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BERTUMBUH
MENEMBUS TANTANGAN
LAPORAN TAHUNAN 2025
PT TEMPO INTI MEDIA TBK
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BERTUMBUH
MENEMBUS TANTANGAN
LAPORAN TAHUNAN 2025
PT TEMPO INTI MEDIA TBK
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Daftar Isi
1 Hal. 8
Ikhtisar Data
Keuangan dan
Perkembangan
Usaha 2022-2025
2 Hal. 10
Laporan Dewan
Komisaris
Hal. 6
Resume
Bisnis 2025
3 Hal. 12
Laporan Dewan
Direksi
4 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 5
Daftar Isi
4
14. Sekilas Tentang Tempo
16. Struktur Organisasi PT Tempo Inti Media Tbk
17. Struktur Perusahaan PT Tempo Inti Media Tbk
Hal. 14 18. Unit Bisnis & Produk-Produk Tempo
28. Profil Komisaris
Profil Perusahaan 32. Profil Direksi
7
40. Entitas dan Struktur Saham
42. Pengembangan Sumber Daya Manusia 2025
43. Pengakuan atas Karya Jurnalistik
44. Kontak Kami
Hal. 62
Tanggung Jawab
Sosial dan
Lingkungan
Laporan Tahunan PT Tempo Inti Media Tbk 2024
15
6
Analisis
Hal. 52
dan Pembahasan
Manajemen
5
46. Pal8 Pictures
48. Produk dan Teknologi IMD
50. Sirkulasi Digital IMD
Hal. 46
Inisiatif
Strategis
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 5
Page 6
Resume
Bisnis 2025
Keberhasilan Menjaga
Profitabilitas
Tempo menjaga performa keuangan dengan mengevaluasi sumber-
sumber pengeluaran seraya menyuburkan sumber-sumber
pendapatan. Melanjutkan transformasi menjadi perusahaan digital.
T
ahun 2025 adalah tahun yang menantang
bagi semua pelaku usaha. Perang
berkepanjangan, perubahan prioritas
pemerintah, dan stagnasi pertumbuhan
ekonomi membuat atmosfer bisnis pengap oleh
ketidakpastian. Berkelit dari semua sandungan
tersebut, PT Tempo Inti Media Tbk bersyukur
mampu menorehkan performa positif di
sepanjang tahun lalu.
Selama 2025 Tempo mencatatkan laba
komprehensif sebesar Rp 2,57 miliar; tumbuh
17,7% dari perolehan tahun sebelumnya.
Perseroan mengakui bahwa pendapatan turun
17% dari perolehan 2024 menjadi Rp 210,95
miliar. Namun, penurunan ini sudah diprediksi
antara lain sebagai akibat dari hilangnya
pendapatan non-recurring/one-time income dari
pekerjaan pencetakan surat suara Pemilihan
Umum 2024.
Secara lebih mendetail, lini bisnis percetakan
(Temprint) mengalami penurunan pendapatan
sebesar Rp 51,4 miliar; disusul penyelenggaraan
event (Impresario) Rp 5,6 miliar; iklan Rp 3,32
miliar; dan animasi (Rombak Pola Pikir) Rp 1,1
miliar. Sebaliknya, lini bisnis konten kreatif (TV berlangsung sejak 2023.
Tempo) membukukan peningkatan pendapatan “Kami melakukan berbagai simulasi. Misalnya,
sebesar Rp 8,8 miliar; sirkulasi digital Rp 4,14 jika pendapatan turun sekian, maka mesti ada
miliar; pelatihan (Tempo Institute) Rp 3,8 miliar; yang dilakukan dari sisi belanja. Jangan sampai
perdagangan kertas (Temprint Inti Niaga) Rp 1,1 lebih besar pasak daripada tiang,” kata Direktur
miliar; dan sirkulasi cetak Rp 500 juta. Utama Tempo Arif Zulkifli, menggambarkan
Manajemen Tempo telah memperkirakan proses efisiensi biaya (cost cutting).
penurunan pendapatan tersebut sejak awal tahun Ia menggarisbawahi pesatnya pertumbuhan
dan, karena itu, melakukan efisiensi dengan pelanggan digital pada 2025 yang diiringi
mengevaluasi secara berkala sumber-sumber stabilnya jumlah pelanggan cetak. Begitu pula,
pengeluaran, mengoptimalkan efektivitas beberapa anak usaha Tempo di kelompok bisnis
belanja, dan menurunkan biaya operasional. digital tumbuh bagus. Salah satunya adalah TV
Hasilnya, pada akhir 2025 Tempo mampu Tempo. Kenaikan pendapatan dari pelanggan
mempertahankan tren kinerja positif yang telah digital dan anak-anak usaha digital tersebut
6 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Resume Bisnis 2025
pada akhirnya mampu menambal penurunan digital untuk memenuhi rencana-rencana besar
pendapatan dari iklan dan percetakan. Perseroan, bukan hanya sebagai perusahaan
Harus diakui bahwa pemangkasan belanja media massa konvensional, tapi juga sebagai
komunikasi dan publikasi kementerian/ perusahaan media yang didukung teknologi,
lembaga pemerintah telah mempengaruhi termasuk teknologi akal imitasi (AI). Tenaga-
secara signifikan pendapatan iklan ataupun tenaga baru ini pula yang antara lain melahirkan
program aktivasi Perseroan. Belum lagi faktor Unframed sebagai sebuah media baru di keluarga
stagnasi pertumbuhan ekonomi Indonesia--pada besar Tempo.
2025 hanya 5,11%--yang menekan daya beli Strategi digitalisasi ditempuh agar Tempo bisa
masyarakat. Tapi Tempo tidak menyerah. Tempo bertahan dari gempuran disrupsi digital yang
terus berusaha mewujudkan cita-cita untuk kencang menerpa sejak era Covid-19. Disrupsi
menjadikan pendapatan dari pelanggan sebagai digital yang menciptakan kompetisi tak adil
tulang punggung bisnis. antara media dan perusahaan global pemilik
media sosial. Penempatan iklan yang semula
Merawat Independensi Pers diperoleh media massa kini dikuasai oleh media
Besarnya dukungan dari berbagai lembaga sosial.
dalam dan luar negeri terhadap prinsip-prinsip Bagi Tempo, setiap tantangan dari luar tidak
jurnalisme Tempo ikut menopang bisnis Perseroan. hanya membawa ancaman (threats), tapi
Salah satu bentuk dukungan itu adalah bantuan juga peluang (opportunities). Tempo percaya,
bagi pengembangan model bisnis berlangganan ketidakstabilan (volatility), ketidakpastian
yang diamplifikasi kepada media-media massa (uncertainty), kerumitan (complexity), dan
daerah. Melalui kerja sama itu, Tempo menularkan ketidakjelasan (ambiguity) alias VUCA harus
model bisnis yang bisa menjamin kemerdekaan dilawan dengan VUCA pula, yang berarti visi
pers ke banyak media di daerah. (vision), pemahaman (understanding), kejelasan
Tempo merasa prihatin melihat adanya (clarity), dan kelincahan (agility). Di sinilah
perusahaan media yang meninggalkan kehadiran Tempo terasa semakin relevan.
karakteristik jurnalisme dan beralih fokus menjadi
semacam perusahaan “humas”, corong bagi
klien-kliennya. Tempo tidak ingin terperosok ke
dalam kecenderungan itu, sehingga berusaha Perkembangan Usaha 2021-2025
sekuat tenaga memaksimalkan penerimaan dari
pelanggan dan bisnis-bisnis baru demi menopang Pendapatan (Rp miliar)
bisnis media. 300
Inovasi Tempo yang menonjol pada 2025
253,78
adalah pendirian PT Layar Berkembang
Senantiasa (Pal8 Pictures), sebuah perusahaan 300
216,76
film di bawah naungan TV Tempo. Proyek pertama 211,10 210,95
Pal8 Pictures adalah film Laut Bercerita, yang 189,13
diangkat dari novel berjudul sama karya mantan 200
wartawan senior Tempo, Leila Chudori. Film ini
sudah menyelesaikan tahap syuting dan sekarang
memasuki tahap penyuntingan.
150
2021 2022 2023 2024 2025
Struktur organisasi Tempo hari ini sudah sangat
Laba (Rugi) Komprehensif (Rp miliar)
berbeda dengan masa lalu. Struktur organisasi
3,99
Tempo modern adalah struktur organisasi sebuah
perusahaan teknologi. Memang struktur redaksi
4,0
tidak banyak berubah. Tapi di bagian lain, terutama 3,0
2,57
2,19
di bagian teknologi, Tempo melakukan banyak
1,51
perubahan untuk mendorong pertumbuhan 2,0
produk-produk digital.
1,0
Struktur organisasi yang baru membutuhkan
sokongan tenaga-tenaga baru pula buat 0,0
2021 2022 2023 2024 2025
mengisi posisi-posisi yang dulu tidak pernah
terbayangkan. Tempo merekrut banyak talenta -1,0
(1,17)
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 7
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Ikhtisar Data Keuangan
dan Perkembangan Usaha 2022-2025
Analisis Laporan Keuangan 2022-2025
2022 2023 2024 2025 Keterangan
Pendapatan Usaha 211,10 216,76 253,78 210,95 miliar
Beban Pokok Pendapatan (134,07) (132,01) (157,16) (104,10) miliar
Laba Bruto 77,03 84,75 96,62 106,85 miliar
Beban Operasi (74,89) (78,09) (87,83) (96,89) miliar
Beban Pemasaran Dan Penjualan (37,90) (40,01) (43,99) (50,21) miliar
Beban Administrasi Dan Umum (36,74) (42,20) (43,98) (46,60) miliar
Pendapatan Operasional Lain 1,01 6,46 1,80 0,49 miliar
Beban Operasional Lain (1,25) (2,34) (1,67) (0,57) miliar
Laba (Rugi) Usaha 2,14 6,66 8,79 9,96 miliar
Bagian Laba - Entitas Asosiasi 1,22 - - - miliar
Beban Keuangan (8,29) (7,54) (6,17) (5,71) miliar
Laba (Rugi) Sebelum Pajak Penghasilan (4,93) (0,88) 2,61 4,24 miliar
Manfaat (Beban) Pajak Penghasilan - Bersih 1,90 2,11 (0,54) (0,86) miliar
Laba (Rugi) Tahun Berjalan (3,03) 1,24 2,08 3,38 miliar
Penghasilan (Beban) Komprehensif Lain 1,85 0,28 0,11 (0,81) miliar
Laba (Rugi) Komprehensif (1,17) 1,51 2,19 2,57 miliar
Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan
Kepada :
Pemilik Entitas Induk (3,38) 0,91 1,66 2,79 miliar
Kepentingan Non-Pengendali 0,37 0,33 0,42 0,59 miliar
Laba (Rugi) Komprehensif Yang Dapat Diatribusikan
Kepada :
Pemilik Entitas Induk (1,54) 1,16 1,76 1,91 miliar
Kepentingan Non-Pengendali 0,37 0,35 0,43 0,66 miliar
Laba (Rugi) Per Lembar Saham (3,19) 0,86 1,57 2,63
Jumlah Lembar Saham 1,06 1,06 1,06 1,06
8 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Ikhtisar Data Keuangan
dan Perkembangan Usaha 2022-2025
2022 2023 2024 2025 Keterangan
Aset Lancar 176,76 215,42 244,29 226,87 miliar
Aset Tidak Lancar 203,39 205,78 206,28 216,35 miliar
Jumlah Aset 380,16 421,21 450,58 443,22 miliar
Liabilitas Jangka Pendek 118,88 144,45 117,86 113,67 miliar
Liabilitas Jangka Panjang 70,55 67,18 83,50 73,76 miliar
Jumlah Liabilitas 189,43 211,63 201,36 187,43 miliar
Jumlah Ekuitas 190,73 209,57 249,21 255,79 miliar
Rasio Laba (Rugi) Thd Jumlah Aset (0,31%) 0,36% 0,49% 0,58% persen
Rasio Laba (Rugi) Thd Ekuitas (0,61%) 0,72% 0,88% 1,01% persen
Rasio Laba (Rugi) Thd Pendapatan (0,56%) 0,70% 0,86% 1,22% persen
Rasio Lancar 148,69% 149,13% 207,28% 199,59% persen
Rasio Liabilitas Thd Ekuitas 99,32% 100,98% 80,80% 73,28% persen
Rasio Liabilitas Thd Aset 49,83% 50,24% 44,69% 42,29% persen
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 9
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Laporan
Dewan Komisaris
Ekspansi Multimedia,
Merawat Loyalitas
Tempo menunjukkan ketahanan di tengah disrupsi digital sembari
tetap menjaga muruah jurnalisme. Pada saat yang sama, loyalitas
karyawan dan pembaca, serta penguatan komunitas, menjadi kunci
untuk terus berkembang sebagai media yang relevan dan tepercaya.
D
i tengah derasnya arus disrupsi digital tanpa kehilangan identitasnya sebagai media
dan dinamika politik yang kian kompleks, politik yang kritis dan mendalam. Namun, di
Tempo menunjukkan bahwa ketahanan balik inovasi teknologi, BHM menekankan bahwa
media tidak semata ditentukan oleh kekuatan utama Tempo tetap terletak pada
platform, tapi juga konsistensi menjaga muruah sumber daya manusia. Memasuki usia ke-55
jurnalisme. Sejak berdiri pada era 1970-an, pada 2026, Tempo memiliki fondasi kuat berupa
Tempo telah melewati berbagai fase krisis karyawan loyal yang telah teruji dalam berbagai
dan perubahan zaman—dan kini kembali krisis, termasuk saat pandemi. Mereka adalah
membuktikan kemampuannya beradaptasi. “true believers” yang tidak hanya bekerja, tapi
Anggota Dewan Komisaris Tempo, Bambang juga menghidupi nilai-nilai yang diusung Tempo.
Harymurti, menilai langkah transformasi digital Loyalitas inilah yang menjadi modal penting bagi
yang ditempuh perusahaan sudah berada di jalur keberlanjutan perusahaan.
yang tepat. Tidak hanya bertahan, Tempo berhasil Ke depan, peluang besar terbuka melalui
mengelola risiko krisis dengan mengembangkan pengembangan TV Tempo berbasis Internet.
sayap ke ranah multimedia. Kehadiran berbagai Dengan dukungan teknologi kecerdasan buatan
program, seperti Bocor Alus Politik, Jelasin Dong, untuk proses penerjemahan, konten-konten
hingga Tukang Kupas Perkara, menjadi bukti Tempo memiliki potensi menembus pasar global.
bahwa jurnalisme berkualitas tetap relevan dan Biaya produksi yang semakin efisien membuka
diminati di platform digital. jalan bagi ekspansi internasional —membawa
Tempo yang sekarang bukan sekadar media jurnalisme Indonesia ke audiens yang lebih luas.
cetak konvensional, kendati identitas merek Tantangan tentu ada, terutama dalam model
sebagai majalah politik tetap melekat di benak bisnis digital yang didominasi raksasa teknologi,
masyarakat. Ekspansi anak usaha Tempo, yakni seperti Google dan Facebook. Dalam konteks
TV Tempo dalam memproduksi dokumenter, ini, Tempo didorong untuk tidak bergantung
hingga kehadiran rumah produksi Pal8 Pictures, pada iklan semata, tapi juga memperkuat basis
menjadi catatan penting. Menurut BHM— pelanggan. Bagi BHM, keberhasilan sebuah media
sapaan Bambang Harymurti--Pal8 hadir untuk sejatinya tecermin dari sejauh mana karyanya
menerjemahkan kekayaan teks Tempo yang dihargai pembaca.
selama ini dikenal kuat dalam pembahasan Karena itu, pengembangan komunitas menjadi
politik dan budaya. kunci. Tempo tidak cukup hanya diposisikan
Dengan demikian, Tempo tidak sekadar sebagai entitas bisnis, tapi juga harus tumbuh
beradaptasi, tapi juga memperkaya cara bercerita sebagai gerakan sosial yang hidup bersama para
10 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Laporan Dewan Komisaris
pembacanya. Membangun engagement melalui produk. Inovasi tidak boleh mengorbankan
berbagai kegiatan, memberikan apresiasi kepada kemudahan. Justru sebaliknya, pengalaman
kontributor, hingga membuat merchandise pengguna harus semakin sederhana dan
eksklusif adalah langkah-langkah strategis untuk menyenangkan.
menumbuhkan rasa memiliki. Dengan terus mengoptimalkan teknologi,
Kekuatan komunitas ini bukan sekadar memperkuat komunitas, dan menjaga integritas
konsep, melainkan realitas yang telah terbukti. jurnalistik, Tempo berada pada posisi yang
Banyak tokoh publik yang dengan bangga strategis untuk melangkah lebih jauh. Tidak hanya
mengasosiasikan diri mereka dengan Tempo, bertahan, tapi juga berkembang sebagai media
bahkan menjadikannya sebagai bagian dari yang relevan, dipercaya, dan memiliki dampak luas.
identitas profesional mereka. Hal ini menunjukkan Pada akhirnya, masa depan Tempo tidak hanya
bahwa loyalitas tidak dibangun dalam semalam, ditentukan oleh kecanggihan teknologi, tapi juga
melainkan melalui hubungan panjang yang oleh kemampuannya merawat hubungan dengan
dilandasi kepercayaan. pembaca. Sebab, media yang kuat adalah media
Di tengah berbagai terobosan, Tempo juga yang hidup dari komunitasnya. Selama ikatan itu
diingatkan untuk tetap menjaga kenyamanan terjaga, Tempo akan terus menjadi penunjuk arah
pelanggan, terutama dalam hal akses terhadap di tengah riuhnya arus informasi.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 11
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Laporan
Dewan Direksi
Alat Ucap Baru
Lewat Layar Lebar
Tempo Media Group merambah ranah film sebagai alat ucap baru
untuk menyebarluaskan gagasan. Selain itu, strategi berbasis
komunitas, kolaborasi, dan jurnalisme independen menjadi fondasi
dalam memperkuat kepercayaan.
K
inerja Tempo Media Group sepanjang 2025 ekosistem media nasional. Bersama Asosiasi
menunjukkan ketahanan di tengah tekanan Media Siber Indonesia (AMSI), Tempo
industri media yang kian kompleks. mengembangkan dan membagikan model bisnis
Pertumbuhan pelanggan digital dan berlangganan kepada media-media di daerah.
cetak menjadi penopang utama, diiringi performa Upaya ini membuka peluang pendapatan baru
positif sejumlah unit usaha, terutama TV sekaligus memperkuat independensi pers di
Tempo. Pencapaian ini menjadi penting di tengah tingkat lokal. “Dalam hal ini, Tempo menjadi
tren penurunan pendapatan iklan dan industri contoh dan mengizinkan sistemnya dipakai
percetakan yang masih lesu. oleh media-media di daerah, misalnya sistem
Direktur Utama Tempo Media Group pemberitaan maupun berlangganan,” ucapnya.
Arif Zulkifli mengakui, efisiensi anggaran Memasuki 2026, Tempo mulai menggarap
pemerintah turut berdampak pada belanja sumber pendapatan baru melalui lini bisnis
iklan, khususnya dari kementerian dan lembaga. kreatif. Kehadiran Pal8 Pictures sebagai rumah
Hal tersebut berpengaruh langsung terhadap produksi film menjadi langkah strategis untuk
kinerja pendapatan perusahaan. Namun, memperluas medium penyampaian gagasan.
sejak awal Tempo telah melakukan antisipasi Proyek perdana berupa film panjang Laut
dengan menjadikan model bisnis berbasis Bercerita, yang diadaptasi dari karya Leila S.
pelanggan sebagai tulang punggung yang lebih Chudori, mendapat respons positif bahkan sejak
berkelanjutan dan independen. tahap awal pengenalan pemain.
Untuk merespons tekanan tersebut, Langkah ini menandai transformasi Tempo dari
perusahaan melakukan berbagai langkah media berbasis teks dan video pendek menuju
strategis, termasuk efisiensi internal dan medium film panjang yang lebih kompleks.
optimalisasi belanja. Langkah ini dinilai cukup Bagi Arif, film menjadi alat ucap baru untuk
efektif dalam menjaga stabilitas keuangan menyampaikan gagasan, dengan pendekatan
di tengah penurunan pendapatan secara naratif yang lebih luas dan mendalam.
keseluruhan. Selain itu, dukungan dari berbagai Tempo juga terus membuka ruang kolaborasi
lembaga dari dalam dan luar negeri turut dengan berbagai kalangan, termasuk komika dan
memperkuat posisi Tempo sebagai media kampus, guna menjangkau audiens yang lebih
yang konsisten menjunjung prinsip jurnalisme muda. Inisiatif seperti Unframed menjadi upaya
independen. menghadirkan platform kreatif yang lebih segar
Tak hanya berfokus pada lingkup internal, dan tidak terbebani citra besar Tempo sebagai
Tempo juga berkontribusi dalam memperkuat media politik.
12 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Laporan Dewan Direksi
Di tengah tantangan global dan domestik, 2025, peningkatan pelanggan digital dan
Tempo melihat peluang dalam meningkatnya cetak menunjukkan bahwa masyarakat masih
kebutuhan masyarakat akan informasi yang menaruh harapan pada media yang kredibel.
independen dan kredibel. Dengan tetap menjaga Dengan strategi yang adaptif dan inovatif,
prinsip non-partisan dan jurnalisme yang jernih, Tempo optimistis dapat terus tumbuh sekaligus
Tempo berupaya tidak hanya menyampaikan memperluas pengaruhnya melalui berbagai
berita, tapi juga memberikan arah bagi publik. platform--dari teks, audiovisual, hingga layar
Kepercayaan publik menjadi kunci. Sepanjang lebar.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 13
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Profil
Perusahaan
Sekilas Tentang Tempo
M
ajalah Tempo didirikan oleh empat Timur. Bredel kedua tersebut berlangsung
mantan wartawan majalah mingguan permanen. Tidak ada peluang lagi bagi Tempo
Ekspres, yakni Goenawan Mohamad, untuk kembali terbit.
Fikri Jufri, Usamah Said, dan Chistianto Selepas Soeharto lengser pada 21 Mei 1998,
Wibisono bersama mantan wartawan harian awak Tempo yang tercerai-berai berkumpul
Kompas Lukman Setiawan dengan modal dari untuk memutuskan perlu atau tidaknya majalah
Yayasan Jaya Raya pada 1971. Kebetulan ketika ini terbit kembali. Hasilnya disepakati majalah
itu Ketua Yayasan Jaya Raya Ciputra sedang Tempo harus terbit kembali. Maka, pada 6 Oktober
berusaha menghidupkan kembali majalah 1998, majalah ini hadir kembali di bawah naungan
mingguan Djaja milik Pemerintah Provinsi DKI PT Arsa Raya Perdana.
