Telkom Indonesia - 2011 Risk Culture Measurement and Result

1. I Nyoman Wisnu Wardhana
Senior Officer Market Risk
Bandung October, 10th 2011
DIT. COMPLIANCE & RISK MANAGEMENT
PT. TELEKOMUNIKASI INDONESIA, Tbk.
the world in your hand
Expertise | Empowering | Assured | Progressive | Heart
…
“Telkom Risk Culture 2011-
Report”
…

2. Content
1. Risk Culture 2011
2. Why Measure Risk Culture 2011
3. Defining “Enterprise Risk Culture 2011”
4. Measuring Risk Culture 2011
5. Risk Culture 2011 – Result Matrix
6. Telkom’s Risk Culture 2011 Report (Survey)
Dit. CRM RiskCulture Survey 2011

3. 1 Risk Culture 2011
 Risk Culture can be defined as the norms and tradition of behavior of
individuals and of groups within the organization that determine the
way in which they identify, understand, discuss and act on the risks the
organization confronts and takes.
 Risk Culture is the responsibility of the leadership team.
 It is clear that a poor risk culture in certain organizations helped
contribute to the performance declined.
 It is therefore, investors and also shareholders (government) see this as
one of the areas of focus in order to understand whether risk is handled
appropriately in an organization.
 Telkom Risk Culture 2011 is the way all Telkom‟s stakeholder (especially
all employees in organization) feel and behave about risk, including
employees' attitudes toward risk as it relates to their daily operating
activities and management‟s view of risk in relation to decision-making
processes.
Source: Complianceand Ethics Institute & Towers Watson, March 2011
Dit. CRM RiskCulture Survey 2011

4. 2 Why Measure Risk Culture 2011
92%
Agree that information
about risk is either
important or critical to their
long-term success
What CEOs are saying about risk?
23%
But only 23% of them
believe they have
comprehensive
information about risk to
their business.
CEOs recognize the importance of risk
information to the success of
their organizations…
…but lack actionable information to
allow for effective risk decisions
with clarity and confidence
Source: PricewaterhouseCoopers’ 2009 CEO Survey
Dit. CRM RiskCulture Survey 2011

5. 3 Why Measure Risk Culture 2011 – cont’
 Manage change
 Increasingly difficult economic climate
 Increased pressure to reduce costs and “do more with less”
 Improve risk management
 Create a consistent culture of effective risk management
 Reduce risk management costs
 Avoid duplication of risk management effort
 Avoid fraud & misconduct
 Economic pressures can encourage fraud and misconduct
 Become more “Risk Resilient”
 Informed business decisions with confidence and clarity
 The ability to sustain growth regardless of business condition or
economic climate by leveraging risk to avoid hazard, manage
uncertainty and capitalize on opportunity
Dit. CRM RiskCulture Survey 2011

6. 4 Defining “Enterprise Risk Culture 2011”
It’s important to measure culture – But which one
Organizational culture
Risk culture
Ethical
culture
Risk culture is related to,
but distinctly different from,
organizational culture and
ethical culture.
Source: Complianceand Ethics Institute & PricewaterhouseCoopers
Dit. CRM RiskCulture Survey 2011

7. 5
Organizational Culture, Addresses a broad
variety of employee attitudes on topics such as:
Defining “Enterprise Risk Culture 2011” – cont’
 Compensation
 Strategy
 People issues
 Processes
 Management
 Job satisfaction
 Job responsibilities
Ethical culture, Typically covers:
 Observed behaviors
 Knowledge and comfort
 Responsibilities
 Organization’s response
Source: Complianceand Ethics Institute & PricewaterhouseCoopers
Dit. CRM RiskCulture Survey 2011

8. 6 Defining “Enterprise Risk Culture 2011” – cont’
 Risk culture is the way all members of an organization feel
and behave about risk, including employees' attitudes
toward risk as it relates to their daily operating activities and
management‟s view of risk in relation to decision-making
processes.
 Risk culture is related to, but distinctly different from,
organizational and ethical culture.
 Addresses control and risk management principles more
directly
 Encompasses a broader base of
issues pertinent to governance,
risk and compliance (GRC)
Source: Complianceand Ethics Institute & PricewaterhouseCoopers
Dit. CRM RiskCulture Survey 2011
Risk Culture?

