Key Entity 1 Batch 1 2a Batch 2a Commercial 2b Batch 2b 2c Batch 2c
Milestone establishment Operational Day 1 Day 1 Transfer all assets
• FiberCo Operational Day 1 (PAK
• Essential core functions (Technology, • FiberCo business expansion and • FiberCo asset transfer and stabilize for
Implementation - E2E Greenfield Deployment
Operations, and Commercial) to prepare preparation for Asset Transfer end-state
and E2E Greenfield and Brownfield asset and
licensing, pilot project, and commercialization service operation; require MSO license? • Continue operation (selling the new • Business expansion to sell all wholesale
in 2024 products, manage operation services, IT
• FiberCo Commercial Day 1 - Q2 (with new fiber connectivity services
Business • Business Support to setup entity, capex & opex planning & deployment, and business
imperative products – Passive Access, VULA, Bitstream) – • End-to-end IT ops for its own stack
management, and implementation of FiberCo support as enablers)
depends on commercial licensing release
operating model • Prepare product development for end-state
• Business Enablers to support operation
when asset is fully transferred
• FiberCo-specific IT planning & deployment
(BSS overlay, ESS)
• Commercial: Product, Sales, and Customer • Commercial: Commercial Planning & Strategy, • Commercial: Sales operations, Customer Full capability on End-to-End Commercial,
Planning & Strategy Product (Partnership, Brand Strategy, Experience design and operations NW/IT, and Enterprise Enablers
• NW/IT: NW/IT Strategy & Performance, • NW/IT: Full capability on NW and Service • NW/IT: Business Continuity Management, Data
CPAEX/OPEX Planning, IT Planning, Network (Planning, Deployment, Fulfillment & Management
Deployment (for license and pilot project), IT Assurance), Full capability on IT (limited to
• Enterprise Enabler: Risk & Audit, Knowledge
Development FiberCo-specific own stack), cybersecurity for
Mgmt, Strategic Investment, Workforce
Capability • Enterprise Enabler: Legal & Compliance,
FiberCo IT system
Strategy
Finance & Procurement, HR (Policy, Admin, • Enterprise Enabler: Legal & Compliance, Full
and Talent Mobility), Vendor and Contract capability for Financial Management,
Enterprise Planning (Strategic Planning &
Business Development), Human Resource
(exclude Workforce Planning), and full
capabilities on Vendor & Partnership

Total FiberCo + 1,044 FTE + 295 FTE + 522 FTE

~ 50 FTE ~ 1,094 ~ 1,389 ~1,911 FTE
FTE

Est. FTE
cost* ~ 18,396 + 405,431 ~ 423,828 + 580,702 ~ 1,004,530 + 276,108 ~ 1,280,639
(IDR mil) (4 months) (6 months) (12 months) (annual)

FTE mobility Business milestone

Strictly Private and Confidential
*FTE cost covers COMP 3, but not include Personnel Loaded Cost
 Data Confirmation & Validation

Data Confirmation and Validation (1/3)

No. Data Requested Remarks Data Confirmation & Support Needed

Current available documents :

1. Org. Structure for TREG 1-7 (2021)
2. Org. Structure for Finance Shared Service
(2022) - TSSC
3. Org. Structure for IT (2019)
4. Complete Org. Structure under WIBS • Probis to send latest InfraCo Business Plan
Directorate (that has been agreed by BoD and BoC)
Org structure (based on PD, PR - including structure, Jobdesc, and formation) for all
1 5. Complete Org. Structure under NITS • HC Telkom to review overall InfraCo
InfraCo related changes and movements (post FMC)
Directorate Business Plan for tiering purpose
6. Org. Structure for TREG 2 and 4 (2023)
7. Updated PD PR for ENT post FMC (2023)
8. Updated OM Data post FMC LD1 (for WIBS,
NITS, Regional)

Telkom HC to provide data average compben

Detailed breakdown of employee benefit liabilities that can be fully recognized in the
2 N/A (including Fixed Pay, Variable Pay, Benefit
financial statement for Telkom.
Masa Aktif, and Benefit Purna Tugas)

Management's assumption and calculation on unidentified balance of employee benefit Telkom HC to provide data average compben
3 liabilities that should be carved-out and transferred to InfraCo and the supporting N/A (including Fixed Pay, Variable Pay, Benefit
documents. Masa Aktif, and Benefit Purna Tugas)

Strictly Private and Confidential 21

 Data Confirmation & Validation

Data Confirmation and Validation (2/3)

No. Data Requested Remarks Data Confirmation & Support Needed

Current data available:

1. Telkom Employee data as per May 2022
(~24.000 employee)
2. Data Compben per employee (for 3034
employee – pre-FMC)
Telkom employees (related to InfraCo - based on point no. 1)' data in order to support the • Telkom HC to provide data average
3. Average Data Compben per BP for NITS and
latest Labor Law (Undang-Undang Tenaga Kerja), i.e. Detail of Employee (no name compben (including Fixed Pay, Variable
WIBS (as per June 2023)
4 basis), current job role, Date of Birth, Initial Date of Work, Salary, Allowances, and Pay, Benefit Masa Aktif, and Benefit Purna
4. Latest employee data of Telkom (especially
employment status (i.e. permanent or contract), etc as of FY22 and FY23 (including Tugas)
under WIBS – for Commercial function in
flagging Dapen, yakes, and other specific benefits)
InfraCo)
5. Latest an-organic employee (Including in
regional level) that support operational
activities