Jakarta. Untuk meningkatkan skala dan kemampuan
Namun, karena berbagai alasan, Ciputra lebih penetrasi ke bisnis media, pada 2001 PT Arsa
memilih menerima usulan jurnalis-jurnalis belia Raya Perdana melepas saham perdana untuk
tersebut untuk menerbitkan majalah baru yang publik (initial public offering/IPO) di Bursa Efek
kemudian dinamai Tempo. Sekretaris Yayasan Jaya Indonesia dan mengubah namanya menjadi PT
Raya Eric F.H. Samola didapuk sebagai Direktur Tempo Inti Media Tbk sebagai penerbit majalah
Tempo dan Harjoko Trisnadi yang sebelumnya Tempo yang baru. Dana dari hasil go public dipakai
mengelola majalah Djaja sebagai Wakil Direktur. untuk menerbitkan koran Tempo yang sejak 2021
Goenawan Mohamad ditunjuk menjadi Ketua berpindah ke platform digital.
Dewan Redaksi dan Bur Rasuanto sebagai Wakil Sejak saat itu sayap-sayap bisnis Tempo terus
Ketua Dewan Redaksi. Edisi perkenalan majalah bermunculan untuk melengkapi bisnis media
Tempo terbit pada Februari 1971 dengan judul sebagai bisnis inti perusahaan. Diversifikasi bisnis
sampul ‘Tragedi Minarni dan Kongres PBSI’. Disusul Tempo terentang dari bidang produksi konten dan
edisi perdana pada 6 Maret 1971 dengan judul dokumenter (TV Tempo), pengolahan data dan
sampul ‘Film Indonesia: Selamat Datang Sex’. riset (Tempo Data Science), percetakan (Temprint),
Dalam sejarah pers Indonesia, Tempo adalah penyelenggaraan acara (Impresario), pelatihan
majalah berita pertama yang menggunakan ‘cerita (Tempo Institute), perdagangan (Temprint Inti
sebagai berita’. Majalah Tempo mengedepankan Niaga), konten informasi dan animasi (Rombak
peliputan berita yang jujur dan berimbang, serta Pola Pikir), dan manajemen gedung (Temprint
tulisan yang disajikan dalam prosa yang menarik Graha Delapan). Bisnis terbaru Tempo, yakni Pal8
dan jenaka. Dalam waktu singkat jumlah pembaca Pictures, yang bergerak di bidang produksi film,
Tempo tumbuh pesat. meluncur pada 17 Juni 2025.
Sepanjang perjalanannya, Tempo tak jarang
menemui sejumlah tantangan. Pada 12 April
1982, Tempo dibredel karena dianggap terlalu Nilai, Visi dan Misi Tempo
tajam mengkritik rezim Orde Baru dan Golkar.
Bredel itu berlangsung hampir dua bulan. Pada 7 NILAI-NILAI TEMPO
Juni 1982 pemerintah mengizinkan Tempo terbit Tepercaya :M enjunjung tinggi integritas
kembali. dalam setiap ucapan dan
Pengalaman dibredel tidak membuat Tempo tindakan.
mengendurkan semangat investigasinya. Pada Merdeka : Bebas mengekspresikan
21 Juni 1994, untuk kedua kalinya pemerintah diri dengan menghargai
menyetop penerbitan Tempo. Majalah ini dinilai keberagaman.
terlalu keras mengkritik Habibie dan Soeharto Profesional : Selalu bekerja dengan standar
ihwal pembelian kapal perang bekas dari Jerman kompetensi tertinggi.
14 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 15
Profil Perusahaan
MISI TEMPO
l Menghasilkan produk multimedia yang
o Inti Media Tbk 2024
independen dan bebas dari segala tekanan Laporan Tahunan
dengan menampung dan menyalurkan suara yang
berbeda-beda secara adil.
l Menghasilkan produk multimedia bermutu
tinggi dan berpegang pada kode etik.
l Menjadi tempat kerja yang sehat dan
menyejahterakan serta mencerminkan
keragaman Indonesia.
l Memiliki proses kerja yang menghargai dan
memberi nilai tambah kepada semua pemangku
kepentingan.
l Menjadi lahan kegiatan yang memperkaya
VISI TEMPO khazanah artistik, intelektual, serta dunia bisnis
Menjadi acuan dalam usaha meningkatkan melalui peningkatan ide-ide baru, bahasa, dan
kebebasan publik untuk berpikir dan berpendapat tampilan visual yang baik.
serta membangun peradaban yang menghargai l Menjadi pemimpin pasar dalam bisnis
kecerdasan dan perbedaan. multimedia dan pendukungnya.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 15
Page 16
Struktur Organisasi
PT Tempo Inti Media Tbk
DEWAN KOMISARIS
KOMITE NOMINASI
KOMITE AUDIT
DAN REMUNERASI
DIREKTUR UTAMA
SEKRETARIS KORPORAT AUDIT INTERNAL
DEPARTEMEN MEDIA DEPARTEMEN DEPARTEMEN PEMASARAN DEPARTEMEN KEUANGAN
DAN PENGEMBANGAN BISNIS TRANSFORMASI DIGITAL DAN PENJUALAN DAN LAYANAN BISNIS
16 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 17
Struktur Perusahaan
PT Tempo Inti Media Tbk
PT TEMPO INTI MEDIA TBK
PT TEMPRINT PT TEMPO INTI MEDIA HARIAN
PT TEMPRINT GRAHA DELAPAN PT TEMPRINT INTI NIAGA PT TEMPO INTI MEDIA IMPRESARIO PT MATAIR RUMAH KREATIF PT INFO MEDIA DIGITAL
PT PUSAT DATA PT EDUTAMA TEMPO PT DIMENSI IDEA PT TEMPO KREASI
PT ROMBAK POLA PIKIR
DAN ANALISA TEMPO INTEGRA KREATIF ANIMASI
PT LAYAR BERKEMBANG PT MENCERDASKAN
SENANTIASA KEHIDUPAN BANGSA
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 17
Page 18
Unit Bisnis & Produk-produk TEMPO
Tempo Data Science
Mengelola Aset Digital dengan AI
Memaksimalkan AI untuk mendorong pertumbuhan bisnis sekaligus memperluas
kontribusi strategis di era digital.
tidak hanya datang dari proyek eksternal, tetapi juga
dari pengembangan produk non-iklan internal yang
memperluas lini bisnis Tempo. Peran ini sekaligus
memperkuat kontribusi terhadap profitabilitas grup
secara keseluruhan.
Memasuki 2026, Tempo Data Science melihat
peluang besar pada bisnis riset, publishing, dan
pengelolaan aset digital. Untuk itu, berbagai program
unggulan telah disiapkan guna mendorong pertumbuhan
berkelanjutan. Salah satu terobosan utama adalah
pengembangan platform berbasis kecerdasan buatan
T
untuk pengelolaan aset digital.
empo Data Science, yang sebelumnya dikenal
Bersama anak usaha Tempo di bidang produk digital,
sebagai Pusat Data dan Analisa Tempo,
yakni PT Info Media Digital, Tempo Data Science tengah
terus berevolusi menjadi tulang punggung
mengembangkan Tempo Digital Asset Management
pengelolaan data di lingkungan Tempo Media
-sebuah platform terpadu yang dirancang untuk
Group. Berdiri sejak 1984, unit ini mengelola kekayaan
mengelola seluruh aset digital secara efisien.
arsip Tempo -mulai dari teks, foto, video, hingga grafis,
General Manager Tempo Data Science, Khairul Anam
yang telah terdokumentasi sejak 1971. Dengan dasar
menjelaskan, platform ini akan menjadi sistem bersama
itu, Tempo Data Science berkembang sebagai entitas
di lingkungan Tempo, baik untuk kebutuhan internal
yang memiliki kompetensi di bidang big data, data
maupun eksternal.
science, serta penyusunan indeks ekonomi dan
Dengan dukungan AI, pengelolaan arsip,
politik.
proses publishing, hingga kebutuhan riset
Seiring perkembangan zaman, cakupan
dan survei akan menjadi lebih terintegrasi,
layanan Tempo Data Science semakin
cepat, dan mudah diakses. Seluruh data
luas. Aktivitasnya meliputi produksi
dapat disimpan, dipanggil, dan dikelola
data tematik, penambangan data,
kapan saja dan dari mana saja dalam satu
penyediaan stok foto, penelusuran data,
ekosistem digital.
survei, pemetaan pemangku kepentingan,
Tempo Data Science menargetkan
hingga talent scouting. Selain itu, unit ini
penguatan posisi di pasar dengan bertumpu
juga mengelola digital asset management,
pada tiga pilar utama: riset, publishing, dan
strategic communication, serta penerbitan Khairul Anam
General Manager
digital asset management. Ketiganya diyakini
buku cetak dan elektronik. Pengalaman
Tempo Data Science menjadi fondasi strategis untuk menjawab
panjang dalam riset, pemeringkatan, survei
kebutuhan data di era digital sekaligus
persepsi publik, hingga penyelenggaraan
memperluas peran Tempo sebagai penyedia solusi
awarding menjadi modal penting dalam memperkuat
berbasis data yang kredibel dan inovatif.
posisinya di pasar.
Sepanjang 2025, Tempo Data Science melayani
beragam klien, mulai dari instansi pemerintah, BUMN, Laporan Pendapatan
perusahaan swasta, hingga individu. Produk unggulan 9.767 9.858 9.950
yang ditawarkan mencakup jasa Digital Asset 10.000
Management, pembuatan buku berbasis riset dan
laporan, serta riset dan survei yang disesuaikan dengan
kebutuhan klien. Di antaranya, penulisan delapan buku
7.233
riset untuk Pemerintah Provinsi DKI Jakarta, laporan 8.000
tanggung jawab sosial (CSR) perusahaan dalam format
storytelling, hingga berbagai riset pasar, politik, dan
sosial. 6.000 5.233
Kinerja tersebut berbuah positif. Hingga akhir
2025, Tempo Data Science mencatat pertumbuhan
pendapatan dan laba yang signifikan. Kontribusinya *dalam jutaan rupiah
2022 2023 2024 2025 2026
18 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 19
Profil Perusahaan
Unit Bisnis & Produk-produk TEMPO
Impresario Matair
Fokus Menjaga Pertumbuhan
Berkelanjutan
Impresario–Matair menjaga pertumbuhan Ekspansi program juga diarahkan ke wilayah
dengan strategi komunikasi terintegrasi, tertinggal, terdepan, dan terluar (3T) melalui kolaborasi
dengan Badan Aksesibilitas Telekomunikasi dan
penguatan operasional, ekspansi program
Informasi Kementerian Komunikasi dan Digital (BAKTI
hingga ke wilayah 3T, serta kinerja bisnis Komdigi). Workshop literasi digital diselenggarakan di
yang solid dan optimisme menghadapi 2026. Pulau Sabu dan Kabupaten Timor Tengah Selatan, Nusa
Tenggara Timur, dengan menyasar pelajar, mahasiswa,
D
dan pelaku UMKM. “Inisiatif ini mendapat respons
i tengah tekanan ekonomi global dan positif dari masyarakat dan pemerintah
domestik yang belum sepenuhnya daerah,” kata Ali Nur Yasin, Direktur
mereda, Impresario–Matair tetap Impresario–Matair.
menjaga ritme pertumbuhan Kinerja unggul juga ditunjukkan oleh
dengan berpegang pada fokus target, unit Matair. Divisi strategi komunikasi
disiplin eksekusi, dan penguatan fondasi ini mencatat pendapatan sebesar Rp
bisnis. Strategi ini menjadi kunci untuk 1,1 miliar atau mencapai 110 persen dari
bertahan sekaligus berkembang di pasar target. Portofolionya mencakup produksi
yang semakin kompetitif. buku bertema industri garam dan BPJS
Sebagai bagian dari Tempo Media Ali Nur Yasin Ketenagakerjaan, serta pengembangan
Group, Impresario–Matair memiliki Direktur Impresario-Matair
strategi komunikasi untuk peringatan Hari
keunggulan pada kapasitas produksi dan AIDS Sedunia 2025.
pengalaman panjang dalam pengelolaan media serta Memasuki 2026, optimisme tetap terjaga dengan
penyelenggaraan acara. Perusahaan ini menggarap perolehan kontrak awal tahun sekitar Rp 2 miliar.
solusi komunikasi pemasaran terintegrasi lintas Direktur Impresario–Matair, Ali Nur Yasin menegaskan,
kanal—mulai dari media cetak, multimedia, digital, tantangan ekonomi akan terus diantisipasi dengan
hingga media sosial—yang menjadi nilai tambah dalam langkah yang terukur.
menjawab kebutuhan klien.
Sepanjang 2025, sejumlah tantangan utama dihadapi,
mulai dari pemenuhan sumber daya manusia, penguatan Laporan Pendapatan
modal kerja, hingga perluasan jaringan vendor dan 25.000
penyediaan alat kerja. Di saat yang sama, Impresario 20.647
memperkuat perannya sebagai in-house event organizer
untuk mendukung berbagai kegiatan internal dan 20.000
16.690
kolaborasi di lingkungan grup.
Dari sisi operasional, aktivitas berjalan dinamis dengan
15.000
penyelenggaraan sejumlah agenda berskala nasional. Di 10.841 10.910
antaranya Adhyaksa Mural Fest 2025 yang dihadiri Jaksa 9.834
Agung Sanitiar Burhanuddin hingga Forum Migas Tempo 10.000
2025 yang melibatkan berbagai pemangku kepentingan
di sektor energi. Selain itu, diskusi publik dengan beragam *dalam jutaan rupiah
isu aktual terus digelar secara konsisten. 2022 2023 2024 2025 2026
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 19
Page 20
Temprint
Efisiensi Menopang Resiliensi
Peta jalan jalur profit ditempuh melalui empat sektor, yakni pemasaran, logistik,
produksi, dan keuangan.
baru, hingga skema giro mundur untuk mitra dengan
rekam jejak tepercaya.
Di lantai produksi, prinsip “nol pemborosan” (zero
waste) menjadi napas baru. Setiap lembar kertas
dan tetes tinta dihitung secara presisi melalui
perencanaan yang lebih matang agar tidak terjadi
keterlambatan persediaan maupun limbah bahan baku
yang tak perlu.
Semua langkah ini sukses memperkuat kemandirian
unit usaha. Kontribusi klien eksternal kini mendominasi
pendapatan sebesar Rp 32,2 miliar, jauh melampaui
kebutuhan internal grup yang mencapai Rp 8,9 miliar.
Menghadapi masifnya arus digitalisasi yang menggerus
permintaan cetak konvensional, Temprint tetap lincah
mencari celah pada segmen pasar yang masih tumbuh
dan membutuhkan kualitas cetak prima. Perusahaan
mengantisipasi tantangan zaman melalui peningkatan
layanan end-to-end, fleksibilitas, dan kontrol kualitas
berlapis yang menjaga ketepatan waktu produksi.
Menatap 2026, Temprint telah menyusun peta jalan
untuk kembali ke jalur profit. Bastian menuturkan
strategi yang diterapkan pada empat sektor, yakni
pemasaran, logistik, produksi, dan keuangan.
Di bidang pemasaran, perusahaan akan fokus
T
mengerek harga jual dan volume lebih tinggi untuk
emprint mengalami “tahun emas” mengatrol margin. Dari sisi logistik, fokus
pada 2024 berkat keriuhan pesta diarahkan pada negosiasi harga dan termin
demokrasi. Unit usaha percetakan pembayaran dengan pemasok, serta
Tempo ini meraup pendapatan penyusunan rencana pemenuhan bahan
sebesar Rp 93,3 miliar dengan baku yang lebih ketat demi mencegah
kontribusi Rp 41 miliar dari proyek keterlambatan.
pencetakan surat suara dari Komisi Mengenai produksi, efisiensi tenaga
Pemilihan Umum. kerja harian terus dilanjutkan seraya
Tanpa proyek besar itu di 2025, menekan limbah agar biaya produksi tetap
Temprint memilih strategi realistis terkendali. Dan dalam hal keuangan,
dengan memperkuat fondasi internal dan Sebastian Kinaatmaja manajemen berkomitmen menjaga
Direktur Temprint
menajamkan efisiensi di setiap lini produksi. pembiayaan setiap proyek tetap surplus
Hasilnya, perusahaan membukukan dengan margin laba yang sehat.
pendapatan sebesar Rp 41,1 miliar. Meskipun angka
ini mengalami normalisasi dibandingkan tahun Laporan Pendapatan
sebelumnya, Temprint berhasil menunjukkan performa 93.345
100.000
operasional yang jauh lebih ramping.
Hal ini tercermin dari keberhasilan manajemen
menekan kerugian sebelum pajak menjadi Rp 733
74.291
juta, sebuah perbaikan performa yang sangat berarti 80.000
dibandingkan kerugian tahun sebelumnya yang
mencapai Rp 2,1 miliar. “Kami menjalankan efisiensi 53.291
biaya bahan baku serta pembenahan bottom line usaha 60.000
untuk memperbesar keuntungan,” ujar Sebastian 41.064
43.759
Kinaatmaja, Direktur Temprint.
Strategi disiplin finansial yang diterapkan antara lain *dalam jutaan rupiah
melalui kebijakan pembayaran uang muka bagi klien 2022 2023 2024 2025 2026
20 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 21
Profil Perusahaan
Unit Bisnis & Produk-produk TEMPO
Tempo Institute
Diversifikasi Mendongkrak Kinerja
Perubahan komposisi pasar menjadi salah satu kunci keberhasilan serta memperkuat
strategi ekspansi berkelanjutan ke depan.
T
empo Institute terus memperkuat posisinya bulan pada Desember 2025.
sebagai lembaga pelatihan berbasis praktik Menghadapi persaingan industri pelatihan yang
di bidang jurnalisme, komunikasi, dan media. semakin ketat, Tempo Institute terus menjaga
Program yang ditawarkan -mulai dari kualitas melalui pengajar profesional, metode
jurnalistik, penulisan, hingga public relations, pembelajaran interaktif, serta pembaruan
tetap menjadi magnet utama bagi peserta, kurikulum berbasis praktik. Pendekatan
seiring meningkatnya kebutuhan akan ini memastikan peserta tidak hanya
keterampilan komunikasi yang aplikatif di memahami teori, tetapi juga mampu
berbagai sektor. mengaplikasikannya secara langsung.
Sepanjang 2025, kinerja Tempo Memasuki 2026, Tempo Institute
Institute menunjukkan lonjakan signifikan. menargetkan pendapatan Rp 10,25
Lembaga ini membukukan pendapatan miliar. Strategi yang disiapkan meliputi
Rp 10,1 miliar atau 96 persen dari target penguatan kolaborasi dengan NGO dan
Rp 10,5 miliar. Angka tersebut meningkat Qaris Tajudin lembaga internasional, ekspansi ke pasar
61 persen dibandingkan capaian 2024 Direktur Tempo Institute korporasi swasta, serta pengembangan
sebesar Rp 6,36 miliar. Pertumbuhan ini layanan terintegrasi bersama unit-unit lain
menegaskan keberhasilan strategi adaptasi di tengah di lingkungan Tempo. Langkah ini diharapkan mampu
perubahan lanskap pasar, khususnya saat anggaran memperluas jangkauan sekaligus memperkuat posisi
sektor pemerintahan mengalami tekanan. sebagai mitra strategis dalam pengembangan kapasitas
Perubahan komposisi pasar menjadi salah satu kunci sumber daya manusia.
keberhasilan. Jika sebelumnya sektor pemerintahan
mendominasi dengan kontribusi 52 persen, pada 2025 Laporan Pendapatan
justru kerja sama dengan organisasi nonpemerintah 12.000
(NGO), baik nasional maupun internasional, mengambil
10.137 10.250
alih peran utama dengan porsi 54 persen. Diversifikasi
ini membuka peluang pasar baru sekaligus memperkuat 10.000
ketahanan bisnis.
Di sisi lain, peningkatan kualitas layanan juga menjadi
7.886
fokus utama. Tempo Institute mengoptimalkan strategi 7.484
digital marketing, meningkatkan conversion rate, serta 8.000
menghadirkan sistem pembayaran yang lebih ramah 6.362
pengguna. Dampaknya, pendapatan dari kelas online *dalam jutaan rupiah
melonjak dua kali lipat hingga mencapai Rp 120 juta per 2022 2023 2024 2025 2026
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 21
Page 22
Rombak Media
Media Kreatif untuk Anak Muda
Rombak Media mengembangkan media untuk audiens muda, dengan produk utama
“Kok Bisa?”, TelusuRI, dan Marketin.
Kok Bisa? juga memiliki program Akademi Edukreator
untuk para konten kreator, kemudian program Antero
yang menyajikan diskusi ilmiah populer, dan Green
Creator Academy mengedukasi para kreator video
tentang perubahan iklim. “Kok Bisa? selama ini telah
menjadi mitra berbagai kelompok yang bergerak di
bidang edukasi maupun ekonomi hijau,” kata Budi.
TelusuRI
Platform TelusuRI telah menjadi media perjalanan
dan pariwisata Indonesia yang fokus pada
cerita perjalanan, pariwisata berkelanjutan, dan
pemberdayaan lokal. Hingga kini, media itu telah
memperoleh 1,6 juta total pageviews, 58 ribu pengikut
di Instagram, 300 lebih kontributor terkurasi, dan 100
lebih kolaborator.
TelusuRI juga telah bekerja sama dengan berbagai
lembaga internasional, misalnya untuk membuat
program dokumenter di Papua dan daerah lain. Liputan-
liputan mendalam yang berkaitan dengan lingkungan
mendapat respons positif dari audiens, termasuk
ketika disajikan ke publik dalam bentuk pameran di
Yogyakarta pada 2024 dan 2025.
Sejumlah program yang telah berjalan terus
dikembangkan untuk memberikan dampak yang lebih
P
luas. Seperti program Sekolah TelusuRI yang ditujukan
T Rombak Pola Pikir yang juga dikenal bagi para pegiat wisata lokal, yang kini sudah
sebagai Rombak Media, merupakan mempunyai 7.500 partisipan di lebih dari 10
entitas bisnis digital di dalam kota di Indonesia.
ekosistem Tempo Media Group. Ada pula Perjalanan Lestari yang
Lewat berbagai platform digital, mempromosikan hidup keberlanjutan
perusahaan ini mengembangkan konten dan perubahan suhu. Sedangkan Arah
kreatif berbasis animasi, video dan Singgah merupakan sebuah rubrik yang
narasi, dengan fokus menjangkau audiens memaparkan kehidupan budaya lokal yang
generasi muda. Beberapa produknya yang luput dari arus utama media.
dikenal antara lain kanal YouTube “Kok
Budi Setyarso
Bisa?”, dan Marketin, serta Telusuri.id. Direktur Rombak Media
Kok Bisa?