9. 7 Measuring Risk Culture 2011
Benefits of measuring risk culture
 The information gathered provides value to the
broader risk and organizational culture
 Encourages collaboration between organizational
units and functions
 Can help to streamline GRC processes
 Reduces duplication of efforts
 A critical component in developing and
enhancing an integrated approach to
governance, risk and compliance
Source: Complianceand Ethics Institute & PricewaterhouseCoopers
Dit. CRM RiskCulture Survey 2011

10. 8 Measuring Risk Culture 2011
 Surveys
 Interviews
 Focus groups
 Other existing data which can provide indications of
risk culture
How are leading companies measuring their risk management culture
Key attributes
Integrated
Risk
management
Leadership & Strategy
Accountability &
Reinforcement
People & Communication
Risk Management &
Infrastructure
Integrity &
Ethical Values
Communication
Mission & Objectives
Assignment
Authority & Responsibility
HR Policies, Practices, &
Perf. Measurement
Commitment to
Competence
Information&
Communication
Identify &
Access Risk
Estabolish Processes &
Controls
Source: Complianceand Ethics Institute & PricewaterhouseCoopers
Dit. CRM RiskCulture Survey 2011

11. 9 Measuring Risk Culture 2011 – cont’
Sub-attributes and key indicators of effective risk management
Leadership & Strategy
 Integrity & Ethical Values
 Tone at the Top
 Personal Ethical Practices
 Communicate Mission & Objectives
 Policies & Procedures
 Top-Down Alignment of Strategy
Accountability & Reinforcement
 Assignment of Authority & Responsibility
 Assignment of Ownership
 Demonstrated Accountability
 HR Policies & Practices & Performance
Measurement
 Performance Indicators
 Incentives & Discipline
Risk Management & Infrastructure
 Identify & Assess Risk
 Risk Assessment Practices
 Risk Tools & Processes
 Establish Processes & Controls
 Process Reliability & Efficiency
 Control Effectiveness & Efficiency
 System Access & Security
People & Communication
 Commitment to Competence
 Employee Competence
 Training
 Information & Communication
 Information Quality
 Top-Down Communication
 Communication Across Processes
Dit. CRM RiskCulture Survey 2011

12. Risk Culture Survey Questionnaire Design – Leadership & Strategy
10 Measuring Risk Culture 2011 – cont’
Key
Attribute
No.
Statement Key
Indicator
0 – Don’t Know
1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
0 1 2 3 4 5
Leadership
& Strategy
1 Perusahaan telah menetapkan ‘business ethics’ yang
menjadi pedoman perilaku bekerja bagi seluruh karyawan
Ethical
Practices
2 Atasan di unit kami memberikan teladan ‘business ethics’
dan perilaku sadar risiko yang dapat menjadi pedoman
dalam bekerja
Ethical
Practices
3 Setiap individu di unit saya menunjukkan perilaku yang
sesuai dengan nilai-nilai ‘business ethics’ dan sadar risiko
Ethical
Practices
4 Atasan di unit kami selalu menekankan pentingnya risk
management dalam setiap kegiatan
Tone at
the Top
5 Atasan selalu memperhatikan ketentuan-ketentuan risk
management, law & regulation, dan governance dalam
membuat kebijakan perusahaan maupun praktek
keseharian
Tone at
the Top
Dit. CRM RiskCulture Survey 2011

13. Key Attribute No
. Statement Key Indicator 0 – Don’t Know
1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
0 1 2 3 4 5
Accountability
&
Reinforcement
1 Atasan di unit kami telah mengkomunikasikan atau
mendelegasikan perihal risiko unit dan cara
pengendalian yang harus dilakukan
Assignment of
Authority
2 Setiap individu di unit kami telah memiliki kewenangan,
tugas, dan tanggungjawab yang jelas
Accountability
3 Setiap individu mempunyai tugas yang spesifik dan
dapat diukur performansi-nya dalam rangka untuk
mencapai objective unit
Performance
Indicator
4 Setiap individu di unit saya mendapatkan perlakuan
reward & punishment secara adil dan proporsional
Incentives &
Discipline
5 Perusahaan telah memberikan imbalan yang sesuai
dengan beban kerja, tanggungjawab, dan prestasi
Incentives &
Discipline
11 Measuring Risk Culture 2011 – cont’
Risk Culture Survey Questionnaire Design – Accountability & Reinforcement
Dit. CRM RiskCulture Survey 2011