Current available documents : Perjanjian Kerja

Telkom Company Regulation / Collective Agreement (Peraturan Perusahaan dan
5 Bersama IX (NOMOR KEP.
Perjanjian Kerja Bersama)
4/HI.00.01/00.0000.220125001/B/II/2022)

Current available documents :

1. Talent Acquisition
2. Pedoman Penetapan Penghasilan Karyawan
AP Afiliasi Telkom Group
Telkom HR Policies specific on rotation/transfer, recruitment, compensation benefit, and
6 3. Career and Succession Management untuk
retirement
Karyawan (Nomor :
PR.208.07/r.00/HK200/COP-A03000000/2022)
4. Exit System
5. PK Talent Mobility

Strictly Private and Confidential 22

 Data Confirmation & Validation

Data Confirmation and Validation (3/3)

No. Data Requested Remarks Data Confirmation & Support Needed

High-level operating model for InfraCo has been

7 Current and to-be InfraCo operating model and capability model received from Kearney (referring to InfraCo Project –
Project Documentation 16 January 2023).
Assessment document has been received from
8 Preliminary findings on people and organization based on phase 0 assessment Kearney (InfraCo Project – Project Documentation 16
January 2023)
9 Competency assessments for all InfraCo related employee N/A
Future HC apps demarcation plan for Telkom has
10 Human Capital related system that currently used by Telkom
been received
Current available document:
1. Report EES 2022 (NITS)
2. Culture ACHI Result 2022 (only end result is
Latest Telkom culture survey result and engagement - If possible, by InfraCo employee
11 available)
segment
3. Detail question and result analysis of Culture
ACHI 2022
4. Culture AKHLAK document in Telkom

Strictly Private and Confidential 23

 DRAFT FOR DISCUSSION

InfraCo Probis & New Entity Organization Journey

July-23 Sep-23 Jan-24 Q3 2025
Entity Establishment Operational Day 1 Asset Transfer

End of
InfraCo InfraCo InfraCo InfraCo Probis
Probis Probis Probis Probis support?
Probis
InfraCo
• Provide support to InfraCo for
(InfraCo) • Probis focus on Business Dev., Tech. • Extension of Probis • Provide support to InfraCo enabling
asset transition & enable
Strategy & Business Enablement mandate to enable InfraCo assets operation transition from
valuation uplift – strategic
Telkom Parent establishment until Telkom Parent
• Current Probis’ mandate will be investor
Operational Day 1 and be
expired on July 29th • Support transition of operations &
the bridge between • Facilitate smooth handover of
people, monitor TSA between
• Additional Operations functions to Telkom Parent & InfraCo customers, contract
Telkom Parent & InfraCo
jumpstart InfraCo entity
establishment Transition + Additional
Transition Ops + Employee Business & Employee Transition
Team Transition from Technology from Telkom Parent
+ Additional Team
Telkom Parent Strategy Team
from Telkom Parent

Setup InfraCo InfraCo InfraCo InfraCo

PAK Operation Ops & Commercial
(InfraCo) Established
InfraCo (GF&BF)

New Entity • Technology & Business • InfraCo Operational Day 1

Support function: oversee
InfraCo’s infrastructure and
licensing requirements ,
prepare for PAK implementation
• Fiber asset transfer and end-
and Commercial Day 1
to-end wholesaling by InfraCo
• Commercial, Technology,
• Maximize Telkom Group
Operations, and Business
valuation uplift and asset
Support directorate to run PAK
monetization

Strictly Private and Confidential 24

 DRAFT FOR DISCUSSION

Workforce Demand Projection for InfraCo – Macro Analysis

Below is the detail of calculation workforce demand projection using Revenue/FTE and EBITD/FTE as productivity metrics

Revenue/FTE EBITDA/FTE
Benchmark Benchmark
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Telstra Infra 1.08 1.02 0.93 0.87 0.62 Telstra Infra 0.70 0.66 0.60 0.62 0.65

NBN 0.29 0.44 0.61 0.93 1.08 NBN (0.30) (0.20) (0.10) 0.27 0.66

Moratelindo 0.73 0.55 0.29 0.31 0.35 Moratelindo 0.17 0.18 0.12 0.12 0.12

NetLink Trust 0.49 0.73 0.78 0.76 0.78 NetLink Trust 0.35 0.51 0.54 0.55 0.55

Chorus 1.06 1.06 1.10 1.16 1.21 Chorus 0.70 0.69 0.74 0.80 0.84

AVERAGE : 0.42 ($mio)

AVERAGE : 0.71 ($mio)
MEDIAN : 0.50 ($mio)
MEDIAN : 0.77 ($mio)