Lewat video animasi berdurasi rata-rata sekitar Laporan Pendapatan
lima menit, kanal ini dirancang sebagai ruang edukasi
yang ringan dan mudah dipahami. Ke depan, Kok 10.000
Bisa? akan terus diperluas ke berbagai platform 8.925
agar jangkauannya semakin masif. Ke depan, bukan
tidak mungkin akan dikembangkan dalam bentuk film 8.033
animasi panjang yang bisa ditayangkan di berbagai
platform, termasuk layar lebar. 8.000
7.202
Hadir sebagai kanal Youtube dari sepuluh tahun yang 6.922
lalu, Kok Bisa? Kini kini mempunyai 6,19 juta Youtube
subscriber, 20 juta viewer per bulan, 900 juta views
total, 1 juta pengikut di Instagram, 336,9 ribu pengikut *dalam jutaan rupiah
di TikTok, dan 31,4 ribu pengikut di X. 2023 2024 2025 2026
22 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 23
Profil Perusahaan
Unit Bisnis & Produk-produk TEMPO
Tempo Inti Niaga
Jeli Menyasar Ceruk Bisnis
Kendati digitalisasi terus menggerus permintaan kertas konvensional, TIN tetap
melihat celah pada segmen yang “kebal” disrupsi.
L
angkah PT Temprint Inti Niaga (TIN) sepanjang pada segmen yang “kebal” disrupsi. Perusahaan mulai
2025 menjadi pembuktian atas ketangguhan melirik kembali pasar kertas koran yang sempat vakum.
strategi efisiensi dan pemulihan kepercayaan. Pemulihan fasilitas impor memungkinkan TIN untuk
Setelah jajaran direksi mendorong cost cutting kembali memasok kebutuhan kertas koran bagi industri
yang ketat, Direktur TIN Made Hari Dharma menggali ritel yang masih mengandalkan media cetak sebagai
sejumlah strategi agar perusahaan bertumbuh positif. sarana promosi fisik.
Di tengah implementasi kebijakan itu, TIN Made juga melihat potensi pertumbuhan dari
mampu mendongkrak penjualan dari Rp 6,1 industri packaging. Sebab, kebutuhan kertas
miliar di 2024 menjadi Rp 6,6 miliar pada kemasan terus meningkat seiring UMKM
2025. Pencapaian ini tidak lepas dari yang kian marak menggunakan kemasan
keberhasilan perusahaan mendapatkan eksklusif untuk meningkatkan nilai jual
kembali kepercayaan dari perbankan produk mereka. Hanya saja, strategi ini
dan pemasok. masih membutuhkan tambahan modal
“Di awal 2025 kami berhasil agar pengembangannya bisa dilakukan
mendapatkan lagi fasilitas Letter of dalam skala yang lebih masif.
Credit (L/C), sehingga peluang untuk Pada 2026, TIN akan lebih agresif
kembali menjual kertas koran terbuka Made Hari Dharma menggarap pasar kertas koran untuk
lebar,” ujar Made. Pemulihan ini langsung Direktur Tempo Inti Niaga jaringan retail besar seperti Indomaret,
membuahkan hasil melalui penetrasi pasar serta mulai merambah pasar packaging
ke segmen brosur ritel, seperti Rafenzo dan Top Pack. lokal. “Sudah masuk ke target sales kami. Walau
Kepercayaan pihak eksternal pun menguat. Hal jumlahnya belum bisa dipastikan, tetapi potensinya
ini terbukti dari tambahan plafon kredit dari Japan nyata,” ucap Made.
Pulp and Paper, yang selama ini jadi pemasok utama
kebutuhan kertas Light Weight Coated (LWC) sebagai Laporan Pendapatan
bahan baku utama majalah Tempo. TIN adalah
23.398
penyokong utama untuk perusahaan percetakan milik 25.000
Tempo Group, Temprint, dengan 70 persen stok kertas
dialokasikan untuk menjamin ketersediaan bahan baku 20.000
produksi internal grup.
“Japan Pulp and Paper memberikan keringanan 15.000
pembayaran sampai dua bulan,” katanya. “Tentu ini
6.108
membuat bisnis kami bernapas lebih lega dan bisa 10.000
7.189
7.389
mengatur cash flow lebih mudah tanpa membebani 3.712
permodalan.” 5.000
Kendati digitalisasi terus menggerus permintaan
*dalam jutaan rupiah
kertas konvensional, TIN tetap jeli melihat celah
2022 2023 2024 2025 2026
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 23
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Temprint Graha Delapan
Properti Sebagai Pusat Komunitas
Tempo mengelola bisnis properti, termasuk sebagai upaya membangun komunitas
kreatif dan intelektual.
dengan pihak luar. Misalnya dalam penyediaan titik
temu untuk komunitas yang menjadi mitra Tempo.
Ruang & Tempo
Ruang & Tempo adalah sebuah co-working space
di lantai 8, sebagai bagian untuk menjadikan Gedung
Tempo sebagai hub komunitas dan perusahaan rintisan,
hingga individu kreatif. Ruang & Tempo menjadi hub
untuk berbagai kegiatan komunitas dunia kreatif.
Sejauh ini, Ruang & Tempo telah menjadi wadah
ekosistem digital, termasuk kantor Asosiasi Media
Siber Indonesia (AMSI). Ruang & Tempo juga mendapat
kesempatan bekerja sama dengan pihak lain untuk
mengelola ruang kerja bersama di sejumlah tempat.
Gedung Smesco salah satunya. Pola kerja sama yang
telah berlangsung dengan baik selama ini diharapkan
semakin berkembang di kemudian hari.
Wisma Tempo Sirnagalih
Properti ini berada di bawah manajemen Graha 8, unit
bisnis yang dipayungi Tempo Media Group. Lokasinya
yang berada di Megamendung, Bogor, Jawa Barat,
menjadi salah satu daya tarik properti yang akrab
disebut WTS ini. Posisinya yang lumayan berjarak
dari jalan utama kawasan Puncak, menghadirkan
ketenangan yang pas untuk rehat dan healing sejenak
dari keramaian kota besar.
Tempo membuka kesempatan kolaborasi untuk
mengembangkan properti seluas lahan 1,6 hektare
ini menjadi tempat berbagai aktivitas. Selama
Direktur
ini Wisma Tempo biasa digunakan untuk acara
Temprint Graha
pelatihan atau team building. Dengan akses tak
T
8 Budi Setyarso
jauh dari pintu tol Ciawi, Wisma Tempo merupakan
emprint Graha 8 adalah pilihan tepat untuk berlibur dan acara outing bagi
perusahaan yang organisasi dan perusahaan. Fasilitas yang tersedia
mengelola Gedung adalah sembilan unit vila dua lantai, dua unit
Tempo di Jalan Palmerah Budi Setyarso rumah vila, ruang pertemuan, lapangan tenis, dan
Direktur Temprint Graha 8
8, Jakarta Selatan. Gedung kolam renang.
delapan lantai itu menawarkan
harga sewa lantai yang kompetitif dibanding gedung
perkantoran di kawasan Palmerah, Slipi, dan sekitarnya. Laporan Pendapatan
Tak hanya itu, Graha 8 juga memiliki sejumlah 1.500
keunggulan, mulai dari lokasi yang mudah dijangkau
dari pusat kota, desain bangunan yang menarik dengan
tumpukan buku asimetris, hingga dukungan fasilitas 1.212
1.239 1.239
1.198
seperti perangkat multimedia, jaringan Wi-Fi, serta 1.148
jejaring yang luas. 1.200
Perusahaan ini selalu berusaha memanfaatkan ruang
yang tersedia secara optimal. Hasilnya, sepanjang
2024 hampir 100 persen dari ruang yang tersedia
sudah terisi. Ke depan, perusahaan akan mencari *dalam jutaan rupiah
sumber pendapatan lain, dalam hal ini bekerja sama 2022 2023 2024 2025 2026
24 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 25
Profil Perusahaan
Unit Bisnis & Produk-produk TEMPO
Politeknik Tempo
Mencetak Talenta Media
dan Industri Kreatif
Kampus vokasi berbasis industri yang adaptif dalam mencetak talenta siap kerja untuk
menjawab kebutuhan sektor media dan ekonomi kreatif yang terus berkembang.
P
oliteknik Tempo hadir sebagai perguruan tinggi fleksibel dan adaptif, dengan penekanan kuat pada
vokasi yang berfokus pada pengembangan penguasaan keterampilan praktis. Lebih dari separuh
keterampilan praktis untuk mencetak tenaga proses belajar dilakukan melalui praktik, proyek
profesional di bidang media dan industri, serta simulasi kerja nyata, sehingga
industri kreatif. Didirikan oleh PT Tempo mahasiswa memiliki kesiapan yang tinggi
Inti Media Tbk. melalui Yayasan Rumah saat memasuki dunia profesional.
Edukasi Tempo pada 9 April 2021, Sepanjang 2025, Politeknik Tempo
institusi ini mengusung visi menjadi mencatat pertumbuhan positif, terlihat
perguruan tinggi vokasi terkemuka dari peningkatan jumlah mahasiswa dari
pada 2030 yang menjunjung kebebasan 61 orang pada angkatan 2024 menjadi 78
berpikir, menghargai keberagaman, serta orang pada 2025. Program Studi Produksi
menghasilkan lulusan yang kreatif, mandiri, Media menjadi yang paling diminati dengan
dan berdaya saing global. pertumbuhan signifikan, diikuti Desain
Shalfi Andri
Lebih dari sekadar institusi pendidikan, Direktur Politeknik Media yang terus meningkat, sementara
Politeknik Tempo turut berperan sebagai Tempo Manajemen Pemasaran Internasional relatif
unit pengembangan sumber daya stabil.
manusia yang memberikan nilai tambah bagi industri. Kinerja lulusan juga menunjukkan hasil
Kehadirannya membantu meningkatkan kualitas menggembirakan. Lulusan pertama dari angkatan 2021
talenta, mempercepat proses rekrutmen, serta seluruhnya telah terserap di dunia kerja, dengan bidang
memperkuat ekosistem media yang berkelanjutan. pekerjaan yang selaras dengan kompetensi yang
Strategi akademik difokuskan pada tiga program diperoleh selama masa studi.
studi Sarjana Terapan yang relevan dengan kebutuhan Ke depan, Politeknik Tempo menargetkan penguatan
industri, yaitu Desain Media, Produksi Media, dan posisinya sebagai institusi vokasi unggulan di sektor
Manajemen Pemasaran Internasional. Ketiganya media dan industri kreatif. Langkah strategis yang
menjadi pilar utama dalam membangun posisi ditempuh mencakup peningkatan kualitas akademik,
Politeknik Tempo sebagai penyedia talenta vokasi perluasan kemitraan industri di tingkat nasional dan
unggulan di sektor media dan ekonomi kreatif. internasional, serta penguatan tata kelola pendidikan
Kurikulum dirancang dengan pendekatan industry- yang berkelanjutan. Dengan strategi tersebut, Politeknik
driven dan prinsip link and match, sehingga selaras Tempo optimistis mampu terus mencetak talenta siap
dengan kebutuhan dunia kerja. Pembelajaran bersifat kerja yang relevan dengan kebutuhan zaman.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 25
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TV Tempo
Adaptasi Era Visual,
Perkuat Platform Digital
Di tengah perubahan pola konsumsi informasi yang semakin visual dan digital, TV Tempo
melakukan transformasi besar dalam cara menghadirkan jurnalisme kepada publik.
S
ejak hadir pada 2006, TV Tempo telah sisi revenue, tentu saja 2025 jauh lebih baik ketimbang
menapaki perjalanan panjang dalam 2024. Apalagi produk podcast juga semakin beragam,”
mengembangkan konten visual. Platform ujar Anton Aprianto, Direktur TV Tempo.
milik Tempo Media Group ini didirikan bersama Pendapatan TV Tempo pun melonjak dari Rp 8,38
kantor berita radio KBR68H di bawah naungan PT Media miliar pada 2024 menjadi Rp 17,23 miliar di 2025.
Inti Televisi Nusantara (MITN). Pada awalnya, TV Tempo Lonjakan pendapatan tersebut tentu tak lepas dari
berperan sebagai penyedia konten video sekaligus berbagai inovasi yang dilakukan sepanjang 2025,
saluran televisi lokal yang menghadirkan berbagai seperti pengembangan program podcast baru,
program jurnalistik dan informasi. investasi studio, dan peralatan produksi, serta
Seiring perkembangan teknologi eksperimen visual dengan penggunaan teknologi AI.
dan perubahan pola konsumsi Anton menjelaskan, tahun ini, TV Tempo
informasi, TV Tempo kemudian berencana melakukan beberapa inovasi, seperti
Direktur
bertransformasi dengan penggabungan animasi dalam konten visual,
Temprint Graha
memperkuat fokusnya pada penguatan storytelling visual dalam program
8 Budi Setyarso
platform digital. Pada 2024, dokumenter dan podcast, serta pengembangan
Tempo Media Group melepas kembali Tempo Creator Network (TCN). “TCN ini
MITN yang sebelumnya menjadi inisiatif untuk menggabungkan kreator konten
payung operasional televisi dengan Tempo, sehingga kreator dengan basis
terestrial karena dinilai sudah Anton Aprianto audiens yang kuat dapat terlindungi dan bisa
Direktur TV Tempo
tidak lagi relevan dengan arah berkolaborasi dalam produksi konten bersama
pengembangan media. Tempo,” ujarnya.
Perubahan tersebut menandai pergeseran TV
Tempo dari jalur penyiaran televisi terestrial menuju Laporan Pendapatan
pengembangan kanal digital. Kini, bisnis inti TV Tempo 18.250
20.000 17.231
terdiri dari Departemen Kreatif yang menangani
produksi konten visual dan dokumenter, Current News
yang mengelola program berita dan konten aktual, 15.000
serta Intellectual Property atau IP yang menangani
8.385
beragam podcast, seperti Bocor Alus Politik, Jelasin 10.000
Dong!, Cek Fakta, Putar Balik, dan yang terbaru Tukang
Kupas Perkara. 3.734 3.925
Bisnis inti dan beragam program membuat kinerja 5.000
usaha TV Tempo mencatat pertumbuhan positif *dalam jutaan rupiah
sepanjang 2025 dibanding periode sebelumnya. “Dari 2022 2023 2024 2025 2026
26 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Laporan Tahunan 2025 PT Tempo Inti Media Tbk 27
Page 28
Profil Komisaris
PT Tempo Inti Media Tbk
GOENAWAN SUSATYO MOHAMAD
Komisaris Utama
Salah satu pendiri Tempo ini lahir di Batang, Jawa Tengah, 29 Juli 1941. Ia
aktif menulis puisi dan esai sejak menempuh pendidikan di Fakultas Psikologi
Universitas Indonesia. Pada 17 Agustus 1963 Goenawan ikut menandatangani
Manifes Kebudayaan bersama 12 orang sastrawan dan intelektual lainnya.
Sepulang dari berguru di Belgia pada 1966, ia bergabung dengan harian Kami,
lalu mendirikan majalah Ekspres pada 1970. Setahun kemudian, Goenawan
beserta beberapa jurnalis menerbitkan majalah Tempo dan menjabat sebagai
pemimpin redaksi hingga dibredel pada 1994. Ketika Tempo terbit kembali
pada 1998, Goenawan menjadi pemimpin redaksi selama setahun, sebelum
digantikan oleh Bambang Harymurti. GM—begitu dia biasa disapa---menjabat
Komisaris Utama PT Tempo Inti Media Tbk sejak Rapat Umum Pemegang Saham
29 September 2000.
BAMBANG HARYMURTI
Komisaris
Alumnus Teknik Elektro Institut Teknologi Bandung ini mengawali kariernya
sebagai reporter Tempo di Bandung. Pria kelahiran Jakarta, 10 Desember
1956 tersebut pernah mengikuti program magang Alfred Friendly Free Press
Fellows di majalah Time dan melanjutkan pendidikan di John F. Kennedy
School of Government, Harvard University.
Sekembalinya dari Amerika Serikat, Bambang menjadi Kepala Biro Tempo di
Bandung, lalu Kepala Biro Jakarta, dan akhirnya Kepala Biro Amerika Serikat
ketika Tempo dibredel pada 1994. Bambang menggantikan Goenawan
Mohamad sebagai pemimpin redaksi Tempo pada 1999. Dia juga merangkap
Pemimpin Redaksi Koran Tempo ketika terbit pada 2001. Mantan Direktur
Utama PT Tempo Inti Media Tbk ini menjabat Komisaris sejak Rapat Umum
Pemegang Saham 16 Mei 2017.
28 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Profil Komisaris
LEONARDI KUSEN
Komisaris Independen
Leonardi Kusen menyandang dua gelar sarjana: Teknik Sipil Universitas
Gadjah Mada dan Bahasa Inggris IKIP Sanata Dharma tahun 1976, dan satu
gelar pascasarjana: Master of Business Administration (MBA) dari Syracuse
University. Ia pernah menjadi Direktur Utama PT Jaya Krisan Cahaya Department
Stores, Direktur Utama PT Jaya Konstruksi MP, dan Direktur Utama PT Grafiti
Pers pada 1996. Leonardi kini menjabat Direktur PT Elka Prakarsa Utama,
perusahaan penyedia jasa Internet.
Rekam jejaknya sebagai Direktur Utama PT Tempo Inti Media Tbk dan
Komisaris Utama PT Temprint periode 1998-2007 membuat Leonardi sangat
mengenal seluk-beluk Perseroan. Menurut dia, Tempo mampu menjaga
independensi di tengah hiruk-pikuk konglomerasi media. Leo diangkat menjadi
Komisaris Independen sejak Rapat Umum Pemegang Saham 27 April 2009.
C. PAUL TEHUSIJARANA
Komisaris Independen
Paul yang saat ini menjabat sebagai Direktur Keuangan Jawa Pos diangkat
sebagai Komisaris Independen PT Tempo Inti Media Tbk sejak Mei 2023. Pemilik
gelar master bidang administrasi bisnis dari University of Southern California
tahun 1998 tersebut pernah menduduki jabatan Senior Vice President and
Group Head PT Bank Mandiri Tbk (1999 – 2011), Managing Director and Chief
Financial Office PT Mandiri Sekuritas (2012 – 2016) dan Presiden Direktur PT
Pembangunan Jaya Ancol (2016-2019).
KRISTIANTO INDRAWAN
Komisaris Independen
Lulusan Teknik Sipil Universitas Trisakti tahun 1989 dan Magister Manajemen
Univesitas Trisakti tahun 1995 ini lahir di Jakarta pada 23 Oktober 1965. Saat
ini Kristianto juga menjabat sebagai Komisaris Independen PT Jaya Konstruksi
Manggala Pratama Tbk, Direktur Utama PT Temprina Media Grafika, dan Direktur
Utama PT Graha Pena Jawa Pos. Dia diangkat menjadi Komisaris Independen
Tempo melalui Rapat Umum Pemegang Saham 25 Agustus 2020.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 29
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Page 31
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 31
Page 32
Profil Direksi
PT Tempo Inti Media Tbk
ARIF ZULKIFLI
Direktur Utama
Arif bergabung dengan tim
redaksi sejak majalah Tempo
terbit kembali pada 1998. Karier
pria kelahiran Bandar Lampung, 8
Februari 1970, ini terus menanjak
hingga ditunjuk menjadi pemimpin
redaksi majalah Tempo pada
Oktober 2013. Alumnus Jurusan
Komunikasi, Univesitas Indonesia,
itu kemudian diangkat menjadi
Direktur Utama Perseroan pada
Rapat Umum Pemegang Saham
Luar Biasa 12 Juli 2021.
32 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Profil Direksi
BUDI SETYARSO
Direktur
Pria kelahiran Kendal, Jawa
Tengah, 12 November 1971
ini bergabung dengan redaksi
Tempo sejak 2001. Perjalanan
karier Budi di redaksi menjadi
puncaknya ketika ia ditunjuk
menjadi Pemimpin Redaksi
Koran Tempo. Pada Rapat Umum
Pemegang Saham 12 Juli 2021.
Alumnus Jurusan Ekonomi
Pertanian UGM dan Pasca Sarjana
Manajemen Stratejik di Prasetya
Mulya Business School, Jakarta
ini diangkat menjadi Direktur
Perseroan.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 33
Page 34
SEBASTIAN
KINAATMAJA
Direktur
Sebelum berkarier di Tempo,
Sebastian pernah bekerja di
Deloitte Touche Tohmatsu
Internasional sebagai auditor
senior. Pria kelahiran Jakarta,
12 September 1972, itu lalu
bergabung dengan Tempo pada
2004 sebagai Kepala Bagian
Akunting sampai menjabat Wakil
Direktur Perseroan pada 2017.
Lulusan Magister Manajemen
Keuangan dari Prasetya Mulya
tahun 2002 ini kemudian
diangkat menjadi Direktur
Perseroan pada Rapat Umum
Pemegang Saham 18 Juni 2019.
34 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
Page 35
Profil Perusahaan
Profil Direksi
ADE LIESNASARI
Direktur
Ade Liesnasari bergabung
dengan Tempo pada 16 Maret
2002. Lulusan Akuntansi,
Perbanas ini berkarier di Divisi
Iklan dengan posisi terakhir
sebagai Kepala Divisi Iklan. Ade
kemudian ditunjuk menjadi Wakil
Direktur Pemasaran pada Januari
2019 dan selanjutnya diangkat
menjadi direktur dalam Rapat
Umum Pemegang Saham 27 Mei
2025.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 35
Page 36
A.A. GDE BAGUS WAHYU
DHYATMIKA
Direktur
Lulusan Ilmu Komunikasi Universitas Airlangga
ini memulai karier di Tempo sebagai koresponden
Jawa Timur pada 2001. Ia menyelesaikan pendidikan
pasca sarjana di bidang Jurnalistik dari University
of Westminster, London. Komang— demikian ia
biasa dipanggil--- juga pernah mendapatkan
Nieman Fellowship di Harvard University,
Massachussetts, Amerika Serikat.
Pria kelahiran Denpasar 27 Agustus
1978 ini pernah menjadi Pemimpin
Redaksi majalah Tempo dan Tempo.co.
Pada 1 Januari 2019 ia ditunjuk menjadi
Wakil Direktur Tempo merangkap
Direktur Utama PT Info Media Digital
(Tempo Digital). Wahyu diangkat sebagai
direktur perseroan dalam Rapat Umum
Pemegang Saham 27 Mei 2025.
36 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Profil Direksi
SETRI YASRA
Wakil Direktur
Setri Yasra mengawali karier
sebagai wartawan ekonomi dan
bisnis Koran Tempo pada 2001.
Karier jurnalistik pria yang akrab
dipanggil Uda ini melesat dengan
menduduki berbagai posisi seperti
Redaktur Pelaksana Ekonomi pada
2010 dan Redaktur Pelaksana
Nasional pada 2014. Dua tahun
kemudian, dia didapuk sebagai
kepala desk investigasi yang
menyajikan berbagai liputan-
liputan mendalam dan
membongkar kasus-kasus
yang melibatkan tokoh-tokoh
di Indonesia. Pada 2017,
alumnus Fakultas Ekonomi
Universitas Riau dan Master
Komunikasi dari Universitas
Paramadina ini menjabat
Redaktur Eksekutif
Koran Tempo dan Redaktur
Eksekutif Majalah Tempo pada
2018. Sejak 2021 Uda menjadi
Pemimpin Redaksi Tempo.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 37
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ANTON APRIANTO
Wakil Direktur
Meniti karier di Tempo sejak 2005, pria
asal Kuningan, Jawa Barat, yang April 2026
ini berusia 47 tahun adalah Direktur TV
Tempo dan Chief Operation Officer PT Info
Media Digital yang mengelola produk-
produk digital Tempo Media Group.