14. Key Attribute No.
Statement Key Indicator 0 – Don’t Know
1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
0 1 2 3 4 5
People &
Communication
1 Perusahaan telah berusahan untuk membuat system
penempatan karyawan sesuai dengan kompetensinya
Commitment to
Competence
2 Perusahaan memberikan perhatian terhadap
peningkatan kompetensi karyawan melalui
penyelenggaraan pelatihan (baik formal ataupun
informal) untuk meminimalkan kesenjangan
kompetensi
Commitment to
Competence
3 Risiko di unit kami telah dikomunikasikan kepada unit
lain yang terkait dalam rangka pengamanan tujuan
perusahaan
Top-Down
Communication
4 Terdapat relasi yang sangat erat antara job-desk dan
risiko yang ada di unit kami
Communication
Processes
5 Perusahaan telah menyediakan Informasi dan Data
yang berkualitas untuk mendukung pelaksanaan job-
deks dalam mencapai objective perusahaan
Information
Quality
12 Measuring Risk Culture 2011 – cont’
Risk Culture Survey Questionnaire Design – People & Communication
Dit. CRM RiskCulture Survey 2011

15. Key Attribute No.
Statement Key Indicator 0 – Don’t Know
1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
0 1 2 3 4 5
RM &
Infrastructure
1 Unit kami telah melakukan pengelolaan risiko, meliputi
proses identifikasi, asessment, rencana mitigasi, dan
melaksanakan program mitigasi tersebut
Risk Assessment
Practices
2 Perusahaan telah menyediakan tools untuk membantu
proses pengelolaan risiko
Risk Tools &
Processes
3 Implementasi manajemen risiko di unit kami
berdampak pada perbaikan proses bisnis dan
efektifitas kerja
Process
Reliability &
Efficiency
4 Perusahaan mempunyai tools yang efektif untuk
mengukur proses pengelolaan risiko dalam rangka
perbaikan proses bisnis
Control
effectiveness &
efficiency
5 Perusahaan memfasilitasi perubahan dan perbaikan
proses bisnis berdasarkan hasil evaluasi kinerja dan
pengelolaan risiko
Process
Reliability &
Efficiency
13 Measuring Risk Culture 2011 – cont’
Risk Culture Survey Questionnaire Design – Risk Management & Infrastructure
Dit. CRM RiskCulture Survey 2011

16. 14 Risk Culture 2011 – Result Matrix
How to deal with the result?, Manage Result
Key Attribute Key Indicator Criteria
0-DK 1-SD 2-D 3-N 4-A 5-SA
Leadership &
Strategy
 Ethical Practices
 Tone at the Top
 Undefined
business ethics
 No Leadership
 Poor
internalization
 Insufficient
business ethics
 Bad Leadership
 Very low
internalization
 Defined business
ethics
 Lack of Leadership
 Lack of
internalization
 Sufficient business
ethics
 Fair Leadership
 Normal
internalization
 Excellent
business ethics
 Good
Leadership
 High
internalization
 Out Standing
business ethics
 Brilliant
Leadership
 Very High
internalization
Accountability
&
Reinforcement
 Assignment of Authority
 Accountability
 Performance Indicator
 Incentives & Discipline
 No-
Empowerment
 Unrated
performance
 Incentive &
Discipline
Problem
 Lack of
Empowerment
 Unrated
performance
 Incentive &
Discipline Problem
 Unclear of
Empowerment
 Un linked
performance
 Incentive &
Discipline
separately
Sufficient
Empowerment
Fairly linked
performance
Incentive &
Discipline
separately
 Fairly
Empowerment
 Tightly linked
performance
 Incentive &
Discipline tied
 Highly
Empowerment
 Significantly
linked
performance
 Incentive &
Discipline
automatically
tied
People &
Communication
 Commitment to
Competence
 Top-Down Communication
 Communication Processes
 Information Quality
 Incompetent
people
 Excommunicat
ed information
 Unavailable
information
 Incompetent
people
 Excommunicated
information
 Unclear
information
 Competent people
 Communicated
information
 Fairly information
 Competent people
 Clearly
Communicated
information
 Clear information
 Updated
Competent
people
 Clearly flows
information
 Highly qualify
information
 Valuable
Competent
people
 Excommunicated
information
 Unclear
information
RM &
Infrastructure
 Risk Assessment Practices
 Risk Tools & Processes
 Process Reliability &
Efficiency
 Control effect. & efficiency
 No RM
Deployment
 No RM Tools
 Undefined
Process
 No RM
Deployment
 Undefined RM
Tools
 Undefined Process
 RM Separately
Deploy
 RM Tools connect
with processes
 Defined Process
 RM Fairly Deploy
 RM Tools relate
with processes
 Defined Process
 RM Highly
Deploy
 RM Tools
integrated with
processes
 Developed
Process
 RM Fully Deploy
 RM Tools Highly
integrated with
processes
 Continuous
Developed
Process
Dit. CRM RiskCulture Survey 2011