TARGET PRODUCTIVITY OF INFRACO TARGET PRODUCTIVITY OF INFRACO

2024 2024 2025 2025 2024 2024 2025 2025

(min) (max) (min) (max) (min) (max) (min) (max)

Revenue (USD million)* 800 800 1,729 1,729 EBITDA (USD million)* 47 47 881 881

Productivity 0.71 0.77 0.71 0.77 Productivity 0.42 0.50 0.42 0.50

Total Workforce Demand 1,039 1,130 2,246 2,443 Total Workforce Demand 95 113 1,762 2,090

Strictly Private and Confidential 25

 DRAFT FOR DISCUSSION

Workforce Ratio Projection for InfraCo

Target Revenue (USD mil) : 800 Target Revenue (USD mil) : 1,729

Target EBITDA (USD mil) : 47 2024 2025 Target EBITDA (USD mil) : 881
FTE
FTE

FTE Mapping* FTE Mapping*

900 1,300
1,300 1,900

Productivity (EBITDA/FTE) Productivity (EBITDA/FTE)

95 1,762
0.42($mio) 113
0.50 ($mio) 0.42($mio) 2,090
0.50 ($mio)

Productivity (Revenue/FTE) Productivity (Revenue/FTE)

1,039 2,246
0.71 ($mio)
1,130
0.77 ($mio) 0.71 ($mio) 2,443
0.77 ($mio)

A B C D E F A B C D E F
900 1,039 1,900 2,090

Range FTE Ratio Projection for 2024 Range FTE Ratio Projection for 2025

Key Assumption:

1. The total Revenue and EBITDA projections for 2024 and 2025 period are based on financial modeling projections that are being prepared. The number will be updated based on future InfraCo revenue
2. The selection of productivity targets for Revenue/FTE and EBITDA/FTE in 2024 is based on the median value and average market productivity (based on 5 companies that have fiber optic as their core
business – Telstra Infra, NBN, Moratelindo, Netlink Trust, Chorus)

Strictly Private and Confidential 26

 DRAFT FOR DISCUSSION

Productivity Benchmarking for InfraCo and Peers

Historical view of employee productivity in InfraCo companies across the globe and projection of InfraCo productivity
Revenue*/FTE Productivity
1.40
1.21 1.21
1.20 1.16
1.08 1.08 1.10
1.06 1.06
1.02
1.00 0.93 0.93
0.87
0.77 0.78 0.76 0.78
0.80 0.73 0.73
0.62 0.61
0.60 0.55
0.49
0.44
0.40 0.31 0.35
0.29 0.29

0.20

0.00 2024 2025 Moratelindo

Telstra Infra NBN NetLink Trust Chorus
InfraCo 2018 2019 2020 2021 2022

EBITDA*/FTE Productivity
1.00
0.84
0.80
0.80 0.74
0.70 0.66 0.70 0.69
0.66 0.65
0.60 0.62
0.60 0.54 0.55 0.55
0.51
0.42
0.40 0.35
0.27
0.17 0.18
0.20 0.12 0.12 0.12
0.05
0.00 2024 2025

-0.20 (0.10)
(0.20)
InfraCo Telstra Infra (0.30) NBN Moratelindo NetLink Trust Chorus
-0.40

2018 2019 2020 2021 2022

* The amount in the graph is stated in USD million per FTE

Strictly Private and Confidential 27


InfraCo Organization Design
Proposed organization structure January 2024 – Option 1
Key Highlights:
1. Product Management is managed under Commercial
2. Regional is managed under Operations
3. Combined Business Support function covering Finance, HC, and Enterprise
Strategy
Provides advisory for regulatory,
compliance, and legal matters for statutory
requirement. Assist in corporate
communication (internal and external)
Oversees and manages
corporate development,
Commercial including business
development, go-to market,
x1 marketing, and sales
Manages InfraCo’s business
Marketing &
development, marketing
Business
strategy and go-to market until
Development
implementation and metrics.
Manages up to Layer 3 products
1 (e.g., Passive Access, VULA,
Product Line Bitstream, etc.), product
Management
partnership, development,
performance, and retirement
Manages sales strategy &
analytics, pre-sales
Sales Solutions solutions, technical
solutions, and solution
delivery assurance
Sells up to Layer 3 products
Account (e.g., Passive Access, VULA,
Management Bitstream)
Manage wholesale customer-
Customer experience and customer
Experience operations strategy for
aftersales support
CEO
Corporate Secretary,
Legal, & Regulatory
Manages strategy, planning, and
architecture design for NW/IT and
Technology Service for Access, Core,
Aggregate
Manages NW Strategy and IT
Network & IT
Planning & Architecture (planning,
Strategy &
dev, integration, retirement),
Performance
Performance, and Budget
Manages IT development activities
including BSS, ESS, OSS platform
IT Development
development, infra & integration
development and quality mgmt.
Manages network design planning &
Network Planning deployment, incl virtualization. Manages
quality assurance and testing prior to
& Deployment
operations. Liaise with NW Performance
team for operations improvement
Manages network eng optimization
Network
for access and backbone network,
Engineering
and network capacity mgmt and
network capability mgmt analysis
DRAFT FOR DISCUSSION
Currently layers do not represent job grade.
Further assessment and consideration are required
Ensures internal control and safeguard
Internal Audit process compliances, manages
enterprise risk
Manages end-to-end
Oversees end-to-end 3 support functions and
operations (including BSS and
Operations OSS development), TSA and Business Support perform enterprise
Managed Service planning, monitoring and
evaluation
Enterprise Manages overall enterprise
Manages Access, Aggregate, strategy, planning and
Network Strategy, Planning
Core & Internet-related network performance evaluation,
Operations and Performance
operations including Group alignment
& Group Synergy
Manages financial planning, run
Manages Access, Aggregate, Core &
Service Internet-related service operations. Finance & Risk finance operations and
Operations Responsible for Managed Service Management reporting, and apply risk
management/framework
Operations and PAK
Manages new ESS, BSS & OSS Acts as strategic partner to
development for external FTTH. Human Capital develop and align HC strategy
IT Operations
Manage and coordinate for IT tools (organization rewards, talent)
and system TSA with Telkom with business needs; run human
capital operations
Manages cyber, data, and information
security related to NW/IT within
Cybersecurity
InfraCo
2 Regional structure will be further
Regional
outlined in the next section
Strictly Private and Confidential 28
 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed organization structure January 2024 – Option 2