Selain menjabat Wakil Direktur, Anton
juga menjabat Ketua Yayasan Tempo 21
Juni 1994. Selama di redaksi, lulusan
Fakultas Kehutanan UGM ini juga pernah
menjadi Redaktur Pelaksana Politik dan
Hukum Majalah Tempo dan Redaktur
Eksekutif Tempo.co, serta Pemimpin
Redaksi Tempo.co.
38 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Profil Direksi
JAJANG JAMALUDIN
Wakil Direktur
Ia lahir pada 1975 dan merupakan
lulusan Fakultas Ilmu Sosial dan
Ilmu Politik Universitas Padjadjaran
dan Magister Komunikasi Politik di
Universitas Paramadina, Jakarta.
Mengawali karier di Tempo sebagai
jurnalis, Jajang pernah menjabat
sebagai reporter dan editor di
Tempointeraktif.com, Koran Tempo,
dan Majalah Tempo. Sebelum
menjabat sebagai Wakil Direktur
dan Sekretaris Perusahaan Tempo
Inti Media, Jajang menjabat sebagai
Pemimpin Redaksi Koran Tempo.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 39
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Entitas dan Struktur Saham
Komposisi Kepemilikan Saham
PT Tempo Inti Media Tbk
No. Pemegang Saham Jumlah Saham
1 PT. Grafiti Pers 256.960.003
2 Yayasan Tempo 21 Juni 1994 181.322.500
3 PT. Jaya Raya Utama 172.329.205
4 Yayasan Pembangunan Jaya Raya 90.429.394
5 Yayasan Karyawan Tempo 87.627.267
6 Masyarakat 269.664.881
24,28%
25,49%
6 1
8,28%
5
2 17,13%
8,54% 4 3
16,28%
40 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Entitas dan Struktur Saham
Data Perdagangan Efek di BEI
Emiten : Tempo Intimedia Tbk.
Periode: JANUARI s.d. DESEMBER 2025
Tgl pencatatan : 08-01-2001
KURS (RG) PEREDARAN SAHAM DI PASAR REGULER VOLUME
JUMLAH PERDAGANGAN
KAPITALISASI
NO. BULAN IHSI SAHAM DI PASAR
TTG TRD Akhir Volume Nilai Frek. PASAR
TERCATAT NEGOSIASI
(Rp.) (Rp.) (Rp.) (Unit) (Rp.) (X) (UNIT)
1 JANUARI 178 131 144 46.017.700 7.116.196.200 11,321 50 1.058.333.250 152.399.988.000 0
2 FEBRUARI 180 127 133 153.734.000 24.762.685.500 28,402 46 1.058.333.250 140.758.322.250 0
3 MARET 142 102 113 17.522.200 2.187.013.200 4,086 39 1.058.333.250 119.591.657.250 0
4 APRIL 129 100 118 9.349.500 1.102.611.000 3,125 40 1.058.333.250 124.883.323.500 0
5 MEI 128 114 121 10.382.200 1.245.407.300 2,613 42 1.058.333.250 128.058.323.250 0
6 JUNI 199 120 144 333.375.500 54.451.564.800 47,304 50 1.058.333.250 152.399.988.000 0
7 JULI 210 141 152 389.979.100 66.958.508.600 50,579 52 1.058.333.250 160.866.654.000 0
8 AGUSTUS 189 144 162 158.340.200 26.280.403.400 21,369 56 1.058.333.250 171.449.986.500 0
9 SEPTEMBER 272 159 164 839.583.600 179.390.820.300 79,733 56 1.058.333.250 173.566.653.000 0
10 OKTOBER 180 160 170 130.550.300 22.099.286.200 19,946 59 1.058.333.250 179.916.652.500 0
11 NOVEMBER 250 159 167 594.038.000 119.428.811.100 60,634 58 1.058.333.250 176.741.652.750 0
12 DESEMBER 179 165 168 158.770.000 27.163.090.000 18,407 58 1.058.333.250 177.799.986.000 0
Kurs Akhir 272 100 168
Jumlah 2.841.642.300 532.186.397.600 347,519
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 41
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Pengembangan
Sumber Daya Manusia 2025
A. PENGEMBANGAN SUMBER DAYA MANUSIA - Managerial Development Program
Tempo senantiasa berkomitmen mengem- Program ini mendidik supervisor yang akan
bangkan talenta kepemimpinan yang kuat. Kami menuju posisi manajer/kepala bagian. Mereka
melakukannya melalui program pengembangan akan memimpin beberapa bidang/seksi dan
kepemimpinan yang komprehensif, yang men- mengembangkan kemampuan strategis serta
cakup pelatihan, mentoring, dan kesempatan manajerial untuk mengelola unit kerja yang
mengembangkan keterampilan kepemimpinan. lebih kompleks.
Program pengembangan sumber daya manusia
yang dilakukan pada 2025 mencakup program - Leadership Development Program (LDP)
pelatihan dan pendidikan tinggi lanjutan. Program ini membentuk manajer/kepala
bagian yang akan dipromosikan menjadi
1. Pelatihan senior manager/kepala divisi; atau di bidang
Jumlah kegiatan pengembangan karyawan keredaksian, setingkat redaktur pelaksana.
selama 2025 mencapai 120 kegiatan dengan Mereka akan memimpin beberapa bagian/divisi
5.280 jam kerja, dan diikuti oleh 958 orang dan berperan penting dalam pengambilan
karyawan. Pelatihan-pelatihan tersebut meliputi: keputusan strategis perusahaan.
- 28 kegiatan pengembangan kompetensi 2. Pendidikan Lanjutan
kepemimpinan Selain pelatihan Tempo juga bekerja sama
- 76 kegiatan pengembangan kompetensi dengan universitas-universitas ternama untuk
teknis, dan menyekolahkan calon-calon pemimpin perusa-
- 16 kegiatan pengembangan kompetensi non haan. Pada 2025 tercatat sebanyak empat orang
teknis karyawan yang aktif berkuliah. Tiga orang di Ma-
gister Manajemen Universitas Gadjah Mada dan
Secara khusus, di tahun 2025 Tempo satu orang di pascasarjana Universitas Nasional.
melaksanakan pelatihan Management
Development Porgram (MDP) untuk calon B. REKRUTMEN
pemimpin Tempo di masa depan. Pelatihan ini Jumlah total calon karyawan yang direkrut
adalah salah satu program strategis Sumber selama 2025 sebanyak 60 orang, yang terbagi
Daya Manusia Tempo yang dirancang untuk atas:
memastikan regenerasi kepemimpinan yang - Level admin dan pelaksana teknis 6 orang
efektif dan berkelanjutan, serta mengembangkan - Level staf 34 orang
kapabilitas manajemen di seluruh tingkatan - Level staf senior 15 orang
organisasi. Program MDP terbagi menjadi tiga - Level manager 3 orang
level, yaitu: - Level senior manager 2 orang
Pengumuman lowongan pekerjaan disampaikan
- Supervisory Development Program melalui media sosial Tempo, seperti Facebook,
Program ini membina calon first line manager Instagram, dan Linkedin; portal pencari kerja,
atau staf yang akan menjadi supervisor/ referensi, maupun pekrutan internal.
kepala seksi. Pada level ini, mereka akan Adapun penempatan posisi kerja terdiri dari:
mulai mengelola tim di satu bidang pekerjaan - Produksi: 26 orang
dan mengembangkan keterampilan dasar - Pemasaran: 17 orang
kepemimpinan. - Teknologi informasi: 12 orang
- Administrasi dan keuangan: 5 orang.
42 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Profil Perusahaan
Pengakuan
atas Karya Jurnalistik
K
omitmen untuk selalu menempatkan
kepentingan publik di atas segalanya
membuat Tempo selalu mampu
melahirkan karya-karya jurnalistik terbaik
secara konsisten. Tidak banyak media yang mau
melakukan liputan investigatif karena biayanya
mahal, waktunya lama, dan risikonya besar.
Namun Tempo tetap memilih jalan yang berat ini.
Sejumlah hasil kerja keras awak redaksi Tempo
di sepanjang 2025 mendapat penghargaan dari
berbagai pihak. Berikut beberapa di antaranya:
1. Anugerah Jurnalistik Adinegoro 2024
Tanggal : 4 Februari 2025
Penyelenggara : Persatuan Wartawan
Indonesia
Pemenang :P raga Utama, Raymundus
Rikang, dan Yosea Arga
Kategori : Media Cetak
3. Karya Jurnalistik Terbaik tentang Anak 2025
2. Global Fact-Checking Awards 2025 Tanggal : 18 September 2025
Tanggal : 27 Juni 2025 Penyelenggara : UNICEF dan Aliansi Jurnalis
Penyelenggara : International Fact-Checking Independen
Network dan Poynter Pemenang : Lani Diana
Institute Kategori : Media Cetak
Pemenang : Inge Klara dan Krisna Adhi
Kategori : Creative Format 4. Media Brand Awards 2025
Tanggal : 9 Agustus 2025
Penyelenggara : Serikat Perusahaan Pers
Pemenang : Tempo.co
5. Karya Jurnalistik Anti Hoaks 2025
Tanggal : 16 November 2025
Penyelenggara : Forum Pemimpin Redaksi
Pemenang : Artika Farmita
6. Indonesia Data Journalism Award 2025
Tanggal : 5 Desember 2025
Penyelenggara : Indonesia Data Journalism
Network
Pemenang : Raymundus Rikang dan
Yosea Arga
Kategori : Liputan Investigasi Berbasis
Data Terbaik
7. Lomba Foto Peradilan Mahkamah Agung
Tanggal : 30 Desember 2025
Penyelenggara : Mahkamah Agung
Pemenang : Subekti
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 43
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Kontak Kami
Alamat Kantor Biro Administrasi Efek
Gedung Tempo PT Sinartama Gunita
Jalan Palmerah Barat Nomor 8, Jakarta 12210 Sinarmas Land Plaza Menara 1 Lt. 9
Telepon 021-5360409, Faks. 021-5360412 Jalan M.H. Thamrin Nomor 51
Jakarta Pusat 10350
Domain Tempo
www.tempo.id Kantor Notaris
www.tempo.co (situs berita Tempo) Fathiah Helmi, S.H.
www.tiniaga.com Graha Irama, Lt. 6 C
www.store.tempo.co Jalan H.R. Rasuna Said Kav. 1-2
Kuningan-Setiabudi, Jakarta
Anak Usaha
No. Anak Usaha Alamat Kantor Akuntan Publik
1 PT Tempo Inti Media Harian KAP Djoko, Sidik & Indra
2 PT Temprint International Member of Antea
3 PT Tempo Inti Media Impresario (Alliance of Independent Firms)
4 PT Matair Rumah Kreatif
Graha Mandiri d/h Plaza Bumi Daya 17th Floor,
5 PT Temprint Inti Niaga
Jl. Imam Bonjol No. 61
6 PT Temprint Graha Delapan Jakarta Pusat 10310
Gedung Tempo,
7 PT Info Media Digital Jalan Palmerah
8 PT Rombak Pola Pikir Barat Nomor 8,
Berikut adalah histori kantor akuntan publik yang
Jakarta Selatan
PT Pusat Data Dan Analisa memberikan jasa laporan keuangan tahunan
9
Tempo kepada PT Tempo Inti Media Tbk., selama 3 tahun
10 PT Edutama Tempo Integra terakhir:
11 PT Tempo Kreasi Bersama
12 PT Tempo Kreasi Animasi Tahun Kantor Akuntan Partner yang
Buku Publik Menandatangani Laporan
13 PT Dimensi Idea Kreatif
SOHO Pancoran, Jl. KAP Djoko, Solikhin,
PT Orbitin Kebanggaan 2023
14 MT. Haryono Kav. Sidik & Indra SE.,Ak.,CA.,MAk.,CPA
Indonesia
2-3 Jakarta 12810
KAP Djoko, Solikhin,
2024
Sidik & Indra SE.,Ak.,CA.,MAk.,CPA, CFI
Alamat Otoritas Bursa
Otoritas Jasa Keuangan
Gedung Soemitro Djojohadikusumo KAP Djoko, Solikhin,
2025
Sidik & Indra SE.,Ak.,CA.,MAk.,CPA, CFI
Jalan Lapangan Banteng Timur Nomor 2-4, Pasar Baru,
Sawah Besar, Jakarta Pusat, Daerah Khusus Ibu Kota
Jakarta 10710 Hasil Audit
Hasil audit tahun buku 2025 atas Laporan Keuangan
PT Bursa Efek Indonesia Konsolidasian Perseroan menyatakan bahwa laporan
Gedung Bursa Efek Indonesia Tower 1 keuangan konsolidasian tanggal 31 Desember
Jalan Jenderal Sudirman Kav. 52-53, Jakarta 12190 2025 menyajikan secara wajar, dalam semua hal
yang material, posisi keuangan konsolidasian Group
Penunjang Pasar Modal tanggal 31 Desember 2025, serta kinerja keuangan
PT Kustodian Sentral Efek Indonesia (KSEI) konsolidasian dan arus kas konsolidasian untuk tahun
Gedung Bursa Efek Indonesia Tower 1 yang berakhir pada tanggal tersebut, sesuai dengan
Jalan Jenderal Sudirman Kav. 52-53, Jakarta 1219 Standar Akuntansi Keuangan di Indonesia.
44 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Laporan Tahunan 2025 PT Tempo Inti Media Tbk 45
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5
Inisiatif Strategis
Pal8 Pictures
Camera Roll,
and Action!
Transformasi digital dan diversifikasi bisnis mendorong Tempo
memperluas perannya dari media jurnalistik menjadi pemain
di industri kreatif, termasuk perfilman. Upaya menjangkau audiens
yang lebih luas dan menciptakan sumber pendapatan baru.
T
empo Media telah lama dikenal sebagai Tempo, hingga Tempo.co.
media dengan karakter pemberitaan yang Memasuki era digital, perubahan perilaku
tajam, kritis, dan investigatif. Sejak berdiri konsumsi informasi mendorong Tempo untuk
pada 6 Maret 1971, Tempo konsisten bertransformasi. Pada 2021, koran Tempo resmi
menjaga independensi dalam menyampaikan beralih sepenuhnya ke format digital sebagai bagian
informasi kepada publik. Perjalanan panjangnya dari adaptasi terhadap pergeseran ekosistem
pun tidak lepas dari berbagai dinamika, termasuk media. Transformasi ini kemudian diperdalam
masa pembredelan, hingga akhirnya bangkit melalui strategi jenama tunggal yang dimatangkan
dan berkembang menjadi salah satu kelompok pada 2024, dengan mengintegrasikan seluruh
media besar di Indonesia dengan beragam produk lini produk dalam satu platform “Tempo”. Langkah
jurnalistik -mulai dari majalah Tempo, koran ini menjadi strategi penting untuk memperluas
46 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Inisiatif Strategis
Pal8 Pictures
distribusi konten sekaligus menjangkau audiens memiliki relevansi dan kedalaman cerita yang
yang semakin beragam. mencerminkan realitas sosial di Indonesia.
Tak berhenti di situ, Tempo Media Group Proyek perdana yang digarap adalah adaptasi
juga mulai merambah industri kreatif sebagai novel Laut Bercerita karya Leila S. Chudori.
bagian dari diversifikasi bisnis. Pada 17 Juni Kisah yang terinspirasi dari peristiwa 1998 ini
2025, diluncurkan rumah produksi film Pal8 dinilai tetap relevan dengan kondisi saat ini. Film
Pictures. Direktur Pal8 Pictures Budi Setyarso, tersebut dibintangi oleh sejumlah aktor ternama,
menjelaskan bahwa kehadiran unit ini merupakan seperti Reza Rahadian, Dian Sastrowardoyo,
upaya Tempo untuk menemukan medium baru dan Christine Hakim, serta didukung oleh VMS
dalam menyampaikan nilai-nilai jurnalistik. Studio, Jagartha Group, dan Lynx Films. Film ini
Selain itu, kekayaan arsip dan cerita yang dimiliki ditargetkan tayang pada akhir 2026.
Tempo sejak 1971 menjadi potensi besar untuk Saat ini, Pal8 Pictures tengah fokus pada
dikembangkan menjadi karya film. tahap pascaproduksi, termasuk proses
Masuknya Tempo ke industri film juga penyuntingan dan penyempurnaan sebelum rilis.
dilatarbelakangi oleh pencarian model bisnis Ke depan, rumah produksi ini juga berencana
baru. Dengan prospek industri perfilman mengembangkan proyek-proyek film lainnya,
yang terus tumbuh, Pal8 Pictures diharapkan termasuk memperluas distribusi ke platform
dapat menjadi sumber pendapatan baru bagi Over The Top (OTT) untuk menjangkau penonton
perusahaan. Film dipandang sebagai medium yang lebih luas.
visual yang kuat untuk menyampaikan gagasan, Melalui langkah ini, Tempo tidak hanya
sekaligus menjangkau audiens yang lebih luas. memperluas kanal bisnis, tetapi juga
Dalam pengembangan karya, Pal8 Pictures mempertegas posisinya sebagai institusi yang
mengangkat tema-tema yang dekat dengan terus beradaptasi dengan zaman. Dengan
masyarakat, seperti isu sosial, sejarah, hingga menjaga kualitas dan relevansi cerita, Pal8
fenomena kontemporer, termasuk kesehatan Pictures diharapkan mampu menghadirkan
mental. Pendekatan ini bertujuan agar film karya yang menarik secara komersial sekaligus
tidak hanya menjadi hiburan, tetapi juga bermakna bagi masyarakat.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 47
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Produk dan Teknologi IMD
Mesin Baru di Tengah
Badai Disrupsi AI
Pemanfaatan AI, penguatan manajemen data, dan inovasi produk
digital menjadi strategi utama IMD untuk mendorong pertumbuhan
bisnis, meningkatkan pelanggan, serta membuka sumber
pendapatan baru bagi Tempo di era disrupsi teknologi.
P
T Info Media Digital (IMD), anak usaha produktivitas melalui asistensi newsroom dan
Tempo Media Group di bidang media dan bisnis, termasuk teknologi text-to-speech,
teknologi digital, terus memperkuat konversi format, hingga translasi. Sementara
fondasi bisnis digital melalui berbagai di sisi hulu, Tempo membangun sistem
inovasi produk. Pengembangan ini didukung oleh manajemen arsip berbasis AI yang memungkinkan
tim teknologi yang semakin solid, dengan fokus pengelolaan data menjadi lebih terstruktur dan
utama pada pemanfaatan akal imitasi (Artificial saling terhubung. Sistem ini melahirkan produk
Intelligence/AI) yang kini menjadi faktor disruptif Digital Asset Management (DAM), yang membuka
di industri media, baik di sisi hulu maupun hilir. peluang pengembangan layanan baru, terutama
CEO IMD Wahyu Dhyatmika menjelaskan, di di ranah business-to-business seperti data
sisi hilir AI dimanfaatkan untuk meningkatkan intelligence untuk kebutuhan riset.
48 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Inisiatif Strategis
Produk dan Teknologi IMD
Perbaikan manajemen arsip ini memungkinkan Dari sisi infrastruktur, IMD juga memperkuat
keterkaitan antar data -mulai dari tokoh, teknologi subscription dan Customer
perusahaan, hingga peristiwa, yang sebelumnya Relationship Management (CRM) yang telah
sulit dilakukan tanpa dukungan AI. Dengan dikembangkan sejak 2024. Sistem ini terus
pendekatan ini, Tempo tidak hanya memperkuat disempurnakan untuk meningkatkan kualitas
kualitas data, tetapi juga menciptakan peluang layanan pelanggan sekaligus memperkuat
monetisasi baru dari kekayaan arsip yang dimiliki. ketahanan digital perusahaan.
Di tengah maraknya pemanfaatan konten oleh Memasuki 2026, IMD menargetkan peluncuran
platform AI, IMD juga menyiapkan infrastruktur berbagai produk baru berbasis fondasi yang
agar data Tempo dapat diakses secara telah dibangun. Salah satunya adalah
legal oleh platform tersebut. pengembangan platform Indeks
Langkah ini menjadi bagian dari Integritas Bisnis Lestari (INSTAR)
strategi perlindungan sekaligus yang akan diperkuat sebagai
optimalisasi nilai konten di era platform ESG intelligence,
digital. menyediakan data yang valid dan
Untuk mendorong terverifikasi bagi pelaku bisnis.
pertumbuhan pelanggan, IMD Selain itu, melalui DAM, Tempo
menjalankan dua strategi utama. akan menghadirkan produk-produk
Pertama, melalui bundling produk, business-to-business seperti
yakni mengintegrasikan layanan Tempo Insight dan layanan Data
A.A. Gde Bagus Wahyu
Tempo dengan unit lain, seperti Dhyatmika
Intelligence. Produk ini diharapkan
Tempo Institute dan Tempo Data CEO IMD mampu menjawab kebutuhan pasar
Science, bahkan menjajaki kolaborasi akan informasi yang kredibel, mudah
dengan produk global seperti The New York diakses, dan cepat dinavigasi, terutama di tengah
Times. dinamika ekonomi dan politik.
Kedua, melalui pengembangan Teras.id, Dengan strategi tersebut, IMD berupaya
platform agregator yang menghimpun sekitar 30 menjaga relevansi di era digital sekaligus
media lokal. Dengan satu langganan, pengguna mengoptimalkan monetisasi data dan arsip
dapat mengakses beragam konten, sehingga Tempo melalui peningkatan pengalaman
meningkatkan nilai layanan sekaligus daya tarik pengguna serta pengembangan layanan berbasis
harga. teknologi.
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 49
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Sirkulasi Digital IMD
Algoritma Berubah,
Pelanggan Bertambah
Kekuatan konten orisinal, strategi Single Brand, dan fokus pada
retensi pelanggan mendorong pertumbuhan signifikan serta
pendapatan digital Tempo di tengah perubahan algoritma dan
tekanan trafik.
A
lgoritma mesin pencari kerap berubah. persen dibandingkan tahun sebelumnya.
Pada pemutakhiran terkini, interaksi Pencapaian ini berbanding lurus dengan lonjakan
dan konten orisinal menjadi prioritas pendapatan dari pembaca (reader revenue)
utama bagi media. Namun, untuk sebesar 40 persen. Kondisi ini menepis anggapan
media dengan standar jurnalisme tinggi seperti terjadinya stagnasi dalam bisnis sirkulasi digital.