17. Telkom’s Risk Culture 2011 – Report15
No. Usia Responden ∑. Respondent
1 20 - 25 3
2 26 - 35 10
3 36 – 40 21
4 41 – 50 55
5 51 – 55 9
Total 98
No. BP Respondent
∑. Respondent
Target Attain
1 I 5 4
2 II 18 14
3 III 51 41
4 IV 42 33
5 V 3 3
6 VI 4 3
7 VII 0 0
Total 123 98
Dit. CRM RiskCulture Survey 2011
 Random Heterogeneity of Sample from 123 active employees
 98 respondent accomplished or equal to 80%
 25 respondent or 20% are terminated due to time exceeded
 Validity: “tremendously eligible”
 Variant of Demography:
Telkom conducted risk culture survey on September, 26th to 30th 2011
toward:
Respondent:
38% from
Unit Business
62% from
Head Office
Online Survey

18. Telkom’s Risk Culture 2011 – Report – cont’16
Telkom’s Risk Culture Score:
Scale: 100%
Telkom’s Risk Culture Score Total 79.45%
Leadership & Strategy 80.53%
Accountability & Reinforcement 77.07%
People & Communication 78.33%
Risk Management & Infrastructure 78.78%
Internal
Target 70%
Global
Benchmark
 Telkom’s Risk Culture 2011 Score is 79.45%
 According to Mckinsey & Company, Global
Benchmark is 82%(for lower risk accepted)
Attribute
Dit. CRM RiskCulture Survey 2011

19. Telkom’s Risk Culture 2011 – Report – cont’17
1. Leadership & Strategy
Indicator: Ethical Practices
Index Score Average Achievement
1 401 4.09 81.84%
2 390 3.98 79.59%
3 411 4.19 83.88%
Total 1202 4.09 81.77%
Indicator: Tone at The Top
Index Score Average Achievement
4 390 3.98 79.59%
5 387 3.95 78.98%
Total 777 3.96 79.29%
2. Accountability & Reinforcement
Indicator: Assignment, Accountability, & Performance
Index Score Average Achievement
6 383 3.91 78.16%
7 408 4.16 83.27%
8 377 3.85 76.94%
Total 1168 3.97 79.46%
Indicator: Incentive & Discipline
Index Score Average Achievement
9 373 3.81 76.12%
10 359 3.66 73.27%
Total 732 3.73 74.69%
3. People & Communication
Indicator: Commitment to Competence
Index Score Average Achievement
11 390 3.98 79.59%
12 392 4.00 80.00%
Total 782 3.99 79.80%
Indicator: Top Down Communication & Information
Quality
Index Score Average Achievement
13 384 3.92 78.37%
14 375 3.83 76.53%
15 371 3.79 75.71%
Total 1130 3.84 76.87%
4. Risk Management & Infrastructure
Indicator: Risk Assessment Practices, Tools &
Processes
Index Score Average Achievement
16 395 4.03 80.61%
17 391 3.99 79.80%
Total 786 4.01 80.20%
Indicator: Control Effectiveness & Efficiency Process
Index Score Average Achievement
18 374 3.82 76.33%
19 381 3.89 77.76%
20 382 3.90 77.96%
Total 1137 3.87 77.35%
Telkom’s Risk Culture Score – Attribute to Indicators
Dit. CRM RiskCulture Survey 2011