Key Highlights:
1. Product Management is managed under Technology
2. Combined Business Support function covering Finance, HC, and Enterprise Currently layers do not represent job grade.
Strategy Further assessment and consideration are required
3. Regional is a standalone directorate, separate from Operations, reporting into CEO CEO

Provides advisory for regulatory, Ensures internal control and safeguard

compliance, and legal matters for statutory Corporate Secretary,
Internal Audit process compliances, manages
requirement. Assist in corporate Legal, & Regulatory enterprise risk
communication (internal and external)

Oversees and manages Manages strategy, planning, and Oversees end-to-end 2 Manages end-to-end
3
corporate development, architecture design for NW/IT and operations (including BSS and support functions and
Commercial including business Technology Service for Access, Core, Operations OSS development), TSA and Business Support perform enterprise Regional
development, go-to market, Aggregate Managed Service planning, monitoring and
x1 marketing, and sales evaluation

Manages InfraCo’s business Manages NW Strategy and IT Enterprise Manages overall enterprise
Marketing & Network & IT Manages Access, Aggregate, strategy, planning and Regional structure will
development, marketing Planning & Architecture (planning, Network Strategy, Planning
Business Strategy & Core & Internet-related network performance evaluation,
strategy and go-to market until dev, integration, retirement), Operations
operations and Performance be further outlined in
Development implementation and metrics. Performance including Group alignment
Performance, and Budget & Group Synergy the next section
Manages Access, Aggregate, Manages financial planning,
Manages sales strategy & Manages IT development activities
Service Core & Internet-related service Finance & Risk run finance operations and
analytics, pre-sales including BSS, ESS, OSS platform
IT Development Operations operations. Responsible for Management reporting, and apply risk
Sales Solutions solutions, technical development, infra & integration
Managed Service Operations and management/framework
solutions, and solution development and quality mgmt.
PAK
delivery assurance Manages network design planning &
Manages new ESS, BSS & OSS Acts as strategic partner to
Network Planning deployment, incl virtualization. Manages
Sells up to Layer 3 products development for external FTTH. Human Capital develop and align HC strategy
quality assurance and testing prior to IT Operations
Account (e.g., Passive Access, VULA, & Deployment Manage and coordinate for IT tools (organization rewards, talent)
operations. Liaise with NW Performance
Management Bitstream) and system TSA with Telkom with business needs; run human
team for operations improvement
capital operations
Manages network eng optimization
Network for access and backbone network, Manages cyber, data, and
Manage wholesale customer-
Customer Engineering and network capacity mgmt and Cybersecurity information security related to
experience and customer
Experience network capability mgmt analysis NW/IT within InfraCo
operations strategy for
aftersales support
1 Product Line
Manages up to Layer 3 products
(e.g., Passive Access, VULA,
Management Bitstream, etc.), product
partnership, development,
performance, and retirement

Strictly Private and Confidential 29

 FOR DECISION
InfraCo Organization Design

Pros & Cons Comparison - Jan 2024 InfraCo Organization Structure Options
Subject for alignment with InfraCo final business and operating model

Option 1 CEO Option 2 CEO

InfraCo InfraCo
Corporate Secretary, Corporate Secretary,
Internal Audit Internal Audit
Legal, & Regulatory Legal, & Regulatory

Product &
Commercial Operations Business Support Regional
Technology
Commercial Technology Operations Business Support
Marketing & Network & IT Enterprise Strategy,
Network & IT Strat & Enterprise Strategy, Network Operations
Marketing & Biz Dev. Network Operations Business Dev Strategy & Perf Plan Perf.& P’ships
Performance Plan Perf.& P’ships
Sales Solutions IT Development Service Operations Finance & Risk Mgmt
Product Line Mgmt IT Development Service Operations Finance & Risk Mgmt
Network Planning &
Network Planning & Account Mgmt IT Operations Human Capital
Sales Solutions IT Operations Human Capital Deployment
Deployment
Customer Network
Account Management Network Engineering Regional (1-7) Engineering Cybersecurity
Experience

Customer Experience Cybersecurity Product Line Mgmt.