Tempo, perubahan ekosistem ini dapat memberi “Asumsi stagnasi tidak bisa dilihat dari
keuntungan. rentang yang pendek. Terbukti, jumlah pelanggan
Isu yang diangkat Tempo bersumber dari meningkat lebih dari 35 persen dan pendapatan
investigasi mendalam, menjadikannya unik dan pembaca naik 40 persen. Artinya terjadi
punya daya pikat tersendiri. Jumlah pelanggan optimasi,” ujar Ibnu Rusydi, Chief Marketing
digital Tempo pada 2025 merambat naik 35,85 Officer PT Info Media Digital. “Pertumbuhan ini
50 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Inisiatif Strategis
Sirkulasi Digital IMD
membuktikan bahwa konten jurnalistik khas fokus dalam memperkenalkan ekosistem produk
Tempo tetap memiliki daya pikat tinggi yang kepada audiens baru.
mampu mengkonversi pembaca kasual menjadi Ibnu mencatat bahwa tantangan terbesar
pelanggan setia.” bukan pada strategi merek itu sendiri, melainkan
Dari sisi nilai pelanggan, Tempo mencatatkan pada jangkauan kapital dan kesiapan infrastruktur
Average Revenue Per User (ARPU) sebesar digital. “Dari sisi pemasaran, Single Brand
89 persen dari target Rp 30 ribu. Tren yang membuat segalanya lebih mudah karena hanya
mendekati angka sasaran ini didorong oleh ada satu merek Tempo yang perlu kita rawat.
pergeseran taktik diskon yang sejak Kendala kita lebih pada keterbatasan
2025 diarahkan lebih banyak untuk daya rengkuh akibat kapital,
pelanggan dengan metode sementara produk Tempo.co sendiri
pembayaran berulang (recurring ibarat bangunan yang terus
payment). Langkah ini diambil diperbarui,” tutur dia.
karena potensi retensinya yang Sebab itu, menghadapi tahun
jauh lebih besar dibandingkan 2026 yang diprediksi penuh
metode pembayaran manual. tekanan ekonomi, unit Sirkulasi
IMD juga mulai serius berinvestasi Digital telah menetapkan peta jalan
pada pembaca masa depan melalui untuk memperkuat pendapatan
skema kemitraan pihak ketiga untuk melalui aksesibilitas pembaca muda
mahasiswa dan akademikus. Kendati Ibnu Rusydi dan penguatan fitur retensi. Ibnu
Chief Marketing Officer
segmen ini memiliki sensitivitas PT Info Media Digital optimistis kolaborasi lintas divisi
harga yang tinggi, mereka dipandang akan menjadi kunci kemenangan
sebagai aset investasi jangka panjang yang akan di tahun mendatang untuk membuka alur
menjadi basis pelanggan utama Tempo di masa pendapatan baru, termasuk melalui paket
depan. bundling dan optimasi platform sosial media.
Implementasi strategi Single Brand juga “Tantangan 2026 cukup jelas, tren penurunan
terbukti menjadi akselerator dalam efisiensi trafik belum akan berhenti. Perlu upaya lebih
pemasaran. Dengan menyatukan seluruh keras secara bersama-sama untuk memperkuat
kekuatan narasi ke dalam satu entitas merek pendapatan pelanggan, namun juga harus semakin
“Tempo”, tim pemasaran dapat bekerja lebih giat membuka alur pendapatan lainnya,” kata dia.
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6
Analisis dan
Pembahasan Manajemen
TATA KELOLA PERUSAHAAN mengevaluasi kinerja Perseroan, memberikan
Perseroan meyakini bahwa penerapan tata persetujuan atas laporan tahunan, menentukan
kelola perusahaan yang baik merupakan penggunaan laba, serta menetapkan kebijakan
fondasi penting dalam menciptakan nilai jangka strategis lainnya.
panjang bagi pemegang saham. Penerapan RUPS juga berwenang dalam pengangkatan
Good Corporate Governance dilakukan secara dan pemberhentian anggota Dewan Komisaris
konsisten untuk meningkatkan transparansi, dan Direksi, penetapan remunerasi, persetujuan
akuntabilitas, serta efektivitas pengelolaan transaksi material, serta perubahan Anggaran
risiko dalam mendukung kinerja Perseroan. Dasar. Dengan demikian, RUPS menjadi
Perseroan berkomitmen menerapkan prinsip- mekanisme utama bagi pemegang saham dalam
prinsip tata kelola perusahaan dalam seluruh memastikan tata kelola yang transparan dan
kegiatan usaha melalui peran aktif Rapat Umum akuntabel.
Pemegang Saham, Dewan Komisaris, dan Direksi. Perseroan menyelenggarakan RUPS Tahunan
Ketiga organ tersebut menjalankan fungsi dan setiap tahun dan RUPS Luar Biasa sesuai
tanggung jawabnya secara independen dan kebutuhan, dengan tetap memperhatikan prinsip
saling mengawasi guna memastikan pengelolaan keterbukaan informasi dan perlakuan yang setara
Perseroan yang profesional dan berkelanjutan. bagi seluruh pemegang saham.
Melalui struktur tata kelola tersebut, Pada 2025, Perseroan menyelenggarakan satu
Perseroan berupaya memperkuat kepercayaan kali RUPS, yaitu RUPS Tahunan pada 27 Mei 2025.
investor, meningkatkan kualitas pengambilan
keputusan, serta mendukung pertumbuhan RUPS TAHUNAN
usaha yang berkesinambungan. Diselenggarakan di gedung Tempo, studio TV
Tempo, lantai 5, di Jalan Palmerah Barat Nomor
RAPAT UMUM PEMEGANG SAHAM 8, Jakarta Selatan 12210, dengan tingkat
Rapat Umum Pemegang Saham (RUPS) kehadiran 75,26 persen. Hasil keputusan rapat
merupakan organ Perseroan dengan kewenangan secara lengkap kemudian dipublikasikan di portal
tertinggi yang berperan dalam pengambilan web Tempo.co pada 28 Mei 2025 dan website
keputusan strategis serta perlindungan Korporat (tempo.id). RUPS Tahunan tersebut pada
kepentingan pemegang saham. Melalui RUPS, prinsipnya memutuskan serta menyetujui hal-hal
pemegang saham memiliki kesempatan untuk sebagai berikut:
Kuorum Tidak
No Mata Acara Setuju Abstain Ringkasan Keputusan
Kehadiran Setuju
Persetujuan Laporan Menyetujui Laporan Tahunan 2024
1 Tahunan dan Laporan Ya 100% 0% 0% dan memberikan acquit et de charge
Keuangan 2024 kepada Direksi dan Dewan Komisaris
Tidak membagikan dividen; laba bersih
Persetujuan Penggunaan
2 Ya 100% 0% 0% Rp2.187.240.000 dicatat sebagai
Laba Bersih
cadangan dan laba ditahan
Memberikan wewenang kepada Dewan
3 Penunjukan Akuntan Publik Ya 100% 0% 0%
Komisaris menunjuk Akuntan Publik
Penetapan Remunerasi Menyetujui honorarium Dewan
4 Direksi dan Dewan Ya 100% 0% 0% Komisaris dan pelimpahan penetapan
Komisaris gaji Direksi kepada Dewan Komisaris
Persetujuan Susunan Direksi Menyetujui susunan Direksi dan Dewan
5 Ya 99,99% 0% 0,01%
dan Dewan Komisaris Komisaris periode sampai RUPST 2029
52 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Analisis dan Pembahasan Manajemen
Susunan Direksi dan Dewan Komisaris Perseroan Pemegang Saham Tahunan Perseroan untuk
untuk masa jabatan terhitung sejak ditutupnya Tahun Buku 2029 yang akan diselenggarakan
Rapat sampai dengan ditutupnya Rapat Umum pada tahun 2030 adalah sebagai berikut:
Direksi
Arif Zulkifli : sebagai Direktur Utama
Budi Setyarso : sebagai Direktur
Sebastian Kinaatmaja : sebagai Direktur
Anak Agung Gde Bagus Wahyu Dhyatmika : sebagai Direktur
Ade Liesnasari : sebagai Direktur
Dewan Komisaris
Goenawan Mohamad : sebagai Komisaris Utama
Leonardi Kusen : sebagai Komisaris Independen
Cornelis Paul Tehusijarana : sebagai Komisaris Independen
Bambang Harymurti : sebagai Komisaris
Kristianto Indrawan : sebagai Komisaris
DEWAN KOMISARIS secara berkala serta memberikan rekomendasi
Dewan Komisaris menjalankan fungsi terkait isu strategis yang dapat mempengaruhi
pengawasan terhadap pengelolaan Perseroan kinerja dan keberlanjutan usaha Perseroan.
oleh Direksi serta memberikan nasihat strategis Pelaksanaan fungsi pengawasan dilakukan
guna memastikan pengelolaan Perseroan melalui rapat Dewan Komisaris dan rapat
berjalan sesuai dengan kepentingan pemegang gabungan dengan Direksi, serta melalui
saham dan prinsip tata kelola perusahaan yang koordinasi dengan komite-komite di bawah
baik. Dewan Komisaris. Melalui mekanisme tersebut,
Pengawasan Dewan Komisaris mencakup Dewan Komisaris memastikan efektivitas
penelaahan atas strategi Perseroan, kinerja pengawasan dan penerapan tata kelola
keuangan, implementasi rencana kerja, serta perusahaan yang baik.
pengelolaan aset dan risiko. Dewan Komisaris Komposisi Dewan Komisaris Perseroan adalah
juga melakukan evaluasi atas laporan Direksi sebagai berikut:
Afiliasi dengan Pemegang
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Saham Utama
Komisaris RUPST tahun buku Pemegang saham PT
Goenawan S. Mohamad RUPST tahun buku 2019
Utama 2029 Grafiti Pers
Komisaris RUPST tahun buku
Leonardi Kusen RUPST Tahun buku 2019 -
Independen 2029
RUPST tahun buku Direktur Utama PTGrafiti
Kristianto Indrawan Komisaris RUPST Tahun buku 2023
2029 Pers
Komisaris RUPST tahun buku
Cornelis Paul Tehusijarana RUPST Tahun buku 2023 -
Independen 2029
RUPST tahun buku
Bambang Harymurti Komisaris RUPST Tahun buku 2019 -
2029
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 53
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Rapat resmi Dewan Komisaris dilaksanakan DIREKSI
minimal enam kali dalam satu tahun buku. Direksi bertanggung jawab atas pengelolaan
Selain melaksanakan rapat resmi, Dewan Perseroan sesuai dengan maksud dan tujuan yang
Komisaris melakukan koordinasi, komunikasi, ditetapkan dalam Anggaran Dasar serta untuk
dan pengawasan melalui pertemuan-pertemuan menciptakan nilai jangka panjang bagi pemegang
informal atau forum konsultasi anggota Dewan saham. Dalam menjalankan fungsi tersebut,
Komisaris dan Direksi. Direksi menetapkan rencana kerja dan anggaran,
mengawasi pelaksanaan strategi bisnis, serta
PELATIHAN DEWAN KOMISARIS melakukan evaluasi kinerja operasional dan
Guna menunjang tugas dan tanggung jawab keuangan Perseroan.
yang diemban Dewan Komisaris, para anggota Direksi juga bertanggung jawab atas
Dewan Komisaris juga mengikuti seminar atau penyusunan laporan tahunan, pengambilan
pelatihan yang diselenggarakan, baik di dalam keputusan strategis, dan mewakili Perseroan
maupun luar negeri. dalam hubungan dengan pemangku kepentingan.
Untuk meningkatkan efektivitas pengelolaan,
RAPAT DEWAN KOMISARIS Direksi membawahkan fungsi-fungsi strategis
Dewan Komisaris menyelenggarakan rapat yang mendukung operasional dan pengembangan
sekurang-kurangnya enam kali dalam satu tahun bisnis Perseroan.
atau sewaktu-waktu apabila diperlukan oleh
anggota Dewan Komisaris atau atas permintaan DIREKTUR UTAMA
pemegang saham. Direktur Utama menetapkan visi, misi, dan
Sepanjang tahun 2025, Dewan Komisaris telah arah strategis Perseroan, serta memastikan
menyelenggarakan enam kali rapat internal. keselarasan lintas direktorat guna mendorong
Rapat tersebut membahas evaluasi kinerja pertumbuhan berkelanjutan dan keberhasilan
Perseroan, penelaahan laporan Direksi, serta isu transformasi digital. Direktur Utama juga
strategis yang berkaitan dengan pengelolaan mengelola hubungan strategis dengan investor,
risiko dan implementasi rencana kerja. regulator, dan mitra, mengawasi kinerja seluruh
direktorat, serta mengambil keputusan
PELAKSANAAN TUGAS DEWAN KOMISARIS atas inisiatif strategis lintas fungsi untuk
Sepanjang 2025, Dewan Komisaris meningkatkan nilai pemegang saham.
melaksanakan fungsi pengawasan terhadap
pengelolaan Perseroan secara aktif. Kegiatan DIREKTUR MEDIA DAN PENGEMBANGAN BISNIS
tersebut meliputi penelaahan dan pemberian Direktur Media dan Pengembangan Bisnis
persetujuan atas rencana kerja Perseroan, merumuskan strategi produksi konten
evaluasi berkala terhadap kinerja operasional multiplatform untuk memperkuat monetisasi
dan keuangan, serta pemberian rekomendasi media cetak dan digital, meningkatkan
strategis kepada Direksi. pendapatan melalui inovasi konten, distribusi,
Dewan Komisaris juga melakukan pengawasan dan kolaborasi eksternal, serta mengembangkan
terhadap efektivitas komite-komite di bawahnya, unit bisnis kreatif seperti film, animasi, dan
serta memberikan arahan terkait pengelolaan intellectual property baru guna menciptakan
risiko, penguatan tata kelola, dan implementasi sumber pendapatan tambahan. Fungsi ini
strategi Perseroan. Selain itu, Dewan Komisaris juga mendorong efisiensi produksi untuk
memberikan masukan atas isu-isu strategis meningkatkan profitabilitas.
yang berpotensi mempengaruhi kinerja dan
keberlanjutan usaha Perseroan. DIREKTUR TRANFORMASI DIGITAL
Melalui kegiatan tersebut, Dewan Komisaris Direktur Transformasi Digital bertanggung
memastikan bahwa pengelolaan Perseroan jawab membangun platform digital dan
berjalan sesuai dengan kepentingan pemegang ekosistem distribusi konten yang skalabel,
saham dan prinsip tata kelola perusahaan yang meningkatkan basis pelanggan digital melalui
baik. model subscription, paywall, dan freemium,
54 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Analisis dan Pembahasan Manajemen
Tata Kelola Perusahaan
serta mengembangkan layanan digital seperti memperluas basis pendapatan.
riset, pelatihan, dan dokumenter sebagai sumber
pendapatan baru berbasis digital. DIREKTUR LAYANAN BISNIS
Direktur Layanan Bisnis merancang strategi
DIREKTUR PEMASARAN DAN PENJUALAN pengembangan modal dan investasi, termasuk
Direktur Pemasaran dan Penjualan bertanggung inisiatif akuisisi, merger, dan kemitraan strategis,
jawab meningkatkan pendapatan iklan dan serta mengelola fungsi keuangan, perpajakan,
produk turunannya melalui strategi pemasaran dan pelaporan guna menjaga kesehatan keuangan
terintegrasi untuk seluruh unit bisnis, Perseroan. Fungsi ini juga mengoptimalkan
pengembangan penjualan iklan, sponsorship, dan pengelolaan arus kas, strategi penagihan, dan
event activation, serta penguatan positioning layanan internal untuk mendukung pertumbuhan
brand dan hubungan dengan klien strategis untuk bisnis dan efisiensi operasional.
KOMPOSISI DIREKSI PERSEROAN ADALAH SEBAGAI BERIKUT:
Afiliasi dengan
Nama Jabatan Dasar Pengangkatan Masa Jabatan Pemegang Saham
Utama
RUPST Tahun buku
Arif Zulkifli Direktur Utama RUPLB pada tahun 2021 -
2029
Direktur Media dan RUPST Tahun buku
Budi Setyarso RUPLB pada tahun 2021 -
Pengembangan Bisnis 2029
RUPST tahun buku
Sebastian Kinaatmaja Direktur Layanan Bisnis RUPST tahun buku 2019 -
2029
Anak Agung Gde Wahyu Direktur Transformasi RUPST tahun buku
RUPST tahun buku 2024 -
Dhyatmika Digital 2029
Direktur Pemasaran dan RUPST tahun buku
Ade Liesnasari RUPST tahun buku 2024 -
Penjualan 2029
PELATIHAN DIREKSI akuntabilitas, tanggung jawab, independensi,
Dalam rangka meningkatkan dan dan kewajaran guna memastikan pengelolaan
mengembangkan kompetensi para anggota Perseroan yang efektif dan berkelanjutan.
Direksi guna mendukung pelaksanaan tugas Sebagai bagian dari penguatan tata kelola,
pengelolaan Perusahaan, yang menjadi tanggung Perseroan memiliki fungsi Audit Internal yang
jawab utamanya, Direksi telah mengikuti berbagai mendukung evaluasi kinerja dan efektivitas
seminar, workshop, konferensi, dan talk show, baik pengendalian internal baik secara finansial
di dalam maupun luar negeri. Para Direktur juga maupun operasional. Fungsi ini membantu Direksi
menyelenggarakan kegiatan ceramah atau diskusi dalam meningkatkan kualitas pengambilan
sebagai sarana berbagi ilmu dan pengetahuan keputusan dan pengelolaan risiko.
dengan masyarakat. Direksi juga menerapkan program
pengembangan kepemimpinan untuk memastikan
PENERAPAN TATA KELOLA keberlanjutan manajemen dan kesiapan talenta
Direksi Perseroan menjalankan tugas dan internal dalam mendukung strategi jangka panjang
tanggung jawabnya dengan mengacu pada Perseroan. Selain itu, Direksi menyelenggarakan
pedoman yang ditetapkan dalam Rapat Umum rapat koordinasi secara berkala untuk memantau
Pemegang Saham serta prinsip tata kelola kinerja operasional, menyelaraskan strategi, serta
perusahaan yang baik. Pelaksanaan fungsi Direksi memastikan implementasi kebijakan berjalan
dilakukan berdasarkan prinsip transparansi, efektif di seluruh unit usaha.
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KEHADIRAN RAPAT DIREKSI manajemen risiko.
Sepanjang tahun 2025, Direksi menyelenggarakan Komite Audit terdiri atas tiga anggota, yang
rapat secara rutin dengan frekuensi rata-rata dua terdiri dari dua Komisaris Independen dan satu
kali setiap minggu. Tingkat kehadiran rata-rata anggota dari luar Perseroan. Komite Audit
anggota Direksi dalam rapat tersebut mencapai diketuai oleh Komisaris Independen, dengan
80%. Rapat Direksi digunakan untuk membahas dukungan Sekretaris Perusahaan sebagai
kinerja operasional, evaluasi strategi, serta fasilitator dan pelaksana fungsi sekretariat.
pengambilan keputusan manajerial Perseroan. Komite Audit membantu Dewan Komisaris
dalam menelaah laporan keuangan,
RAPAT GABUNGAN DEWAN KOMISARIS mengevaluasi efektivitas pengendalian
DAN DIREKSI internal, serta memberikan rekomendasi
Sebagai bagian dari penerapan tata kelola atas pelaksanaan kebijakan yang ditetapkan
perusahaan yang baik, Dewan Komisaris dan Perseroan. Selain itu, Komite Audit juga
Direksi menyelenggarakan rapat gabungan melakukan penelaahan atas laporan Direksi dan
sekurang-kurangnya tiga kali dalam satu tahun unit kerja terkait, baik laporan keuangan maupun
buku. Rapat gabungan tersebut digunakan laporan kegiatan operasional.
untuk membahas kinerja Perseroan, evaluasi Dalam menjalankan tugasnya, Komite Audit
strategi, serta isu-isu penting yang memerlukan dapat meminta pendapat ahli independen
koordinasi antara Dewan Komisaris dan Direksi. apabila diperlukan guna meningkatkan kualitas
Sepanjang tahun 2025, Dewan Komisaris pengawasan. Sepanjang tahun 2025, Komite
dan Direksi menyelenggarakan enam kali rapat Audit menyelenggarakan pertemuan koordinasi
gabungan dengan tingkat kehadiran rata-rata secara berkala setiap bulan dengan tingkat
anggota Direksi dan Dewan Komisaris sebesar kehadiran 100%.
100%. Anggota Komite Audit Periode 2025-2030
berdasarkan Surat Keputusan Dewan Komisaris,
REMUNERASI DIREKSI DAN DEWAN KOMISARIS Nomor: 001/SK/Kom-TIM/VI/2025
Penetapan remunerasi Dewan Komisaris
dan Direksi dilakukan berdasarkan lingkup Leonardi Kusen: Ketua (lihat di profil Dewan
tugas, tanggung jawab, kinerja Perseroan, serta Komisaris)
praktik pasar yang berlaku. Proses penetapan
diawali dengan rekomendasi Komite Nominasi C Paul Tehusijarana: Anggota (lihat di profil
dan Remunerasi, yang kemudian diajukan Dewan Komisaris)
kepada Rapat Umum Pemegang Saham untuk
memperoleh persetujuan. Herry Hernawan: Anggota
Struktur remunerasi terdiri atas komponen Anggota Kelahiran
tetap dan variabel yang mempertimbangkan Bandung, 22 Desember
pencapaian kinerja Perseroan serta 1958 merupakan lulusan
keberlanjutan usaha dalam jangka panjang. Magister Manajemen PPM
Jumlah remunerasi untuk tahun buku 2025 ini pernah menjabat Direktur
yang dibayarkan kepada Dewan Komisaris dan Percetakan dan Perdagangan
Direksi adalah Rp 5,2 miliar. Besaran tersebut PT Tempo Inti Media Tbk dan menjabat Direktur
dinilai sejalan dengan kinerja Perseroan dan Utama PT Temprint.
tetap memperhatikan prinsip kehati-hatian serta
kepentingan pemegang saham. Salah satu tugas Komite Audit adalah
memberikan sumbangan ataupun saran untuk
ORGAN PERUSAHAAN memperbaiki kinerja keuangan perseroan, di
KOMITE AUDIT samping melakukan kontrol finansial dan risiko
Sebagai bagian dari penerapan Good Corporate manajemen atas sebuah perseroan. Salah
Governance, Perseroan membentuk Komite Audit satu hasil signifikan saran komite audit yang
di bawah Dewan Komisaris untuk membantu dilaksanakan dewan komisaris adalah adanya
pelaksanaan fungsi pengawasan terhadap perbaikan kinerja keuangan Perseroan pada akhir
pelaporan keuangan, pengendalian internal, dan tahun ini.
