Strategic Position Assessment

Background
This assessment is based on a Plan, Do, Measure, cycle
The questions are based on the key ingredients to ensure that company is significantly very strategic

Completing the assessemnt

The Top management and SBD's team should complete the assessment of subsidiary individually
Scoring
1
2
3
4
5

Strongly disagree
Somewhat disagree
Neutral
Somewhat agree
Strongly agree

ent

nificantly very strategic for Telkom Group

bsidiary individually

Strategic InvestmentAssess
Assessor: SBD
Section 1 Business Strategic Planning to Support Telkom Group Busines
Vision

PINs
Score (0-5)

Company has a clearly stated and visible Vision that sets the direction for
the organization to support core business of Telkom Group

Company share clearly stated and visible Values that guide the organization
in how it operates to support core business of Telkom Group

Objectives

We have defined and visible SMART objectives that determines what we will
do

Risk Balance

Company has a good balance of attainable and stretch objectives to support

the core objectives of Telkom Group

Values

Accountability

People are assigned to be accountable for the objectives

Average

4
4.4

Section 2 Synergy Contribution to Telkom Group

Score (0-5)

Content

Company is clearly stated a synergy contributions to Telkom Group (operating

synergy, finance synergy, and etc)

Importance

The synergy from company is very importance, and clearly determine

the future prospect of Telkom Group

How

People in Telkom Group know how company has a significant synergy

contributions and how to measure it.

Expectations

Expectations of how to increase synergy contributions and to what standard

are clear to people in the company

Strategic InvestmentAssess
Assessor: SBD
Flexibility

Company's Leadership style is adjusted and appropriate for the need of

Telkom Group

Feedback

Company practice a just and fair process for recognising synergy

performance

Average

PINs
4
3
3.3

Strategic InvestmentAssess
Assessor: SBD

PINs

Section 3 Operating and Financial Synergy Contributions

Roles

The Company's Operating Synergy and financial synergy contributions

is very significant

Operating

Without Company's operating synergy contribution, will negatively affect

Telkom Group performance by 20% and more

Financial

Without Company's financial synergy contribution, will negatively affect

Telkom Group performance by 20% and more

Relationships

company's Free cash flow has a strong contribution to Telkom' Free Cash Flow

Risk

Company's add Telkom's portfolio return, and reduce Telkom' Portfolio risk

Going Concern

Company's role and contributions to Telkom Group will remain for the next 515 years

Average

3.2

Section 4 CAPEX, Equity and Debt Planning

Score (0-5)

Resources

50% to 100% financed by equity/debts from Telkom Group

Importance

Telkom's group seriously will made a huge investment into company for the
next 5-15 years

CAPEX Planning

Telkom's group commite to made a huge CAPEX of 10-50% of paid in capital

into company for the next 5-15 years

Equity Planning

Telkom's group commite to inject additional equity, 5-50% of paid in capital

into company for the next 5-15 years

Debt Planning

Telkom's group commite to support additional debts/SHL, 5-50% of paid in

capital into company for the next 5-15 years

Future Decesion

Telkom's Group doesnt has an intention to sell company for the next 10-20
years

Strategic InvestmentAssess
Assessor: SBD

PINs

Average

3.5

Summary
Section 1 Business Strategic Planning to Support Telk

Average Score
4.4

Section 2 Synergy Contribution to Telkom Group

3.3

Section 3 Operating and Financial Synergy Contribution

3.2

Section 4 CAPEX, Equity and Debt Planning

3.5

Total Score

14.4

5.0
4.0
3.0
2.0
1.0
0.0

Section 1 Business Strategic Planning to Support Telkom Group Business

Section 3 Operating and Financi

ssessment
0

0.5

1.5

2.5

3.5

4.5

0.5

1.5

2.5

3.5

4.5

Vision
Values
Objectives
Risk Balance
Accountability
Average

Content
Importance
How
Expectations
Flexibility

Importance

ssessment
How

Expectations
Flexibility
Feedback
Average

ssessment
0

0.5

1.5

2.5

3.5

4.5

Roles
Operating
Financial
Relationships
Risk
Going Concern
Average

0
Resources
Importance
CAPEX Planning
Equity Planning
Debt Planning
Future Decesion
Average

0.5

1.5

2.5

3.5

4.5

Equity Planning

ssessment
Debt Planning

Future Decesion
Average

Score: 0 - 12 " Less Startegic"

Score: 10 - 15 "Startegic"
Score: 15- 20 " Very Startegic"

and Financial Synergy Contributions