DESCRIPTION

• Customer-centric organization with product management integral to marketing • Product and Technology specialization to focus on new products development
• Regional is managed under Operations to keep operational excellence to and/or existing product expansion
customers by implementing standardized NW/IT process • Stand-alone Regional leader, reporting directly to the CEO

• Focused on commercial strategy (sales and growth) and product portfolio by • Focused on InfraCo’s product development (Greenfield) and future technology
scaling InfraCo’s brownfield assets and new customers strategy
• End-to-end product management under Commercial, allowing better alignment with • Holistic angle for product lifecycle and technology planning and deployment, allowing
PROS

customer’s needs and faster go-to market better direction for product R&D, capacity planning, and engineering
• Able to tailor product offerings (inc. pricing, bundling, etc.) to customers • Highly specialized product and technology function
• Less disruptions in business, operations, and FTE transition in Regional, especially • Allows direct command and direction for Regional’s growth (sales, deployment,
during InfraCo transition stage delivery) by CEO

• Potential conflicts between product planning (Commercial) and capacity planning • Decision making for sales growth and go-to market tends to be slow
(Technology) • More complex (hierarchal and bureaucracy) to react promptly to changes in customer
CONS

• Different coordination line for product management with Telkom Parent (re: NITS) demand and interest
• Director of Operations has more span of control to manage InfraCo business • Higher organization cost due to additional Director for Regional
operation

Strictly Private and Confidential

 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed Jan’24 organizational structure – Commercial

For employee transition in January 2024 until preparation for end-state (2025) to cover Access, Core, Aggregate
Oversee and manage corporate Current structure reflects as-is. The structure and layer might change
Commercial development, including business due to productivity assessment
development, go-to market,
marketing, and sales

Marketing & Manages InfraCo’s business Option 1 Manages product

only Product Line partnership, development, Manages sales strategy &
Business development, marketing Sales Solutions
strategy and go-to market until Management performance, and analytics, pre-sales solutions,
Development retirement for up to Layer technical solutions, and
implementation and metrics.
3 products solution delivery assurance
Business & Marketing Internet Datacomm Sales Solution
Strategic Revenue Mgmt Sales Strategy &
Market Strategy & Product Mgmt Product Mgmt Planning &
Partnerships & Pricing Analytics
Research Operations Delivery
Internet Prod Datacomm Prod
Partnerships & Business Marketing Planning & Dev Planning & Dev Sales
Business Planning, Dev Strategy & Revenue Mgmt Strategy, Sales Solution
Solutions & Innovation Planning Internet Prod Datacomm Prod Planning & Planning
Mgmt Mgmt Dev
Technical Sales Market Brand Internet Prod Infra Datacomm Prod
Pricing Sales
Support Research Management Integration & Infra Integration & Sales Solution
Analytics Delivery
Readiness Readiness
Marketing & Internet Prod Datacomm Prod
Wholesale
Brand Portfolio & Quality Portfolio & Quality
Data Mgmt
Operations Mgmt Mgmt

Sells up to Layer 3 Manage wholesale customer-

Account products (e.g., Passive Customer experience and customer
Management Access, VULA, Experience operations strategy for
Bitstream) aftersales support

Customer Customer
Sales Prospect Experience Customer Quality & Perf
Internet Sales Datacom Sales Operations
& Perf Mgmt Planning & Design Mgmt

Customer
Sales Prospect Frontline Sales Frontline Sales Customer Care Customer
Experience
Mgmt (1…n) (1…n) Quality Mgmt
Planning
Billing Validation,
Customer Verification &
Sales Perf Customer Perf
Experience Settlement
Mgmt & SLA Mgmt
Design
Invoicing &
Collection Mgmt

Strictly Private and Confidential

 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed Jan’24 organizational structure – Technology

For employee transition in January 2024 until preparation for end-state (2025) to cover Access, Core, Aggregate

Technology

Manages NW design Manages NW eng

Manages NW Strategy and Manages IT platform optimization for Option 2 Manages product
Network & IT IT Planning & Architecture planning & deployment,
development, Product Line partnership, dev,
Network Planning & incl virtualization. Network access and only
Strategy and (planning, dev, integration, IT Development DevSecOps shared backbone NW, and perf, and retirement
retirement), Perf, and service activity and Deployment Manage QA and testing Engineering Management for up to Layer 3
Performance Liaise with NW Perf team capacity mgmt and
Budget quality mgmt capability mgmt products
for ops improvement
analysis