56 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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Analisis dan Pembahasan Manajemen
Tata Kelola Perusahaan
Selama 2025, Komite Audit telah Dewan Komisaris)
melaksanakan berbagai program kerja, yang
meliputi: Jajang Jamaludin: Anggota
l Pengawasan terhadap laporan keuangan Jajang lahir pada 1975 dan
konsolidasian interim dan laporan keuangan merupakan lulusan Fakultas
konsolidasian tahunan. Ilmu Sosial dan Ilmu Politik
l Pengawasan terhadap rencana kerja serta hasil/ Universitas Padjadjaran dan
temuan dari auditor eksternal. Magister Komunikasi Politik di
l Pengawasan terhadap rencana kerja dan hasil Universitas Paramadina, Jakarta.
pelaporan Internal Audit. Mengawali karier di Tempo sebagai jurnalis, Jajang
Rapat Komite Audit sesuai dengan ketentuan kemudian sempat menjabat sebagai reporter dan
dalam Piagam Komite Audit, sepanjang 2025 editor di Tempointeraktif.com, Koran Tempo, dan
dilaksanakan satu kali dalam setiap kuartal, yang majalah Tempo. Sebelum menjabat sebagai wakil
dihadiri semua pengurus Komite Audit. direktur dan sekretaris perusahaan Tempo Media
Tbk., Jajang menjabat sebagai Pemimpin Redaksi
PENGUNGKAPAN INDEPENDENSI KOMITE AUDIT koran Tempo.
Semua Anggota Komite Audit merupakan
para profesional dibidangnya dan dipilih antara RAPAT KOMITE NOMINASI DAN REMUNERASI
lainberdasarkan integritas, kompetensi, Sepanjang tahun 2025, Komite Nominasi dan
pengalaman, dan pengetahuan dibidang Remunerasi melaksanakan tiga kali rapat dengan
keuangan. Keanggotaan Komite Audit wajib tingkat kehadiran rata-rata anggota sebesar
memenuhi persyaratan independensi yang diatur 100%. Rapat tersebut membahas evaluasi
OJK. remunerasi Direksi serta proses nominasi
manajemen Perseroan.
KOMITE NOMINASI DAN REMUNERASI
Komite Nominasi dan Remunerasi bertugas LEMBAGA OMBUDSMAN TEMPO
memberikan rekomendasi kepada Dewan Ombudsman Tempo merupakan mekanisme
Komisaris terkait nominasi dan remunerasi independen yang berfungsi sebagai sarana
anggota Dewan Komisaris dan Direksi Perseroan pengelolaan risiko reputasi dan kualitas produk
serta anak perusahaan. Komite ini juga melakukan jurnalistik. Lembaga ini menjadi penghubung
evaluasi terhadap struktur remunerasi guna antara pembaca atau sumber berita dengan
memastikan keselarasan dengan kinerja dan manajemen redaksi atas keberatan terhadap
kondisi Perseroan. produk jurnalistik yang dipublikasikan, sekaligus
Sepanjang tahun 2025, Komite Nominasi dan melakukan penelaahan untuk memastikan
Remunerasi memberikan rekomendasi kepada kepatuhan terhadap standar jurnalistik.
Dewan Komisaris mengenai remunerasi Direksi Sepanjang 2025, Ombudsman menerima dan
serta melakukan penelaahan atas calon anggota menindaklanjuti berbagai masukan, kritik, dan
Direksi pada anak usaha Perseroan. pengaduan dari pembaca. Setiap pengaduan
ditelaah, diklarifikasi, dan disampaikan kepada
KOMPOSISI KOMITE NOMINASI pimpinan media terkait untuk ditindaklanjuti.
DAN REMUNERASI Ombudsman juga memberikan rekomendasi
Komite Nominasi dan Remunerasi diketuai perbaikan, termasuk langkah korektif dan
Komisaris Independen dengan anggota komisaris sanksi apabila ditemukan pelanggaran yang
perseroan dan profesional. Berdasarkan SK signifikan, dengan tetap memberikan kesempatan
Dewan Komisaris: 002/SK/Kom-TIM/VI/2025, penjelasan kepada pihak terkait.
Anggota Komite Nominasi dan Remunerasi Keberadaan Ombudsman ini menjadi bagian dari
Periode 2025-2030 adalah sebagai berikut: sistem pengendalian internal Perseroan dalam
memitigasi risiko hukum dan reputasi, serta
Leonardi Kusen: Ketua (lihat di profil Dewan menjaga kredibilitas dan kepercayaan publik
Komisaris) terhadap produk jurnalistik Perseroan.
Berdasarkan SK Nomor: 002/SK/Dirut-THlTlll/
Kristianto Indrawan : Anggota (lihat di profil lll/2021 Lembaga Ombudsman beranggotakan:
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 57
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Nama Jabatan
komunikasi dengan investor dan pemangku
kepentingan, serta mendukung implementasi
Arif Zulkifli Dewan Pembina tata kelola perusahaan yang baik. Selain
Purwani Diyah Prabandari Koordinator itu, Corporate Secretary berperan dalam
Yudianto Sri Wicaksono Sekretaris menjaga transparansi informasi, meningkatkan
kualitas komunikasi pasar, serta mendukung
Philipus SMS Parera Anggota
pembentukan persepsi positif investor terhadap
Jalang Jamaludin Anggota kinerja dan prospek Perseroan.
Kurniawan Anggota
AUDIT INTERNAL
Priatna Anggota
Fungsi Audit Internal Perseroan dilaksanakan
Sunudyantoro Anggota secara independen untuk memastikan efektivitas
pengendalian internal, manajemen risiko, dan
KOMITE ETIK kepatuhan terhadap kebijakan perusahaan. Audit
Komite Etik dibentuk sebagai bagian dari Internal berperan melakukan audit berbasis risiko
penerapan tata kelola perusahaan untuk (risk-based audit) atas aspek keuangan maupun
memastikan kepatuhan terhadap Kode Etik operasional, serta mengevaluasi kecukupan
Wartawan Tempo serta menjaga integritas sistem pengendalian internal Perseroan.
produk jurnalistik Perseroan. Komite ini bertugas Audit Internal memiliki fungsi antara
menelaah keberatan Terlapor atas rekomendasi lain menetapkan Piagam Audit Internal,
Ombudsman terkait dugaan pelanggaran kode melaksanakan audit keuangan dan operasional,
etik, sebagai mekanisme peninjauan independen serta memberikan rekomendasi perbaikan kepada
sebelum keputusan final ditetapkan. manajemen. Hasil audit dilaporkan kepada
Majelis Komite Etik bersifat ad hoc dan Direktur Utama dan Komite Audit sebagai bagian
terdiri atas perwakilan lintas fungsi guna dari mekanisme pengawasan guna meningkatkan
menjaga independensi serta menghindari efektivitas tata kelola dan pengelolaan risiko
benturan kepentingan. Komite Etik memberikan Perseroan.
rekomendasi tindakan atas setiap perkara yang Melalui pelaksanaan fungsi tersebut, Audit
ditelaah. Internal mendukung peningkatan akuntabilitas,
Keberadaan Komite Etik mendukung transparansi, serta keandalan laporan keuangan
pengendalian risiko reputasi dan risiko hukum Perseroan.
Perseroan, serta menjaga kredibilitas dan Audit Internal saat ini dilaksanakan Lanang
kepercayaan publik terhadap produk jurnalistik Kharisma Perdana merupakan lulusan Fakultas
Perseroan. Ekonomi UPN Veteran, yang pernah bekerja di
kantor akuntan publik Hertanto, Siddik, dan Rekan
CORPORATE SECRETARY serta PT Mega Finance dengan jabatan staf
Terhitung sejak 06 Desember 2023 Corporate auditor dan bergabung di Perseroan sejak 2013.
Secretary dijabat oleh Jajang Jamaludin.
Lihat profil di komite Nominasi dan Remunerasi AUDIT EKSTERNAL
Corporate Secretary menjalankan fungsi Laporan Keuangan Konsolidasian Perseroan
kepatuhan dan komunikasi pasar modal sesuai yang berakhir pada 31 Desember 2025 diaudit
ketentuan regulator, serta berperan sebagai oleh Kantor Akuntan Publik Djoko, Sidik & Indra.
penghubung antara Perseroan dengan Otoritas Penugasan audit tersebut merupakan tahun
Jasa Keuangan, Bursa Efek Indonesia, dan keempat secara berturut-turut dengan signing
pemegang saham. Fungsi ini memastikan partner Solikhin, S.E, M.Ak., Ak., CA., CPA., CFI.
kepatuhan terhadap peraturan pasar modal, Auditor eksternal tersebut ditunjuk berdasarkan
pengelolaan Rapat Umum Pemegang Saham, rekomendasi Komite Audit dan dinilai independen
serta keterbukaan informasi yang tepat waktu sesuai ketentuan yang berlaku. Laporan oleh
dan akurat kepada publik. Kantor Akuntan Publik Djoko, Sidik & Indra untuk
Corporate Secretary juga memberikan Laporan Keuangan Konsolidasian Perseroan untuk
pandangan kepada manajemen terkait tahun buku 2025 memberikan opini: wajar dalam
perkembangan regulasi, mengoordinasikan semua hal yang material.
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Analisis dan Pembahasan Manajemen
Tata Kelola Perusahaan
GOOD CORPORATE GOVERNANCE (TATA KELOLA corporate citizen.
PERUSAHAAN YANG BAIK) Responsibility dicapai dengan penerapan
Penerapan Good Corporate Governance (GCG) deskripsi kerja yang jelas serta rencana kerja yang
di Perseroan dilakukan secara menyeluruh oleh matang, diimbangi penghargaan dan penindakan
seluruh organ perusahaan, yaitu Rapat Umum yang tepat. Semua itu diharapkan menimbulkan
Pemegang Saham, Dewan Komisaris, Direksi, tanggung jawab atas tugas tiap unit kerja dan
dan didukung oleh Corporate Secretary serta departemen.
fungsi pengendalian internal. Penerapan GCG
bertujuan memastikan pengelolaan Perseroan INDEPENDENSI (INDEPENDENCY)
yang transparan, akuntabel, bertanggung jawab, Penerapan prinsip GCG yang berkelanjutan
independen, dan adil dalam rangka menciptakan melalui kegiatan operasional yang independen
nilai jangka panjang bagi pemegang saham. dan profesional tanpa ada benturan kepentingan
Perseroan menerapkan prinsip-prinsip GCG serta tanpa tekanan atau intervensi dari pihak
melalui keterbukaan informasi yang tepat waktu manapun yang tidak sesuai dengan peraturan-
dan akurat, pelaksanaan RUPS sesuai ketentuan peraturan yang berlaku.
regulator, penguatan mekanisme pengawasan
oleh Dewan Komisaris, serta penerapan sistem KEWAJARAN DAN KESETARAAN (FAIRNESS)
pengendalian internal. Prinsip tersebut juga Senantiasa memperhatikan kepentingan
diimplementasikan dalam proses pengambilan pemegang saham dan pemangku kepentingan
keputusan, pengelolaan risiko, dan hubungan lainnya serta memberikan jaminan perlakuan
dengan pemangku kepentingan. yang adil di antara beragam kepentingan dalam
perusahaan.
Prinsip GCG yang diterapkan meliputi:
RISIKO USAHA
KETERBUKAAN (TRANSPARENCY) Perseroan menghadapi berbagai risiko usaha
Menjaga obyektivitas dalam menjalankan yang berasal dari dinamika industri media dan
bisnis, Perseroan harus menyediakan informasi perkembangan teknologi digital. Risiko utama
yang material dan relevan dengan caramudah meliputi perubahan pola konsumsi media dari
diakses dan dipahami pemangku kepentingan. cetak ke digital, persaingan dengan platform
Semua pelaksanaan tugas dan tanggung digital dan media online, fluktuasi kondisi
jawab dilakukan secara terbuka dengan prinsip ekonomi yang mempengaruhi belanja iklan, serta
meritokrasi.Setiap orang atau unit kerja diberi risiko hukum terkait produk jurnalistik.
hak dan kewajiban seimbang, termasuk dalam Selain itu, Perseroan juga menghadapi risiko
penentuanpenghargaan atas prestasi yang perubahan regulasi, fluktuasi nilai tukar yang
dilakukan secara kolektif dan terbuka. berdampak pada biaya operasional tertentu,
serta risiko reputasi yang dapat timbul dari
AKUNTABILITAS (ACCOUNTABILITY) pemberitaan. Risiko-risiko tersebut berpotensi
Mempertanggungjawabkan kinerja Perseroan mempengaruhi kinerja pendapatan, profitabilitas,
secara transparan dan wajar. dan pertumbuhan Perseroan.
Prinsip ini dilakukan dengan menerapkan Untuk memitigasi risiko tersebut, Perseroan
pengecekan ulang dan supervisi berjenjang melakukan diversifikasi sumber pendapatan
serta berlapis antarunit dan departemen.Dengan melalui pengembangan bisnis digital,
demikian, penggunaan fasilitas Perseroan secara memperkuat kualitas produk jurnalistik, serta
finansial memiliki pertanggungjawaban yang menerapkan mekanisme pengendalian risiko
jelas. hukum melalui penerapan Kode Etik Jurnalistik,
pemberian hak jawab, dan penyelesaian sengketa
PERTANGGUNGJAWABAN (RESPONSIBILITY) melalui Dewan Pers. Perseroan juga melakukan
Mematuhi peraturan perundang-undangan pelatihan berkala kepada tim redaksi guna
serta melaksanakan tanggung jawab terhadap menjaga standar profesionalisme dan mengurangi
masyarakat dan lingkungan sehingga dapat potensi risiko hukum.
terpelihara kesinambungan usaha dalam jangka Pendekatan tersebut merupakan bagian dari
panjang dan mendapat pengakuan sebagai good pengelolaan risiko yang berkelanjutan guna
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 59
Page 60
menjaga stabilitas kinerja dan keberlanjutan dan risiko hukum yang dapat timbul dari kegiatan
usaha Perseroan. jurnalistik. Kode etik ini disosialisasikan secara
berkelanjutan kepada seluruh jajaran redaksi,
MASALAH HUKUM serta menjadi pedoman dalam proses editorial
Sepanjang 2025, Perseroan memiliki 1 perkara guna memastikan kualitas dan kredibilitas konten
hukum, yaitu: yang dipublikasikan.
Melalui penerapan kode etik tersebut,
Nama Perkara : Gugatan Perbuatan Melawan
Hukum oleh Menteri Pertanian Perseroan berupaya menjaga kepercayaan publik,
Republik Indonesia, tanggal memperkuat nilai jurnalisme Tempo, serta
1 Juli 2025 dengan Nomor mendukung keberlanjutan usaha dalam industri
Register: 684/Pdt.G/2025/PN
Jkt.Sel media yang kompetitif.
Jenis Perkara : Perdata
BUDAYA PERUSAHAAN
Posisi : Tergugat
Perseroan Penerapan Budaya Perusahaan diawali dengan
mengevaluasi visi dan misi Perusahaan serta
Pengadilan : Pengadilan Negeri Jakarta
Selatan menggali nilai-nilai yang menjadi keunggulan
Pokok Perkara : Gugatan perbuatan melawan
kompetitif perusahaan selama perjalanan Tempo.
hukum oleh Menteri Pertanian Nilai-nilai Perseroan tersebut adalah tepercaya,
RI terhadap Perseroan terkait merdeka, dan profesional.
pemberitaan “Poles-Poles Beras
Tepercaya : Menjunjung tinggi integritas
Busuk” yang dianggap melanggar
kode etik jurnalistik dan tidak dalam setiap ucapan dan
melaksanakan rekomendasi tindakan.
Dewan Pers, dengan tuntutan
Merdeka : Bebas mengekspresikan
ganti rugi materiil dan immateriil.
diri dengan menghargai
Status : Putusan Pengadilan Tinggi DKI
Jakarta Nomor 1402/Pdt/2025/ keberagaman.
PT DKI tertanggal 20 Januari Profesional : Selalu bekerja dengan
2026 menguatkan putusan standar kompetensi tertinggi.
pengadilan tingkat pertama
yang menolak seluruh gugatan
Penggugat. Terhadap putusan Perseroan menerapkan budaya perusahaan
banding tersebut, Menteri sebagai fondasi penguatan sumber daya
Pertanian Republik Indonesia
tidak mengajukan upaya hukum manusia dalam mendukung strategi bisnis dan
lanjutan. transformasi digital.
Dampak : Perkara ini tidak menimbulkan Nilai tersebut diterjemahkan ke dalam
Terhadap dampak material terhadap kompetensi inti yang mencakup inovasi,
Perseroan kondisi keuangan maupun integritas, kerja sama, orientasi pencapaian,
kegiatan operasional Perseroan.
dan fokus pada pemangku kepentingan.
KODE ETIK Kompetensi inti ini digunakan sebagai acuan
Perseroan menerapkan Kode Etik Wartawan dalam pengembangan karyawan, peningkatan
Tempo sebagai bagian dari tata kelola produktivitas, serta penguatan kolaborasi lintas
perusahaan untuk menjaga integritas, unit.
independensi, dan profesionalisme dalam Penerapan budaya perusahaan diharapkan
penyajian produk jurnalistik. Kode etik tersebut dapat meningkatkan kualitas sumber daya
ditetapkan berdasarkan Surat Keputusan Direksi manusia, memperkuat daya saing Perseroan,
dan berlaku bagi seluruh insan redaksi. serta mendukung keberlanjutan pertumbuhan
Penerapan Kode Etik Wartawan menjadi salah bisnis di tengah dinamika industri media dan
satu mekanisme pengendalian risiko reputasi digital.
60 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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TABEL PENERAPAN TATA KELOLA PERUSAHAAN
Penerapan
No Prinsip dan Rekomendasi
Penuh Sebagian Belum
Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS)
Prosedur teknis pengumpulan suara. V
1
Kehadiran Direksi dan Dewan Komisaris. V
Risalah RUPS di Web. V
Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor
Kebijakan Komunikasi dengan Investor dan Pemegang Saham. V
2
Mengungkapkan kebijakan Komunikasi kepada Investor dan Pemegang Saham dalam
V
Web.
Memperkuat Keanggotaan dan Komposisi Dewan Komisaris
Penentuan jumlah anggota Dewan Komisaris mempertimbangkan kondisi Perusahaan
V
3 Terbuka.
Penentuan komposisi anggota Dewan Komisaris memperhatikan keberagaman
V
keahlian, pengetahuan, dan pengalaman yang dibutuhkan.
Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris
Kebijakan Dewan Komisaris untuk menilai sendiri kinerja anggota Dewan Komisaris. V
Kebijakan Dewan Komisaris untuk menilai sendiri kinerja anggota Dewan Komisaris
4 V
melalui Laporan tahunan.
Dewan Komisaris mempunyai kebijakan terkait dengan pengunduran diri anggotanya. V
Komite yang menjalankan fungsi Nominasi dan Remunerasi menyusun kebijakan
V
suksesi dalam proses Nominasi anggota Direksi.
Memperkuat Keanggotaan dan Komposisi Direksi
Penentuan jumlah anggota Direksi mempertimbangkan kondisi Perusahaan Terbuka
V
5 serta efektivitas dalam pengambilan keputusan.
Anggota Direksi yang membawahkan bidang akuntansi atau keuangan memiliki keahlian
V
dan/atau pengetahuan di bidang akuntansi.
Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi
Direksi mempunyai kebijakan penilaian sendiri (self assessment) untuk menilai
V
kinerja Direksi.
6 Kebijakan penilaian sendiri (self assessment) untuk menilai kinerja Direksi
V
diungkapkan melalui laporan tahunan.
Direksi mempunyai kebijakan terkait dengan pengunduran diri anggota Direksi apabila
V
terlibat dalam kejahatan keuangan.
Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan
Perusahaan Terbuka memiliki kebijakan mencegah terjadinya insider trading. V
Perusahaan Terbuka memiliki kebijakan tentang seleksi dan peningkatan
V
kemampuan pemasok atau vendor.
7
Perusahaan Terbuka memiliki kebijakan tentang pemenuhan hak-hak kreditor. V
Perusahaan Terbuka memiliki kebijakan sistem whistleblowing. V
Perusahaan Terbuka memiliki kebijakan pemberian insentif jangka panjang kepada
V
Direksi dan karyawan.
Meningkatkan Pelaksanaan Keterbukaan Informasi
Perusahaan Terbuka memanfaatkan penggunaan teknologi informasi secara lebih
V
8 luas selain Situs Web sebagai media keterbukaan informasi.
Laporan Tahunan Perusahaan Terbuka mengungkapkan pemilik manfaat akhir dalam
V
kepemilikan saham Perusahaan Terbuka paling sedikit 5 persen (lima persen).
Laporan Tahunan 2025 PT Tempo Inti Media Tbk 61
Page 62
7
Tanggung Jawab Sosial
dan Lingkungan Korporat
memanfaatkan kesempatan ini untuk mengenal
lebih dekat praktik bisnis di industri media
Perseroan. Dalam kegiatan tersebut, peserta
diperkenalkan pada keseluruhan proses kerja,
mulai dari tahapan produksi konten hingga aspek
pengelolaan bisnis media, serta berkesempatan
berdialog langsung dengan para profesional di
lingkungan Perseroan.
Di sisi sosial, Tempo Media Group secara aktif
memperkuat peran pemberdayaan masyarakat
S
melalui kolaborasi dengan Astra Group dalam
ebagai bagian dari komitmen pengembangan usaha mikro, kecil dan menengah
berkelanjutan terhadap tanggung jawab (UMKM) di lingkungan sekitar. Wujud nyata dari
sosial dan lingkungan perusahaan inisiatif ini adalah pembukaan Kedai Palmerah
(TJSL), PT Tempo Inti Media Tbk terus yang berlokasi di gedung Tempo dan terbuka
menghadirkan berbagai inisiatif yang memberikan bagi masyarakat umum. Fasilitas ini dirancang
manfaat nyata bagi masyarakat. Perseroan tidak sebagai sarana bagi pelaku UMKM untuk
hanya berfokus pada kegiatan operasional, tetapi memperluas akses pasar dalam lingkungan
juga berupaya menciptakan hubungan yang yang lebih representatif, khususnya di kawasan
harmonis dengan lingkungan sekitar domisili perkantoran, sekaligus menjadi bagian dari upaya
kantor serta berkontribusi pada pengembangan Perseroan dalam menciptakan dampak sosial
kualitas sumber daya manusia. yang berkelanjutan.
