The document outlines Telkom Indonesia's business continuity plan and response strategies during the COVID-19 pandemic, detailing the role of telecom operators in crisis management and their initiative to safeguard workforce and enhance customer engagement. It includes various actions taken, from establishing a crisis center to implementing a comprehensive business continuity management framework, emphasizing workforce protection and digital adaptation. The document also highlights the importance of strategic measures and risk assessments to ensure business resilience amidst global economic challenges.

1. Business Continuity Plan
C a s e : T e l k o m I n d o n e s i a
in Public Sector
Dwi Heriyanto B.
D i r e c t o r H i g h e r E d u c a t i o n
Y a y a s a n P e n d i d i k a n T e l k o m

2. 1990 2000 2018
Doctor of
Management Business
PADJADJARAN
UNIVERSITY
Master of
Telecommunication
UNIVERSITY OF INDONESIA
Bachelor of
Industrial Engineering
UNIVERSITY OF INDONESIA
2019 – now Director Higher Education
(2019 – 2019) Vice President Human Capital Strategic Management
(2018 – 2019) Vice President Human Capital Development
(2016 – 2018) Vice President Human Capital Strategic Management
(2014 – 2015) Senior General Manager Telkom Corporate University
(2013 – 2014) Deputy SGM Telkom Corporate University
(2012 – 2013) Marketing Director PT Admedika (Subsidiary TelkomGroup)
(2010 – 2012) GM Corporate Business
(2007 – 2010) GM Consumer Business
Educations
Career Journey
Other Activities
2019 – Now Commissioners PT PINS
(2018 – Now) Advisory Board AMOEBA Management
(2017 – 2019) Commissioners PT Infomedia Nusantara
(2017 – 2018) Coaching and Mentoring Startup (OpenTrip, Arkademy, SmartEye, ZoomIn)
(2013 – 2019) The Board of Trustee Telkom Foundation (YPT)
(2013 – 2017) Commissioners Telkomedika
Dr. Ir. Dwi Heriyanto B., M.T.
Gedung Sate
Jl. Cisanggarung No.2, Bandung
dwihb@telkom.co.id
dwihbdwihb dwi heriyanto
Join Telkom since : 1991

3. The
BRUTAL
Facts

4. The Global Economy is Badly Infected
4 Global Forces Converging
Source: (1) Johns Hopkins University. Enodo Economics (Diana Choyleva). WHO. CEIC. Data as of March 20, 2020. (2) OpenTable Data. (3-4) Bloomberg. Data as of March 19, 2020.

5. Transmission of COVID-19 impact to Indonesia Economy
Impact through Demand, Supply and economic confidence channels
Source: Indonesia recent economyc updates – maret 2020

6. How
Telecom Operators
Response
- F r o m C r i s i s t o O p p o r t u n i t y -

7. Telcos Play a Critical Role During the COVID crisis

8. Opportunity for Telcos Company
Source: Oliver Wyman March 2020

9. COVID-19 Crisis Center
Telkom Indonesia

10. 1 2
34
Workforce
Protection
Customer
Engagement
Leaders Alignment
Corporate Social
Responsibility
Telkom’s Responding with four sets of action
• Single source of truth for issue
resolution and ensuring surge
resources where needed
• Alignment of leaders on scenarios
Focus on Workforce safety
Increase Quality of services and
customer experience
Social contribution activities

11. Leaders Alignment
• Salinan Keputusan Mentri
BUMN RI No SK-
77/MBU/03/2020, tanggal 17
Maret 2020, tentang
Pembentukan Satuan Tugas
Bencana Nasional BUMN.
• Surat Keputusan Direktur Utama
PT Telkom, SK 06/PS000/CPM-
22/2020 , tanggal 20 Maret
2020, tentang Satuan Tugas
COVID 19 Crisis Centre
TelkomGroup.

12. Telkom’s Business Continuity Management Framework
Deployment
Peraturan Direksi tentang
Sistem pengelolaan
Kelangsungan Bisnis
Perusahaan Tahun 2015
Peraturan Dir Keuangan
tentang
Pedoman Penaggulangan
Bencana tahun 2016
Peraturan Dir Network
tentang
Crisis Management Team
tahun 2018
Peraturan Direksi tentang
Satuan Tugas COVID-19 Crisis
Center Telkom Group 2020
Crisis Center Team
“Salah satu tugas team adalah
warning advices serta rekomendasi
untuk percepatan dan ketepatan
pengambilan keputusan terhadap hal
yang berimplikasi pada
kelangsungan bisnis (business
continuity)”
Approach
Case: Crisis Center Pandemic COVID-19

13. Telkom’s COVID-19 Crisis Center Structure

14. Telkom’s Enterprise Business Continuity Plan Scenario
Scenario
Methodology
option
Business Impact
Analysis (BIA)
Risk Assessment
(RA)
Business Scenario Plan
Exercise & Testing
(BCP-SET)
Key Business Activities
Identification
Resulting Impact of Disruption
Recovery Time Objective (RTO)
& Maximum Tolerable Period
of Disruption (MTPD)
Recovery Point Objective
(RPO) & Minimum Business
Continuity Objective (MBCO)
Dependencies & Resource
Recovery Needs
Risk Identification
Risk Analysis /
Calculation
Risk Treatment
Document Business
Continuity Strategy
Document Business
Continuity Plan
Document Business
Continuity Exercise &
Testing
Reference : “Peraturan Direksi tentang Sistem pengelolaan Kelangsungan Bisnis Perusahaan Tahun 2015”
Objective
Scope
F l o w P r o c e s s
1.Pedoman menentukan
langkah Strategis u/ menjaga,
mempertahankan dan
memulihkan kelangsungan
bisnis
2.Pedoman perlindungan
terhadap asset perusahaan
3.Bentuk Kepatuhan dalam
aspek strategis, operasional,
finansial serta stakeholders
1.Pengelolaan Kelangsungan
Bisnis Perusahaan
2.Peran & Tanggung Jawab
pengelolaan kelangsungan
bisnis perusahaan
3.Dokumentasi, pemeliharaan
dokumen business continuity
management system

15. Workforce Protection
Workforce policies
❑ Escalation criteria/call trees
Work-from-home support
❑ Flexible Working Arrangement
On-site work norms

16. The new digital focus for HR is not simply about technology; it changes the way companies scope & support employees
DIGITIZE ALL HR PROCESSES
16

17. Customer Engagement

18. 18
Corporate Social Responsibility

19. Thank
You