Infrastructure Network Strategic, Planning & Backbone & Access Network Network
IT Planning & IT Platform Internet Datacomm
Performance & Technical, & IT PMO Performance Core Network Network Engineering Engineering
Architecture Development Product Mgmt Product Mgmt
Budget Architecture Management Development Development Optimization Analysis

Infrastructure IT Planning & Access Network, Integrated Access Eng. NW Capacity Datacomm Prod
BSS & ESS IT Project Core Network Access Node Internet Prod
& Service Portfolio Satelit & Energy Data Improve Plan Mgmt Planning & Dev
Platform Dev Management Deployment Deployment Planning & Dev
Performance Management Dev. Strategy Management & Opt. Analysis
Synergy Internet Prod Datacomm Prod
Integrated IT Platform & Core Network & Command Backbone Fiber Backbone NW Capability
OSS Platform Program Mgmt Mgmt
Gov & Quality Application Transport Dev. Center & Submarine Expansion & Net. Eng. Mgmt.
Dev Management Modern Improve Plan
Mgmt. Architecture Strategy Quality Mgmt Deployment Analysis Internet Prod Infra Datacomm Prod
Deploy & Opt. Infra Integration &
Integration &
Advance Infra & Backbone Backbone Readiness Readiness
CAPEX Planning Terrestrial & Access
Network Integration
Management Optical Strategic Internet Prod Datacomm Prod
Orchestration Dev
Transport Deployment Portfolio & Quality Portfolio & Quality
Project Mgmt Mgmt
Network Deployment
OPEX IT Business Performance
Management Operation Analysis Access Data
Strategy Transport
(Commercial, Program & Inventory
Data
Tech, Ops, Planning Inventory
Network Biz. Support) Management
Program Mgmt &
Digitization SLA &
Network Perf
Mgmt

Digital
Broadband
Planning

Current structure reflects as-is. The structure and layer might change Strictly Private and Confidential 32
due to productivity assessment
 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed Jan’24 organizational structure – Operations

Assumptions
1. Data Center function will be further consolidated in TDE
(including asset, capability, and FTE)
2. Wireless (WiFi) will remain in Telkom Parent (both asset Operations
and profitability). Current Wireless follows NW asset,
but has low profitability

Manages new Manages cyber,

Manages Access, ESS, BSS & OSS
Manages Access, data, and
Aggregate, Core & dev for external
Aggregate, Core & information
Internet-related service IT Operations
Network Operations Internet-related Service Operations FTTH. Manage Cybersecurity security related to
operations. Responsible and coordinate IT
network operations NW/IT within
for Managed Service tools and system InfraCo
Operations and PAK TSA with Telkom

Digital Energy CNOP Cybersec Cybersec

Access Network Connectivity Multi Service Operations Network Service Fulfilment & Service Problem CNOP Service ESS & BSS OSS Data Mgmt & Cybersec
Facility (DEFA) Network Planning, Security
Operation Operations Operations Engineering Quality Inventory Mgmt Operations Ops Operations Analytics Ops Center
Operations Quality Risk Mgmt Services

Network & CNOP NW & Enterprise Incident Data

Access Fiber Private Peering Internet Service DEFA Technical Network Resource CNOP Core Inventory Business Security
Quality DATIN Service Svc, Quality System (HR, Response Protection &
Operations Intercon.Ops Ops. Support Integration Mgmt Allocation NW Svc. Ops. Mgmt Ops Intelligence Asset Mgmt
Surveillance Surveillance Fin, SCM) Center Mgmt

Incident
Access Non- CNOP NW & Customer
Gateaway & Service Node Network Network & Service Surveillance CNOP Access Order Mgmt Security Security
Fiber Svc, Quality Relation-ship Data Analyst
Transit Ops. Ops. Capacity Mgmt Quality Mgmt Allocation Connectivity & NW Svc. OPs Ops Risk Mgmt Operations
Operations Mgmt. Mgmt
Network
Access CNOP Core
Transport Incident CNOP
Network Service Router Content TIOC Resource Service NW & Svc. Billing & Perf &
Operations & Surveillance Readiness &
Process & IT Ops. Delivery Ops. & Floor Mgmt Integration Quality Payment Quality Ops
Engineering Multi Services Integration
Tool Mgmt Optimization
CNOP Access
Submarine Infra. & Service Svc. Problem Security
NTE & Program IP Backbone Interconnection TIOC Territory CNOP Radio IP NW & Svc. Problem &
Network Ops & Node Prog. (Data,
Performance Ops. Service Ops. Synergy Operation Quality Fault Mgmt
Eng. Integration Performance Cyber)
Optimization
CNOP &
Network Inventory & OLO Network &
Edge Network Value Added Network Mgmt Service Ops. Workforce
Capability Eng. & Capacity Mgmt Svc. Quality
Ops. Services System Prog. Mgmt
Prog. Pfmc Mgmt
Performance
IP Tools Virtualization, Interface Ops
Change & CNOP & OLO
Operation & SDN Ops, Configuration Resources
Release Activity Prog.
Prog Prog. Mgmt & Prog. Domain
Mgmt Performance
Performance Performance Performance
Tools,
Digitization &
Program
Performance