Di lingkungan sekitar gedung Tempo, Perseroan Melalui inisiatif tersebut, Perseroan bersama
secara konsisten melaksanakan kegiatan sosial Astra Group tidak hanya menyediakan ruang
yang melibatkan masyarakat setempat. Berbagai usaha tetapi secara aktif melakukan pembinaan
program seperti penyaluran hewan kurban dan serta pemberian berbagai bentuk dukungan
pemberian bantuan hari raya menjadi sarana untuk kepada para pelaku UMKM, baik dalam penguatan
mempererat hubungan sekaligus menunjukkan kapasitas usaha maupun peningkatan kualitas
kepedulian sosial perusahaan. Selain itu, produk dan layanan. Dengan pendekatan ini,
Perseroan juga membuka akses kesempatan kerja Perseroan mendorong keberlanjutan usaha
bagi warga sekitar, khususnya dalam mendukung para mitra UMKM sehingga mampu memberikan
kegiatan operasional di unit percetakan. kontribusi ekonomi yang lebih optimal bagi
Pada bidang pendidikan, Perseroan terus komunitas sekitar.
memperkuat kontribusi pengembangan Tempo Media Group melaksanakan rangkaian
pendidikan melalui pelatihan vokasional bagi inisiatif TJSL tersebut sebagai bentuk itikad
pelajar SMK dan SMA dengan fokus pada untuk tidak hanya berfokus pada aktivitas bisnis,
keterampilan desain media, produksi media, serta tetapi juga turut serta mengambil bagian dalam
manajemen pemasaran internasional. Program ini pengembangan kualitas sumber daya ekonomi
merupakan kegiatan rutin yang diselenggarakan dan sosial masyarakat sekitar. Perseroan
Perseroan sebagai bentuk partisipasi aktif meyakini bahwa kapasitas generasi muda
dalam menjawab kebutuhan industri yang terus merupakan elemen penting dalam mendukung
berkembang, sekaligus membekali peserta keberlanjutan industri media di masa depan.
dengan kemampuan yang aplikatif dan relevan Sejalan dengan komitmen tersebut, Tempo
untuk dunia kerja. akan terus mengembangkan program TJSL
Selain penyelenggaraan program pelatihan, secara berkelanjutan dengan pendekatan yang
Perseroan juga memperluas kontribusinya di semakin adaptif terhadap perubahan zaman.
bidang pendidikan dengan membuka ruang Inisiatif yang dijalankan tidak hanya difokuskan
interaksi langsung melalui kegiatan kunjungan pada keberlanjutan program, tetapi juga pada
Perusahaan (company visit). Sepanjang tahun perluasan dampak yang dapat dirasakan oleh
2025, puluhan sekolah dan perguruan tinggi masyarakat sekitar.
62 Laporan Tahunan 2025 PT Tempo Inti Media Tbk
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PT TEMPO INTI MEDIA TBK DAN ENTITAS ANAK/AND SUBSIDIARIES
Page 64
Page 65
GROW
THROUGH CHALLENGES
2025 ANNUAL REPORT OF
PT TEMPO INTI MEDIA TBK
Page 66
Table of Contents
1 Page 70
Financial Data
Overview and
Business Progress
2022-2025
2 Page 72
Report of
the Board of
Page 68
Commissioners
Resume
Fiscal Year
Report
2025
3 Page 74
Report of
the Board of
Directors
66 2025 Annual Report of PT Tempo Inti Media Tbk
Page 67
Table of Contents
4
76. Tempo in Brief
78. The Organization Structure of PT Tempo Inti
Media Tbk
Page 76 79. Company Structure of PT Tempo Inti Media Tbk
80. Tempo Business Units and Products
Company Profile 90. Commissioner Profile
7
94. Board of Directors Profile
102. Entity and Share Structure
104. Human Resources Development In 2025
105. Recognition of Journalistic Works
106. Contact Details
Page 124
Corporate
Social and
Environmental
Responsibility
Laporan Tahunan PT Tempo Inti Media Tbk 2024
15
6
Management
Page 114
Discussion and
Analysis
5
108. Pal8 Pictures
110. IMD Products and Technologies
112. IMD’s Digital Circulation
Page 108
Strategic
Initiatives
2025 Annual Report of PT Tempo Inti Media Tbk 67
Page 68
Resume
Fiscal Year Report 2025
SUCCESSFUL IN
MAINTAINING
PROFITABILITY
Tempo has maintained its financial performance by evaluating its
expenditures while enhancing its revenue streams. It continues its
transformation into a digital company.
T
he past year was challenging for everyone
in businesses. Prolonged war, changing
government priorities, and stagnant
economic growth created a business
climate fraught with uncertainty. Despite these
challenges, PT Tempo Inti Media Tbk is grateful to
have recorded positive performance throughout
the past year.
In 2025, Tempo recorded a comprehensive
profit of Rp.2.57 billion, a 17.7% increase over
the previous year. The company acknowledged
that revenue decreased 17% compared to 2024
to Rp.210.95 billion. However, this decline was
predicted, partly due to the loss of non-recurring
/ one-time income from printing ballots for the
2024 General Election.
In more detail, decreases in revenue were
seen in the printing business line (Teprint),
which experienced a decrease of Rp.51.4 billion;
followed by a Rp.5.6 billion decrease in event
management (Impresario); Rp.3.32 billion in
advertising; and Rp.1.1 billion in animation
(Rombak Pola Pikir). In contrast, increases in
revenue were seen in the creative content
business line (TV Tempo), which recorded an
increase of Rp.8.8 billion; digital circulation up and reducing operational costs. As a result, by
by Rp.4.14 billion; training (Tempo Institute) up the end of 2025, Tempo was able to maintain
Rp.3.8 billion; paper trading (Teprint Inti Niaga) the positive performance trend that had been in
up Rp.1.1 billion; and print circulation up Rp.500 place since 2023.
million. “We run various simulations. For example,
Tempo management had anticipated this if revenue drops by a certain amount, then
revenue decline since the beginning of the something needs to be done on the spending
year and, therefore, implemented efficiency side. We don’t want to spend more than we earn,”
measures by periodically evaluating sources of said Tempo CEO Arif Zulkifli, describing the cost
expenditures, optimizing spending effectiveness, cutting process.
68 2025 Annual Report of PT Tempo Inti Media Tbk
Page 69
Resume Fiscal Year Report 2025
He pointed to the rapid growth of digital The new organizational structure requires
subscribers in 2025, which was accompanied the support of new talent to fill previously
by a stable number of print customers. unimagined positions. Tempo recruited a wealth
Similarly, several Tempo subsidiaries in the of digital talents to fulfill the Company’s
digital business group have seen solid growth, ambitious plans, not only as a conventional
including TV Tempo. The increase in revenue from media company but also as a company supported
digital subscribers and these digital business through technology, artificial intelligence (AI)
subsidiaries was ultimately able to offset the included. These new talents are what gave birth
decline in advertising and print revenue. to Unframed, a new media platform within the
It must be acknowledged that cuts in Tempo family.
communications and publication spending Tempo undertook this new digitalization
by ministries/government agencies have strategy to survive the onslaught of digital
significantly impacted the Company’s advertising disruption that has hit hard since the Covid-19
revenue and activation programs. Furthermore, era. This digital disruption has created unfair
Indonesia’s stagnant economic growth—only competition between media outlets and global
5.11% in 2025—has limited public purchasing social media companies. Social media outlets
power. However, Tempo did not give up. It are receiving a lot of the advertising previously
continues to strive to realize its goal of making allocated to mass media outlets.
customer revenue the backbone of its business. For Tempo, every external challenge brings not
only threats but opportunities. Tempo believes
Maintaining Press Independence that volatility, uncertainty, complexity, and
The strong support from various domestic and ambiguity aka VUCA, must be countered with
international institutions for Tempo’s journalistic VUCA, which stands for vision, understanding,
principles has bolstered the company’s business. clarity, and agility. This is where Tempo’s
One form of this support has been assistance in presence feels increasingly relevant.
developing a subscription business model that
is amplified to regional media outlets. Through
this collaboration, Tempo is spreading a business
model that guarantees press freedom to many
regional media outlets.
Business Development: 2021-2025
Tempo is concerned that some media
companies have abandoned journalism in Revenue (in billions of Rp.)
favor of becoming “public relations” firms, 300
mouthpieces for their clients. Tempo, not 253.78
wanting to be affected by this tendency, has
striven to maximize revenue from customers and 300
216.76
new businesses in order to support its media 211.10 210.95
business. 189.13
Tempo’s most prominent innovation in 2025
200
was the establishment of PT Layar Berkembang
Senantiasa (Pal8 Pictures), a film company under
150
the auspices of TV Tempo. Pal8 Pictures’ first 2021 2022 2023 2024 2025
project was the film Laut Bercerita, based on the
Comprehensive Profit (Loss) (in billions of Rp.)
novel of the same name by former senior Tempo
3.99
journalist Leila Chudori . The film has completed
4.0
filming and is now in the editing stage.
Tempo’s organizational structure today is 3.0
2.19
2.57
very different from that of the past. The modern
1.51
Tempo organization is that of a technology 2.0
company. While the editorial structure hasn’t 1.0
changed much, Tempo has made significant
changes elsewhere, particularly in the 0.0
2021 2022 2023 2024 2025
technology department, to encourage the growth
of digital products. -1,0
(1.17)
2025 Annual Report of PT Tempo Inti Media Tbk 69
Page 70
1
Financial Data Overview
Business Progress 2022-2025
Financial Report Analysis 2022-2025
2022 2023 2024 2025 Information
Pendapatan Usaha 211.10 216.76 253.78 210.95 billion
Beban Pokok Pendapatan (134.07) (132.01) (157.16) (104.10) billion
Laba Bruto 77.03 84.75 96.62 106.85 billion
Beban Operasi (74.89) (78.09) (87.83) (96.89) billion
Beban Pemasaran Dan Penjualan (37.90) (40.01) (43.99) (50.21) billion
Beban Administrasi Dan Umum (36.74) (42.20) (43.98) (46.60) billion
Pendapatan Operasional Lain 1.01 6.46 1.80 0.49 billion
Beban Operasional Lain (1.25) (2.34) (1.67) (0.57) billion
Laba (Rugi) Usaha 2.14 6.66 8.79 9.96 billion
Bagian Laba - Entitas Asosiasi 1.22 - - - billion
Beban Keuangan (8.29) (7.54) (6.17) (5.71) billion
Laba (Rugi) Sebelum Pajak Penghasilan (4.93) (0.88) 2.61 4.24 billion
Manfaat (Beban) Pajak Penghasilan - Bersih 1.90 2.11 (0.54) (0.86) billion
Laba (Rugi) Tahun Berjalan (3.03) 1.24 2.08 3.38 billion
Penghasilan (Beban) Komprehensif Lain 1.85 0.28 0.11 (0.81) billion
Laba (Rugi) Komprehensif (1.17) 1.51 2.19 2.57 billion
Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan
Kepada :
Pemilik Entitas Induk (3.38) 0.91 1.66 2.79 billion
Kepentingan Non-Pengendali 0.37 0.33 0.42 0.59 billion
Laba (Rugi) Komprehensif Yang Dapat Diatribusikan
Kepada :
Pemilik Entitas Induk (1.54) 1.16 1.76 1.91 billion
Kepentingan Non-Pengendali 0.37 0.35 0.43 0.66 billion
Laba (Rugi) Per Lembar Saham (3.19) 0.86 1.57 2.63
Jumlah Lembar Saham 1.06 1.06 1.06 1.06
70 2025 Annual Report of PT Tempo Inti Media Tbk
Page 71
Financial Data Overview
and Business Progress 2022-2025
2022 2023 2024 2025 Information
Aset Lancar 176.76 215.42 244.29 226.87 billion
Aset Tidak Lancar 203.39 205.78 206.28 216.35 billion
Jumlah Aset 380.16 421.21 450.58 443.22 billion
Liabilitas Jangka Pendek 118.88 144.45 117.86 113.67 billion
Liabilitas Jangka Panjang 70.55 67.18 83.50 73.76 billion
Jumlah Liabilitas 189.43 211.63 201.36 187.43 billion
Jumlah Ekuitas 190.73 209.57 249.21 255.79 miliar
Rasio Laba (Rugi) Thd Jumlah Aset (0.31%) 0.36% 0.49% 0.58% percent
Rasio Laba (Rugi) Thd Ekuitas (0.61%) 0.72% 0.88% 1.01% percent
Rasio Laba (Rugi) Thd Pendapatan (0.56%) 0.70% 0.86% 1.22% percent
Rasio Lancar 148.69% 149.13% 207.28% 199.59% percent
Rasio Liabilitas Thd Ekuitas 99.32% 100.98% 80.80% 73.28% percent
Rasio Liabilitas Thd Aset 49.83% 50.24% 44.69% 42.29% percent
2025 Annual Report of PT Tempo Inti Media Tbk 71
Page 72
2
Report of
the Board of Commissioners
Multimedia Expansion,
Maintaining Loyalty
Tempo has shown resilience amidst digital disruption while
maintaining the journalistic credibility. At the same time, employee
and reader loyalty, as well as community strengthening, have been
key to continued growth as a relevant and trusted media outlet.
A
mid the rapid flow of digital disruption identity as a critical and in-depth political media
and increasingly complex political outlet. However, beyond technological innovation,
dynamics, Tempo has demonstrated that he emphasized that Tempo’s main strength is
media resilience is not solely determined still its human resources. Reaching its 55th year
by the platform, but by consistent adherence in 2026, Tempo has a strong foundation of loyal
to journalistic standards. Since its founding in employees who have been tested in various crises,
the 1970s, Tempo has weathered various crises including during the pandemic. They are “true
and changing times—and now once again it has believers” who not only work, but also embody
demonstrated its ability to adapt. the values embraced by Tempo. This loyalty is an
Tempo Board of Commissioners member important capital for the company’s sustainability.
Bambang Harymurti assessed that the Looking ahead, significant opportunities have
company’s digital transformation efforts are on opened up through the development of internet-
the right track. Not only has Tempo survived, but based TV Tempo. With the support of artificial
it has also successfully managed crisis-related intelligence technology for translation, Tempo’s
risks by expanding into the multimedia sector. content has the potential to penetrate the
The presence of various programs, such as “Bocor global market. Increasingly efficient production
Alus Politik” (Political Leaks), “Jelasin Dong”, costs pave the way for international expansion—
and “Tukang Kupas Perkara” is proof that quality bringing Indonesian journalism to a wider
journalism remains relevant and in demand on audience.
digital platforms. Challenges remain, especially in a digital
Today, Tempo is more than a conventional business model dominated by tech giants like
print media, although its brand identity as a Google and Facebook. In this context, Tempo
political magazine remains deeply ingrained in is spurred on to not only focus on advertising,
the public mind. The expansion of its subsidiary, but also on strengthening its customer base.
TV Tempo, into documentary production, and the For Bambang, the success of a media outlet is
launch of the Pal8 Pictures production house are truly reflected in the extent to which its work is
significant developments. According to Bambang, appreciated by its readers.
Pal8 exists to translate Tempo’s textual On that account, community development
richness, a media which has long been known for is key. Tempo cannot simply position itself
its strong political and cultural coverage. as a business entity; it must grow as a social
As a result, Tempo is not merely adapting but movement that lives alongside its readers:
also enriching its storytelling without losing its building engagement through various activities,
72 2025 Annual Report of PT Tempo Inti Media Tbk
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Report of the Board of Commissioners
providing appreciation to contributors, and and enjoyable.
making exclusive merchandise a strategic step By continuously optimizing technology,
to foster a sense of belonging. strengthening the community, and maintaining
The power of this community is not just a journalistic integrity, Tempo is strategically
concept, but a proven reality. Many public figures positioned to go further. It will not only survive,
proudly associate themselves with Tempo, even but also thrive as a relevant, trusted, and
making it part of their professional identity. This impactful media outlet.
demonstrates that loyalty is not built overnight, Ultimately, Tempo’s future will not be
but rather through long-term relationships built determined by its technological sophistication
on trust. alone, but also by its ability to nurture
Amid various breakthroughs, Tempo is also relationships with its readers. After all, a strong
reminded to maintain customer convenience, media outlet thrives on its community. As long
especially in terms of product access. Innovation as that bond is maintained, Tempo will continue
should not sacrifice convenience. Instead, the to be a beacon amidst the tumultuous flood of
user experience should be increasingly simple information.
2025 Annual Report of PT Tempo Inti Media Tbk 73
Page 74
3
Report of
the Board of Directors
The Big Screen as a New
Medium of Expression
Tempo Media Group is exploring film as a new medium for
disseminating ideas. Community-based strategies, collaboration, and
independent journalism are the foundation for strengthening trust.
T
empo Media Group’s performance in business model to regional media outlets. This
2025 demonstrated resilience amidst effort has opened up new revenue opportunities
the pressures of an increasingly complex while strengthening press independence at the
media industry. Digital and print subscriber local level. “In this regard, Tempo is setting an
growth was a key driver, accompanied by example and allowing regional media outlets
positive performance from several business to use its systems, be it news reporting or
units, particularly Tempo TV. This is a significant subscription systems,” he said.
achievement amidst a downward trend in In 2026, Tempo has begun developing new
advertising revenue and a sluggish print industry. revenue streams through its creative businesses.
Tempo Media Group President Director Arif The addition of Pal8 Pictures as a film production
Zulkifli acknowledged that government budget house was a strategic step to expand the
efficiency has impacted advertising spending, mediums available for conveying ideas. Its debut
particularly from government ministries and project, the feature-length film “Laut Bercerita,”
agencies. This directly impacted the company’s which was adapted from the work of Leila S.
revenue performance. However, Tempo had Chudori, received a positive response, even from
anticipated this by adopting a subscriber-based the initial casting stage.
business model as the backbone of a more This move marked Tempo’s transformation from
sustainable and independent platform. a text-based and short video media to the more
To respond to these pressures, the company complex medium of feature-length films. For Arif,
has implemented various strategic measures, film has become a new medium for conveying
including internal efficiency measures and ideas, one which has a broader and more in-depth
expenditure optimization. These measures narrative approach.
are considered quite effective in maintaining Tempo also continues to open space for
financial stability amid an overall decline in collaborations with various groups, including
revenue. Furthermore, support from various comedians and universities, in order to reach a
domestic and international institutions has younger audience. Initiatives like Unframed are
strengthened Tempo’s position as a media outlet an effort to provide a fresher creative platform
that consistently upholds the principles of unburdened by Tempo’s prominent image as a
independent journalism. political media outlet.
Aside from focusing on internal issues, Amidst global and domestic challenges,
Tempo has contributed to strengthening the Tempo sees an opportunity in the public’s
national media ecosystem. Together with the growing demand for independent and credible
Indonesian Cyber Media Association (AMSI), information. While upholding the principles of
Tempo developed and distributed a subscription non-partisanship and clear journalism, Tempo
74 2025 Annual Report of PT Tempo Inti Media Tbk
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Report of the Board of Directors
strives not only to deliver news but also to credible media. With an adaptive and innovative
provide direction for the public. strategy, Tempo is optimistic that it will continue
Public trust is key. Throughout 2025, the to grow and expand its influence across various
increase in digital and print subscriptions platforms—from text and audiovisuals to the big
demonstrates that the public still places hope in screen.
2025 Annual Report of PT Tempo Inti Media Tbk 75
Page 76
4
Company
Profile
Tempo in Brief
T
empo Magazine was founded by four of Habibie and Suharto regarding the purchase of
former journalists from the weekly used warships from East Germany. This second ban
Ekspres magazine, namely: Goenawan was permanent. There was no longer any chance for
Mohamad, Fikri Jufri, Usamah Said, and Tempo to be published again.
Christianto Wibisono, along with former Kompas After Suharto stepped down on May 21, 1998,
daily newspaper journalist Lukman Setiawan, the scattered Tempo crew gathered to decide
using capital from the Jaya Raya Foundation whether or not the magazine should be published
in 1971. Coincidentally, at that time, Ciputra, again. In the end they agreed that Tempo
Chairman of the Jaya Raya Foundation, was trying magazine should be published again. Therefore,
to revive the Djaja weekly magazine owned by the on October 6, 1998, the magazine returned under
Jakarta Provincial Government. the umbrella of PT Arsa Raya Perdana.
However, for various reasons, Ciputra preferred To increase its scale and ability to penetrate
to accept the proposal of those four young the media business, in 2001 PT Arsa Raya Perdana
journalists to publish a new magazine which made an initial public offering (IPO) on the
came to be known as Tempo. Eric F.H. Samola, Indonesia Stock Exchange and changed its name
Secretary of the Jaya Raya Foundation, was to PT Tempo Inti Media Tbk as the publisher of the
appointed as the Director of Tempo, and Harjoko new Tempo magazine. Funds from going public
Trisnadi, who previously managed Djaja Magazine, were used to publish Tempo newspaper, which has
became its Vice Director. moved to a digital platform since 2021.
Goenawan Mohamad was appointed as Since then, Tempo has continued to expand
Chairman of the Editorial Board and Bur Rasuanto its business wings to complement the media
became the Editorial Board’s Vice Chairman. business as the company’s core business.
The introductory edition of Tempo magazine was Tempo’s business diversification spans content
published in February 1971 with the cover title and documentary production (Tempo TV),
‘Minarni Tragedy and the PBSI Congress’. This data processing and research (Tempo Data
was followed by the First Edition, which was Science), printing (Temprint), event management
published on March 6, 1971, with the cover title (Impresario), training (Tempo Institute), trade
‘Indonesian Film: Welcome to Sex’. (Temprint Inti Niaga), information content and
In the history of the Indonesian press, Tempo animation (Rombak Pola Pikir), and building
was the first news magazine to use ‘story as management (Temprint Graha Delapan). Tempo’s
news’. Tempo magazine emphasized honest and newest business, Pal8 Pictures, which operates
balanced news coverage, and coverage written in the film production sector, was launched on
as interesting and enjoyable prose. Tempo’s June 17, 2025.
readership grew rapidly.
Tempo often faced challenges throughout its
journey. On April 12, 1982, Tempo was banned Tempo’s Values, Vision and Mission
because it was considered overly critical of
Suharto’s New Order regime and the Golkar. This TEMPO’S VALUES
ban lasted almost two months. On June 7, 1982, Trusted : Upholding integrity in every
the government allowed Tempo to be published word and action.
again. Independent :F ree to express itself while
The experience of being banned did not dampen valuing diversity.
Tempo’s investigative spirit. On June 21, 1994, the Professional : Always working with the
government suspended Tempo’s publication for the highest standards of
second time. The magazine was deemed too critical competence.
76 2025 Annual Report of PT Tempo Inti Media Tbk
Page 77
Company Profile
TEMPO’S MISSION
l Producing multimedia products that are
o Inti Media Tbk 2024
independent and free from all pressure by Laporan Tahunan
accommodating and channeling different voices
in a fair manner.
l Producing high-quality multimedia products and
adhering to a code of ethics.
l Being a healthy and prosperous workplace that
reflects Indonesia’s diversity.
l Having a work process that values and adds
value to all stakeholders.
l Being a place for activities that enrich the
TEMPO’S VISION artistic, intellectual, and business world
To be a reference in efforts to increase public through the improvement of new ideas,
freedom to think and to express opinions and to language, and good visual displays.
build a civilization that values intelligence and l Being a market leader in the multimedia and
differences. supporting businesses.