20. Telkom’s Risk Culture 2011 – Report – cont’18
Telkom’s Risk Culture Score – per Indicator
Leadership & Strategy 80.53%
Domestic
Target 70%
Global
Benchmark
Scale: 100%
81.77% 79.29%
Implied:
 Excellent business ethics
 Good Leadership
 High internalization
Company implemented an excellent risk culture
through its business ethics and leadership, whereas
all employees sense this corporate culture. Dit. CRM RiskCulture Survey 2011

21. Telkom’s Risk Culture 2011 – Report – cont’19
Domestic
Target 70%
Global
Benchmark
Scale: 100%
Telkom’s Risk Culture Score – per Indicator
Accountability & Reinforcement 77.07%
79.46% 74.69%
Implied:
 Sufficient Empowerment
 Fairly linked performance
 Incentive & Discipline separately
There is an empowerment across the company,
though, its fairly linked to performance, and need
more fasten between incentive and discipline. Dit. CRM RiskCulture Survey 2011

22. Telkom’s Risk Culture 2011 – Report – cont’20
Domestic
Target 70%
Global
Benchmark
Scale: 100%
Telkom’s Risk Culture Score – per Indicator
Implied:
 Competent people
 Clearly Communicated information
 Competence & information related
Company appointed competent people, however,
information path among the layers have to be
focused .
People & Communication 78.33%
79.80% 76.87%
Dit. CRM RiskCulture Survey 2011

23. Telkom’s Risk Culture 2011 – Report – cont’21
Domestic
Target 70%
Global
Benchmark
Scale: 100%
Telkom’s Risk Culture Score – per Indicator
Implied:
 Risk Management Highly Deployed
 Risk Management Tools integrated with
processes
 Developed Process
Risk Management is deployed around the company
processes, and has been integrated, however,
Control processes aren’t optimized yet.
Risk Management & Infrastructure 78.78%
80.20% 77.35%
Dit. CRM RiskCulture Survey 2011

24. Telkom’s Risk Culture 2011 – Report – cont’22
Telkom’s Risk Culture Score – per Question Index
Perusahaan telah menetapkan
‘business ethics’ yang menjadi
pedoman perilaku bekerja bagi
seluruh karyawan
Atasan di unit kami memberikan
teladan ‘business ethics’ dan
perilaku sadar risiko yang dapat
menjadi pedoman dalam bekerja
Setiap individu di unit saya
menunjukkan perilaku yang sesuai
dengan nilai-nilai ‘business ethics’
dan sadar risiko
Atasan di unit kami selalu
menekankan pentingnya risk
management dalam setiap
kegiatan
Atasan selalu memperhatikan
ketentuan-ketentuan risk
management, law & regulation,
dan governance dalam membuat
kebijakan perusahaan maupun
praktek keseharian
Score attribute 1
„Leadership & Strategy‟
80.53%
Dit. CRM RiskCulture Survey 2011
EthicalPracticesToneatTheTop

25. Telkom’s Risk Culture 2011 – Report – cont’23
Telkom’s Risk Culture Score – per Question Index
Setiap individu di unit saya
mendapatkan perlakuan reward &
punishment secara adil dan
proporsional
Perusahaan telah memberikan
imbalan yang sesuai dengan beban
kerja, tanggungjawab, dan prestasi
Atasan di unit kami telah
mengkomunikasikan atau
mendelegasikan perihal risiko unit
dan cara pengendalian yang harus
dilakukan
Setiap individu di unit kami telah
memiliki kewenangan, tugas, dan
tanggungjawab yang jelas
Setiap individu mempunyai tugas
yang spesifik dan dapat diukur
performansi-nya dalam rangka
untuk mencapai objective unit
Score attribute 2
„Accountability &
Reinforcement ‟
77.07%
Dit. CRM RiskCulture Survey 2011
Assignment,Account.
&PerformanceIncentive&Discipline