Current structure reflects as-is. The structure and layer might change Strictly Private and Confidential 33
due to productivity assessment
 DRAFT FOR DISCUSSION
InfraCo Organization Design

Regional Organization Structure

CEO

Assumptions
1. Current Regional structure reflects latest TREG structure post-FMC
2. Data Center in Regional will be further consolidated in TDE (including asset, Regional
capability, and FTE)
3. Wireless (WiFi) will remain in Telkom Parent (both asset and profitability).
Current Wireless follows NW asset, but has low profitability Manages regional/local connectivity,
operations, and maintenance
Regional
(1…n)

Planning,
Regional Operation Managed Service Regional Network Regional Access WITEL Operational Business
Engineering &
Center Operation Operations Mgmt Support
Deployment

Planning,
CNOP & OLO HR & GA
FBB Fulfilment Engineering, and OM Backbone OSP & CAPEX QE
Fulfilment To be updated based
CAPEX
on latest WITEL
structure
Access Data Vendor & Contract
FBB Assurance CNOP & OLO Network Deployment
OM DEFA Validation & Management
Assurance & Project Supervision
Inventory Mgmt

BGES & Digital Access New FTTH &

Fulfilment Performance Mgmt IP, IS, Service &
and SLA monitoring Modernizationn NTE & NE OM Asset Management
Deployment Node Operations

BGES & Digital

Assurance Enterprise & OLO Partnership &
Infra Maintenance Regulatory Affair
Deployment Performance
Performance,
Service Quality,
Helpdesk Operations

Strictly Private and Confidential 35

 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed Jan’24 organizational structure – Business Support

For employee transition in January 2024 until preparation for end-state (2025) to cover Access, Core, Aggregate

Manages end-to-end support

functions and perform enterprise
Business Support planning, monitoring and
evaluation

Enterprise Strategy, Manages overall enterprise Acts as strategic partner to

Manages financial planning, develop and align HC with
Planning and strategy, planning and Finance & Risk
performance evaluation,
run finance operations and Human Capital business needs; run human
Performance & Management reporting, and apply risk capital operations
including Group alignment
Group Synergy management/framework

HC Strategic
Enterprise Strategy, Accounting & HC Strategy
Strategic HC Operations & Partner &
Planning & Risk Management Corporate Financial Control Procurement (OD, Talent,
Investment IT Industrial
Performance Finance Rewards, Culture)
Relations

Corporate Financial Procurement

Investment Enterprise Risk HC Services & HC Strategic
Strategic Treasury Planning & Planning & OD & Talent
Planning Management GA Partner
Planning Analysis Strategy

Enterprise HC Information Employee &

Budget Quality Financial Bidding
Performance & Accounting Rewards System & Industrial
Management Management Controller Management
Monitoring Analytics Relations

Procurement Culture &

Group Synergy Tax Employee
Operation and
Realization Engagement
Admin

Contract & Supplier

Relationship Mgmt

Current structure reflects as-is. The structure and layer might change
due to productivity assessment

Strictly Private and Confidential 36

 DRAFT FOR DISCUSSION
InfraCo Organization Design

Proposed Jan’24 organizational structure – CEO Support

For employee transition in January 2024 until preparation for end-state (2025) to cover Access, Core, Aggregate

Manage end-to-end support

functions and perform enterprise
CEO planning, monitoring and
evaluation

Manages overall enterprise Ensures internal control

Corporate strategy, planning and and safeguard process
Secretary, Legal, & performance evaluation, Internal Audit compliances
Regulatory including Group alignment

Corporate Operational Audit

Communication & Legal & Compliance
Regulatory

Financial Audit
Internal
Legal Counsel
Communication

External
Compliance
Communication/
Management
Public Affairs

Government
Relations

Regulatory
Reporting

Current structure reflects as-is. The structure and layer might change
due to productivity assessment

Strictly Private and Confidential 37

 DRAFT FOR DISCUSSION

Capability and People Transition Staging Strategy Number of FTE might be changed due to updated Operating Model or
capabilities

Oct 2023 Q1 2024 Q3 2024 (TBD) Q3 2025 (TBD)

Key Entity 1 Batch 1
Milestone establishment
• Essential core functions (Technology,
Operations, and Commercial) to prepare
licensing, pilot project, and commercialization
in 2024
Business • Business Support to setup entity, capex & opex
imperative
management, and implementation of InfraCo
operating model
• Commercial: Product, Sales, and Customer
Planning & Strategy
• NW/IT: NW/IT Strategy & Performance,
CPAEX/OPEX Planning, IT Planning, Network
Deployment (for license and pilot project), IT
Development
Capability • Enterprise Enabler: Legal & Compliance,
Finance & Procurement, HR (Policy, Admin,
and Talent Mobility), Vendor and Contract
2a Batch 2a Commercial 2b Batch 2b 2c Batch 2c
Operational Day 1 Day 1 Transfer all assets
• InfraCo Operational Day 1 (PAK
• InfraCo business expansion and • InfraCo asset transfer and stabilize for end-
Implementation - E2E Greenfield Deployment
preparation for Asset Transfer state
and E2E Greenfield and Brownfield asset and
service operation; require MSO license? • Continue operation (selling the new • Business expansion to sell all wholesale
products, manage operation services, IT
• InfraCo Commercial Day 1 - Q2 (with new fiber connectivity services
planning & deployment, and business
products – Passive Access, VULA, Bitstream) – • End-to-end IT ops for its own stack
support as enablers)
depends on commercial licensing release
• Prepare product development for end-state
• Business Enablers to support operation
when asset is fully transferred
• InfraCo-specific IT planning & deployment
(BSS overlay, ESS)
• Commercial: Commercial Planning & Strategy, • Commercial: Sales operations, Customer Full capability on End-to-End Commercial,
Product (Partnership, Brand Strategy, Experience design and operations NW/IT, and Enterprise Enablers
• NW/IT: Full capability on NW and Service • NW/IT: Business Continuity Management, Data
(Planning, Deployment, Fulfillment & Management
Assurance), Full capability on IT (limited to
• Enterprise Enabler: Risk & Audit, Knowledge
InfraCo-specific own stack), cybersecurity for
Mgmt, Strategic Investment, Workforce
InfraCo IT system
Strategy
• Enterprise Enabler: Legal & Compliance, Full
capability for Financial Management,
Enterprise Planning (Strategic Planning &
Business Development), Human Resource
(exclude Workforce Planning), and full
capabilities on Vendor & Partnership

Total InfraCo + 1,044 FTE + 295 FTE + 522 FTE

~ 50 FTE ~ 1,094 ~ 1,389 ~1,911 FTE
FTE

Est. FTE
cost* ~ 18,396 + 405,431 ~ 423,828 + 580,702 ~ 1,004,530 + 276,108 ~ 1,280,639
(IDR mil) (4 months) (6 months) (12 months) (annual)

FTE mobility Business milestone

Strictly Private and Confidential
*FTE cost covers COMP 3, but not include Personnel Loaded Cost
 DRAFT FOR DISCUSSION

Proposed organization structure January 2024

Currently layers do not represent job grade.
Further assessment and consideration are required

CEO
~ 1753 - 1911
x1

Corporate Secretary,
Internal Audit
Legal, & Regulatory x3
~4-6

Commercial Technology Operations Business Support

~ 36 - 49 x x1
x1 ~ 140 - 194 ~ 1530 - 1600 x1 ~ 39 - 58 x1
1

Enterprise
Marketing & Network & IT Network Strategy, Planning
Business Strategy & Operations and Performance
Development Performance & Group Synergy
~ 9 - 13 ~ 25 - 39 ~ 50 - 70 ~4-6

Service Finance & Risk

IT Development Operations Management
Sales Solutions
~ 45 - 61 ~ 22- 33
~ 95 - 130
~4-6
Network Planning Human Capital
IT Operations
Account & Deployment
Management ~ 20 - 36 ~ 12 - 19
~ 30 - 40
~ 15 - 20
Network
Customer Engineering Cybersecurity
Experience ~ 8 - 12
~ 15 - 20
~7-9
Product Line
Management Regional
~ 41 - 45
~ 1339

Strictly Private and Confidential 39

 DRAFT FOR DISCUSSION
InfraCo Organization Design

Regional Organization Structure

CEO

Assumptions
1. Current Regional structure reflects latest TREG structure post-FMC
2. Data Center in Regional will be further consolidated in TDE (including asset, Regional
~ 1339 1
capability, and FTE)
3. Wireless (WiFi) will remain in Telkom Parent (both asset and profitability).
Current Wireless follows NW asset, but has low profitability Manages regional/local connectivity,
4. Number of FTE will be further adjusted by latest OM data (W4 July) Regional
operations, and maintenance

(1…n)
~7

Planning,
Regional Operation Managed Service Regional Network Regional Access WITEL Operational Business
Engineering &
Center Operation Operations Mgmt Support
Deployment
~ 80 ~ 35 ~ 70 ~ 68 ~ 61 ~ 960 ~ 57

Planning,
CNOP & OLO HR & GA
FBB Fulfilment Engineering, and OM Backbone OSP & CAPEX QE
Fulfilment To be updated based
CAPEX
on latest WITEL
structure
Access Data Vendor & Contract
FBB Assurance CNOP & OLO Network Deployment
OM DEFA Validation & Management
Assurance & Project Supervision
Inventory Mgmt

BGES & Digital Access New FTTH &

Fulfilment Performance Mgmt IP, IS, Service &
and SLA monitoring Modernizationn NTE & NE OM Asset Management
Deployment Node Operations

BGES & Digital

Assurance Enterprise & OLO Partnership &
Infra Maintenance Regulatory Affair
Deployment Performance
Performance,
Service Quality,
Helpdesk Operations

Total formasi

Strictly Private and Confidential 40