26. Telkom’s Risk Culture 2011 – Report – cont’24
Telkom’s Risk Culture Score – per Question Index
Perusahaan telah berusaha untuk
membuat system penempatan
karyawan sesuai dengan
kompetensinya
Perusahaan memberikan perhatian
terhadap peningkatan kompetensi
karyawan melalui penyelenggaraan
pelatihan (baik formal ataupun
informal) untuk meminimalkan
kesenjangan kompetensi
Risiko di unit kami telah
dikomunikasikan kepada unit lain
yang terkait dalam rangka
pengamanan tujuan perusahaan
Terdapat relasi yang sangat erat
antara job-desk dan risiko yang ada
di unit kami
Perusahaan telah menyediakan
Informasi dan Data yang
berkualitas untuk mendukung
pelaksanaan job-deks dalam
mencapai objective perusahaan
Score attribute 3
‟People & Communication‟
78.33%
Dit. CRM RiskCulture Survey 2011
Commitmentto
Competence
TopDownCommunication
&InformationQuality

27. Telkom’s Risk Culture 2011 – Report – cont’25
Telkom’s Risk Culture Score – per Question Index
Unit kami telah melakukan
pengelolaan risiko, meliputi proses
identifikasi, asessment, rencana
mitigasi, dan melaksanakan
program mitigasi tersebut
Perusahaan telah menyediakan
tools untuk membantu proses
pengelolaan risiko
Implementasi manajemen risiko
di unit kami berdampak pada
perbaikan proses bisnis dan
efektifitas kerja
Perusahaan mempunyai tools yang
efektif untuk mengukur proses
pengelolaan risiko dalam rangka
perbaikan proses bisnis
Perusahaan memfasilitasi
perubahan dan perbaikan proses
bisnis berdasarkan hasil evaluasi
kinerja dan pengelolaan risiko
Score attribute 4
Risk Management &
Infrastructure
78.78%
Dit. CRM RiskCulture Survey 2011
RiskAssessmentPract,
Tools&Processes
ControlEffect.&
EfficiencyProcess

28. Telkom’s Risk Culture 2011 – Report – cont’26
Dit. CRM RiskCulture Survey 2011
Index ∑. Count Percentage Achievement
1 7 0.36% 0.07%
2 76 3.88% 1.55%
3 300 15.31% 9.18%
4 1157 59.03% 47.22%
5 420 21.43% 21.43%
1960 100.00% 79.45%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
 Final Result showed, total achievement (Telkom’s Risk Culture Index) is 79.45%
 More than half (59.03%) of total respondent agree with all
statements, whereas 21.43% respondent are strongly agree, and
15.31% are neutral. Others are relatively small percentage of
respondent showed their opinion of disagree, and strongly disagree
with the amount fall to 3.88%, and 0.36% respectively.
 There are minor respondent, 5 (five) employees with ‘strongly diagree’, however
those covered 7 (seven) index.

29. Telkom’s Risk Culture 2011 – Report – cont’27
Telkom’s Risk Culture 2011 - Summary
With 79.45% achievement of Risk Culture Index, it‟s important for Telkom
to improve several considerations as follow:
 Leadership & Strategy, Telkom should communicate clearly what the management
agenda and its detail through all the company, to minimize ambiguity.
 Accountability & Reinforcement, Telkom need to improve this area whereas
incentive & discipline indicated the company weakness.
 People & Communication, Quality of information and communication coincide
with Telkom’s strategy deployment should be focused.
 Risk Management & Infrastructure, Control effectiveness is the appropriate
indicator for Telkom to improve its competitiveness, this condition agree with other
indicators (attributes) which Telkom is lack of its score.
Telkom has an excellent implementation of Risk Management (in
general of GRC), however, some conditions above should maintain in
order to leverage its competitive posisiton.
Dit. CRM RiskCulture Survey 2011

30. Telkom’s Risk Culture 2011 – Report – cont’28
Telkom’s Risk Culture 2011 - Recomendations
Given recent economic environment, it's more important than ever to
have a strong risk management culture
 Be proactive rather than reactive to any issues regarding related
environment
 Know what vehicles are already in place to conduct business with regard
to Risk Management
 Take inventory of other risk management activities inside the
organization, such as Internal Audit, ERM, strategic planning, regulatory,
and compliance
 Develop action plan, accountability, detail, and ongoing monitoring to
strengthen known problem areas
 Evaluate and communicate results to appropriate parties
Dit. CRM RiskCulture Survey 2011

31. www.telkom.co.idJl. Japati No.1 Lt. 7, Bandung 40133, T (62-22) 452 7316, F (62-22) 452 7359, E sekretariat_sas@telkom.co.id
Risk
Management
DIREKTORAT-CRM
Expertise | Empowering | Assured | Progressive | Heart