2025 Annual Report of PT Tempo Inti Media Tbk 77
Page 78
The Organization Structure of
PT Tempo Inti Media Tbk
BOARD OF COMMISSIONERS
NOMINATION AND
AUDIT COMMITTEE
REMUNERATION COMMITTEE
PRESDIDENT DIRECTOR
CORPORATE SECRETARY INTERNAL AUDIT
MEDIA AND BUSINESS DIGITAL TRANSFORMATION MARKETING AND SALES FINANCE AND BUSINESS
DEVELOPMENT DEPARTMENT DEPARTMENT DEPARTMENT SERVICES DEPARTMENT
78 2025 Annual Report of PT Tempo Inti Media Tbk
Page 79
Company Structure of
PT Tempo Inti Media Tbk
PT TEMPO INTI MEDIA TBK
PT TEMPRINT PT TEMPO INTI MEDIA HARIAN
PT TEMPRINT GRAHA DELAPAN PT TEMPRINT INTI NIAGA PT TEMPO INTI MEDIA IMPRESARIO PT MATAIR RUMAH KREATIF PT INFO MEDIA DIGITAL
PT PUSAT DATA PT EDUTAMA TEMPO PT DIMENSI IDEA PT TEMPO KREASI
PT ROMBAK POLA PIKIR
DAN ANALISA TEMPO INTEGRA KREATIF ANIMASI
PT LAYAR BERKEMBANG PT MENCERDASKAN
SENANTIASA KEHIDUPAN BANGSA
2025 Annual Report of PT Tempo Inti Media Tbk 79
Page 80
Tempo Business Units and Products
Tempo Data Science
Managing Digital Assets with AI
AI use is being maximized to drive business growth while expanding strategic
contributions in the digital era.
significant revenue and profit growth. Its contribution
came not only from external projects, but also from
the development of internal non-advertising products
that expanded Tempo’s business lines. This role also
strengthened the group’s overall profitability.
For 2026, Tempo Data Science sees significant
opportunities in the research, publishing, and digital
asset management businesses. To that end, various
flagship programs have been prepared to encourage
sustainable growth. One key breakthrough is the
development of an artificial intelligence-based
platform for digital asset management.
T
Together with Tempo’s subsidiary in the digital
product sector, namely PT Info Media Digital, Tempo
empo Data Science, formerly known as the
Data Science is currently developing Tempo Digital
Tempo Data and Analysis Center (PDAT),
Asset. Management—an integrated platform designed
continues to evolve as the backbone of data
to efficiently manage digital assets. Tempo Data
management within the Tempo Media Group.
Science General Manager Khairul Anam explained
Established in 1984, this unit manages Tempo’s rich
that this platform will become a shared system within
archives—texts, photos, videos, to graphics—that
Tempo, serving both internal and external needs.
have been documented since 1971. Building
With AI support, archive management, the
on this foundation, Tempo Data Science
publishing process, and research and survey
has developed into an entity with
needs will become more integrated,
competencies in big data, data science,
faster, and more accessible. All data
and the compilation of economic and
can be stored, retrieved, and managed
political indices.
anytime and anywhere within a single
Tempo Data Science’s services
digital ecosystem.
have expanded to keep up with the
Tempo Data Science targets
times. Its activities include: thematic
strengthening its market position by
data production, data mining, stock
relying on three main pillars: research,
photography, data searching, surveys, Khairul Anam publishing, and digital asset management.
stakeholder mapping, and talent scouting. Tempo Data Science
General Manager It is believed that these pillars will be a
This unit also manages digital asset
strategic foundation for addressing data
management, strategic communication,
needs in the digital era while expanding Tempo’s role
and print and electronic book publishing. Its extensive
as a credible and innovative provider of data-based
experience in research, rankings, public perception
solutions.
surveys, and giving awards has been a crucial asset in
strengthening its market position. Revenue Statement
Throughout 2025, Tempo Data Science served a 9,858 9,950
9,767
diverse range of clients, from government agencies,
10,000
state-owned enterprises, private companies, to
individuals. Its flagship products include: Digital Asset
Management services, making research-based books
7,233
and reports, as well as research and surveys tailored 8,000
to client needs. This work included: writing eight
research books for the Jakarta Provincial Government;
corporate social responsibility (CSR) reports in a 6,000 5,233
storytelling format; and market, political, and social
research.
This performance has yielded positive results. *in millions of rupiah
By the end of 2025, Tempo Data Science recorded 2022 2023 2024 2025 2026
80 2025 Annual Report of PT Tempo Inti Media Tbk
Page 81
Company Profile
Tempo Business Units and Products
Impresario Matair
Focused on Maintaining
Sustainable Growth
Impresario–Matair maintained growth by Underdeveloped, Frontier, and Outermost (3T) regions
employing an integrated communication through collaboration with the Telecommunications
and Information Accessibility Agency of the Ministry
strategy, operational strengthening,
of Communication and Digital Affairs (BAKTI Komdigi).
program expansion to the 3T region, as Digital literacy workshops programs were held on Sabu
well as solid business performance and Island and in the South Central Timor Regency, East
optimism for 2026. Nusa Tenggara, targeting schoolchildren, university
A
students, and MSMEs. “This initiative received
midst global and domestic economic a positive response from the community
pressures that have not yet fully and local government,” said Ali Nur Yasin,
subsided, Impresario–Matair Director of Impresario–Matair.
maintained its pace of growth by Matair’s unit demonstrated excellent
sticking to focused targets, disciplined performance. This communications
execution, and strengthening its business strategy division recorded revenue of
foundations. This strategy has been the Rp.1.1 billion, achieving 110 percent of the
key to survival and growth in an increasingly target. Its portfolio includes the production
competitive market. of books on the salt industry and the
As part of the Tempo Media Group, Ali Nur Yasin government’s BPJS Ketenagakerjaan social
Impresario-Matair Director
Impresario–Matair boasts a strong security program for workers, as well as
production capacity and extensive the development of a communications
experience in media management and event organizing. strategy for the 2025 World AIDS Day commemoration.
The company develops integrated marketing For 2026, optimism is being maintained through
communications solutions across channels—print, early year contract acquisitions of around Rp.2 billion.
multimedia, digital, and social media—which provides Impresario–Matair Director Ali Nur Yasin emphasized
added value when meeting client needs. that economic challenges will continue to be
Several key challenges were faced in 2025, ranging anticipated with measured steps.
from human resource fulfillment, strengthening
working capital, expanding the network of vendors,
and providing work tools. At the same time, Impresario Revenue Statement
strengthened its role as an in-house event organizer 25,000
to support various internal activities and collaboration 20,647
within group environments.
From the operational aspect, its activities are 20,000
16,690
dynamic, organizing several national-scale events.
These included the 2025 Adyaksa Mural Fest, attended
15,000
by Attorney General Sanitiar Burhanuddin, and Tempo’s
10,841 10,910
2025 Oil and Gas Forum, which involved various 9,834
stakeholders in the energy sector. Furthermore, public 10,000
discussions on a variety of current issues continue to
be held on a regular basis. *in millions of rupiah
Program expansion was also directed to the 2022 2023 2024 2025 2026
2025 Annual Report of PT Tempo Inti Media Tbk 81
Page 82
Temprint
Efficiency Supports Resilience
The profit roadmap strikes a path through four sectors, namely marketing,
logistics, production, and finance.
trusted track record.
On the production floor, the “zero waste” principle
has taken on a new meaning. Every sheet of paper and
drop of ink is precisely calculated through meticulous
planning to prevent inventory delays and unnecessary
material waste.
These steps have successfully strengthened
the business unit’s independence. External client
contributions now dominate revenue at Rp.32.2 billion,
far exceeding the group’s internal needs of Rp.8.9
billion.
In the face of the massive wave of digitalization that
is eroding demand for conventional printing, Temprint
has remained agile in finding niches in growing
market segments that require premium print quality.
The company is anticipating modern challenges
by improving end-to-end services, flexibility, and
multi-layered quality control that ensures on-time
production.
Looking ahead to 2026, Temprint has developed a
roadmap to return to profitability. Bastian explained
that a strategy is being implemented across four
sectors: marketing, logistics, production, and finance.
In marketing, the company will focus on raising
selling prices and increasing volumes to boost
T
margins. In logistics, the focus will be on
emprint experienced a “golden year” negotiating prices and payment terms with
in 2024 thanks to the excitement suppliers, as well as developing a more
over the general elections. This stringent material procurement plan to
Tempo printing unit generated prevent delays.
revenue of Rp.93.3 billion, with Regarding production, efficiency
Rp.41 billion coming from the General efforts for daily workers are being
Elections Commission’s ballot printing pursued while reducing waste to maintain
project. control over production costs. Financially,
Without that major project in 2025, management is committed to maintaining
Temprint chose a realistic strategy by Sebastian Kinaatmaja a surplus in each project’s financing with a
Temprint Director
strengthening its internal foundation and healthy profit margin.
honing its efficiency across all production
lines. As a result, the company posted revenue of
Rp.41.1 billion. While this figure was a normalization Revenue Statement
over the previous year, Temprint demonstrated 93,345
100,000
significantly leaner operational performance.
This was reflected in management’s success in
reducing pre-tax losses to Rp.733 million, a significant
74,291
improvement compared to the previous year’s loss 80,000
of Rp.2.1 billion. “We implemented raw material cost
efficiency measures and improvements to the bottom- 53,291
line in order to increase profits,” said Sebastian 60,000
Kinaatmaja, Director of Temprint. 41,064
43,759
The financial discipline strategies implemented
included a down payment policy for new clients, and *in millions of rupiah
a post-dated check arrangement for partners with a 2022 2023 2024 2025 2026
82 2025 Annual Report of PT Tempo Inti Media Tbk
Page 83
Company Profile
Tempo Business Units and Products
Tempo Institute
Diversification Boosts Performance
Changing the composition in the market has been one of the keys to success and has
strengthened the strategy of sustainable expansion.
T
he Tempo Institute continues to strengthen its Facing increasingly fierce competition in the
position as a practice-based training institution training industry, the Tempo Institute continues to
in journalism, communications, and media. maintain quality through its professional instructors,
Its programs—journalism, writing, and interactive learning methods, and practice-based
public relations—remain a major draw for curriculum updates. This approach ensures
participants, as the need for applicative that participants not only understand
communication skills across various theoretical aspects, but also are able to
sectors increases. apply them directly.
Throughout 2025, the Tempo In Entering 2026, the Tempo
Institute’s performance showed a Institute is targeting Rp.10.25 billion in
significant surge. The institute recorded revenue. The strategy prepared includes
Rp.10.1 billion in revenue, reaching 96 strengthening collaboration with NGOs
percent of its Rp.10.5 billion target. This and international institutions, expanding
is a 61 percent increase compared to the Qaris Tajudin into the private corporate market, and
2024 figure of Rp.6.36 billion. This growth Tempo Institute Director developing integrated services with other
underscores the success of its adaptation units within Tempo. It is expected that
strategy amidst the changing market landscape, these steps will broaden its reach and strengthen
particularly at a time when government budgets are its position as a strategic partner in human resource
under pressure. capacity development.
Changing the company’s market composition has
been one of the keys to success. While previously
the government sector dominated, contributing 52 Revenue Statement
percent, in 2025 collaboration with non-governmental 12,000
organizations (NGOs), both national and international,
10,137 10,250
begam the largest segment, accounting for 54
percent. This diversification opened up new market 10,000
opportunities while strengthening business resilience.
Improving service quality has also been a major
7,886
focus. The Tempo Institute has optimized its digital 7,484
marketing strategy, increased its conversions rate, and 8,000
provided a more user-friendly payment system. As a 6,362
result, revenue from online classes doubled to Rp.120 *in millions of rupiah
million per month as of December 2025. 2022 2023 2024 2025 2026
2025 Annual Report of PT Tempo Inti Media Tbk 83
Page 84
Rombak Media
Creative Media for Young People
Rombak Media develops media for younger audiences. Its main products are “Kok
Bisa?”, TelusuRI, and Marketin.
million viewers per month, 900 million views total, 1
million followers on Instagram, 336,900 followers on
TikTok, and 31,400 followers on X.
Kok Bisa? also runs the Akademi Edukreator program
for content creators. The Antero program presents
popular science discussions, and the Green Creator
Academy educates video creators about climate
change. “Kok Bisa? has partnered with various groups
working in education and the green economy,” said
Budi.
TelusuRI
The TelusuRI platform has become an Indonesian
travel and tourism platform focused on travel diaries,
sustainable tourism, and local empowerment. To date,
this platform has garnered 1.6 million total page
views, 58,000 Instagram followers, over 300 curated
contributors, and over 100 collaborators.
TelusuRI has also collaborated with various
international institutions to, for instance, produce
documentary programs in Papua and other regions.
Its in-depth environmental coverage has received a
positive response from audiences, including when
presented to the public at exhibitions in Yogyakarta in
2024 and 2025.
Several existing programs are being developed
to have a broader impact. For example, the
Sekolah TelusuRI program, aimed at
local tourism activists, now has 7,500
P
participants in more than ten cities
T Rombak Pola Pikir, also known across Indonesia.
as Rombak Media, is a digital Then there is Perjalanan Lestari,
business entity within the Tempo which promotes sustainable living and
Media Group ecosystem. Using climate change. Meanwhile, Arah Singgah
various digital platforms, the company is a column that highlights local cultural
develops creative content based on life that is ordinarily overlooked by the
animation, video, and narrative, with a focus Budi Setyarso
Rombak Media Director mainstream media.
on reaching a younger audience. Some of its
well-known products include the YouTube
channel “Kok Bisa?”, Marketin, and Telusuri.id. Revenue Statement
Kok Bisa? 10,000
Presenting animated videos averaging five minutes 8,925
in length, this channel is designed to be a easily-
digestible and easy-to-understand educational
8,033
platform. Going forward, Kok Bisa? will continue to
expand to various platforms to further expand its 8,000
7,202
reach. It is possible that it will be developed into a 6,922
feature-length animated film that can be shown on
various platforms, including in movie theatres.
Having been a YouTube channel for ten years, Kok *in millions of rupiah
Bisa? now has 6.19 million YouTube subscribers, 20 2023 2024 2025 2026
84 2025 Annual Report of PT Tempo Inti Media Tbk
Page 85
Company Profile
Tempo Business Units and Products
Tempo Inti Niaga
Shrewd Targeting of Business Niches
Although digitalization continues to erode demand for conventional paper, TIN still
sees room in segments that are seemingly immune to disruption.
T
he progress made by PT Temprint Inti Niaga seemingly immune to disruption. The company is
(TIN) in 2025 demonstrates the robustness of starting to re-evaluate the previously dormant
its efficiency and trust-restoring strategies. newsprint market. The restoration of import facilities
After its Board of Directors pushed for stringent has enabled TIN to resume supplying newsprint to
cost-cutting measures, TIN Director Made Hari Dharma the retail industry, which still relies on print media for
explored a number of strategies so that the company physical promotion.
could grow. Made also sees growth potential in the
Through the implementation of this policy, packaging industry. The demand for
TIN was able to boost sales from Rp.6.1 packaging paper continues to rise as
billion in 2024 to Rp.6.6 billion in 2025. MSMEs increasingly use exclusive
This achievement is inseparable from packaging to increase the sales value
the company’s success in regaining the of their products. However, this strategy
trust of banks and suppliers. requires additional capital to expand on a
“In early 2025 we managed to get larger scale.
another Letter of Credit (L/C), so the In 2026, TIN will be more aggressive in
opportunity to sell newsprint was again developing the newsprint market for large
wide open,” said Made. This recovery Made Hari Dharma retail chains such as Indomaret, as well as
immediately bore fruit through market Tempo Inti Niaga Director starting to penetrate the local packaging
penetration into the retail brochure market. “It’s already included in our sales
segment, such as Rafenzo and Top Pack. targets. Although the exact number isn’t yet certain,
External confidence has also strengthened. This the potential is real,” said Made.
is evident from the higher credit limit extended by
Japan Pulp and Paper, which has long been a major
supplier of Light Weight Coated (LWC) paper, the main Revenue Statement
material used for printing Tempo Magazine. TIN is the
23,398
main supporter of the Tempo Group’s printing company, 25,000
Temprint, with 70 percent of the paper stock allocated
to ensure the availability of paper for the group’s 20,000
internal production.
“Japan Pulp and Paper gave a payment grace period 15,000
of up to two months,” he said. “This certainly allows
6,108
our business to breathe easier and manage its cash 10,000
7,189
7,389
flow easier without burdening capital.” 3,712
Although digitalization continues to erode 5,000
demand for conventional paper, TIN remains shrewd
*in millions of rupiah
in identifying opportunities in segments that are
2022 2023 2024 2025 2026
2025 Annual Report of PT Tempo Inti Media Tbk 85
Page 86
Temprint Graha Delapan
Property as a Community Center
Tempo manages a property business as part of an effort to build a creative
and intellectual community.
communities.
Ruang & Tempo
Ruang & Tempo is a co-working space located on
the 8th floor, as a part of the plan to make the Tempo
Building a hub for communities, startups, and creative
individuals. Ruang & Tempo serves as a hub for various
creative community activities.
To date, Ruang & Tempo has become a hub for digital
ecosystems, including the office of the Indonesian
Cyber Media Association (AMSI). Ruang & Tempo has
also had the opportunity to collaborate with other
parties to manage coworking spaces in several
locations, including at the Smesco Building. This
successful collaboration is expected to continue to
grow.
Tempo Sirnagalih Guesthouse
This property is managed by Graha 8, a business unit
under the Tempo Media Group. One of the attractions
of this property, better known by its abbreviation
WTS, is its remote location in Megamendung, Bogor,
West Java. As it is a fair distance off the main road in
the Puncak area, it offers a tranquil setting which is
perfect for relaxing and healing, a respite from the
hustle and bustle of the big city.
Tempo is offering collaboration opportunities to
develop this 1.6-hectare property into a venue for
various activities. Wisma Tempo has primarily
been used for training or team building events.
Direktur
With easy access from the Ciawi toll gate,
Temprint Graha
Wisma Tempo is the perfect choice for vacations
T
8 Budi Setyarso
and outings for organizations and companies.
emprint Graha 8 is the Facilities include nine two-story villas, two villas,
company that manages meeting rooms, a tennis court, and a swimming
the Tempo Building on pool.
Jalan Palmerah 8, South Budi Setyarso
Temprint Graha 8 Director
Jakarta. This eight-story building
offers competitive floor rental
rates compared to other office buildings in Palmerah,
Slipi, and the surrounding area. Revenue Statement
Graha 8 excels in several ways, such as its location, 1,500
which is easily accessible from the city center. It has
an attractive design, like asymmetrical book stacks,
and provides multimedia equipment, a Wi-Fi network, 1,212
1,239 1,239
1,198
and broad coverage. 1,148
The company consistently strives to optimally 1,200
utilize the available space. As a result, it had nearly
100 percent occupancy in 2024. Going forward,
the company will explore other revenue streams,
including collaborations with external parties, such *in millions of rupiah
as by providing a meeting point for Tempo’s partner 2022 2023 2024 2025 2026
86 2025 Annual Report of PT Tempo Inti Media Tbk
Page 87
Company Profile
Tempo Polytechnic Tempo Business Units and Products
Developing Media Talent
and the Creative Industry
An industry-based vocational campus that is adaptive in producing work-ready talents to
meet the needs of the ever-growing media and creative economy sectors.
T
empo Polytechnic is a vocational college practical skills. Over half of the learning process is
focused on developing practical skills to conducted through practicums, industry projects, and
produce professionals in the media and real-world work simulations, ensuring students are
creative industries. Founded by PT highly prepared when entering the professional
Tempo Inti Media Tbk. through the Tempo world.
Education House Foundation on April 9, Throughout 2025, Tempo Polytechnic
2021, the institution’s stated vision is recorded positive growth, as seen
to become a leading vocational college from the increase in the number of
by 2030, upholding freedom of thought, students from 61 in the 2024 class to
respecting diversity, and producing 78 in 2025. The Media Production Study
creative, independent, and globally Program was the most popular, seeing
competitive graduates. significant growth, followed by Media
Tempo Polytechnic is more than just an Design, which continues to increase, while
Shalfi Andri
educational institution. It also serves as Tempo Polytechnic enrollment in the International Marketing
a human resource development unit that Director Management program was relatively
adds value to the industry. Its presence stable.
helps improve talent quality, accelerates the Graduate performance has shown encouraging
recruitment process, and strengthens a sustainable results. The first batch of graduates from the 2021
media ecosystem. class have all been employed, working in fields
The academic strategy focuses on three Applied aligned with the competencies they acquired during
Diploma study programs relevant to industry needs: their studies.
Media Design, Media Production, and International Going forward, Tempo Polytechnic aims to
Marketing Management. These three programs are strengthen its position as a leading vocational
the main pillars in establishing Tempo Polytechnic’s institution in the media and creative industries sectors.
position as a leading provider of vocational talent in Strategic steps taken include improving academic
the media and creative economy sectors. quality, expanding national and international industry
The curriculum is designed with an industry- partnerships, and strengthening sustainable education
driven approach and link and match principles, thus governance. With these strategies, Tempo Polytechnic
aligning with workplace needs. Learning is flexible is optimistic about continuing to produce work-ready
and adaptive, with a strong emphasis on mastering talent relevant to the needs of the times.
2025 Annual Report of PT Tempo Inti Media Tbk 87
Page 88
Tempo TV
Adapting to the Visual Era,
Strengthening Digital Platforms
As information consumption patterns become increasingly visual and digital, TV Tempo is
undertaking a major transformation in how it presents journalism to the public.
S
ince its launch in 2006, TV Tempo has previous period. “In terms of revenue, 2025 is certainly
embarked on a long journey in developing much better than 2024. Moreover, podcast products
visual content. The platform, owned by are increasingly diverse,” said Anton Aprianto, Director
the Tempo Media Group, was founded in of TV Tempo.
collaboration with the KBR68H radio news agency Tempo TV’s revenue jumped from Rp.8.38 billion in
under the auspices of PT Media Inti Televisi Nusantara 2024 to Rp.17.23 billion in 2025. This surge in revenue
(MITN). TV Tempo initially served as a video content is certainly inseparable from various innovations
provider and a local television channel, presenting carried out throughout 2025, such as the development
various journalistic and informational of new podcast programs, investment in the studio and
programs. production equipment, as well as visual experiments
In keeping with technological utilizing AI technology.
advancements and changing Anton explained that, this year, TV Tempo
Direktur
information consumption plans to make several innovations, such as
Temprint Graha
patterns, TV Tempo incorporating animation into visual content,
8 Budi Setyarso
subsequently transformed strengthening storytelling visuals in
itself by strengthening its focus documentary and podcast programs, as well as
on digital platforms. In 2024, the redevelopment of the Tempo Creator Network
Tempo Media Group disbanded (TCN). “TCN is an initiative to unite content creators
MITN, its previous operational Anton Aprianto with Tempo, so that creators with a strong audience
TV Tempo Director
umbrella for terrestrial television, base can be protected and can collaborate on
as it was deemed no longer content production with Tempo,” he said.
relevant to the direction of media development.
This change signaled TV Tempo’s shift from Revenue Statement
terrestrial television broadcasting to developing 18,250
20,000 17,231
digital channels. Now, TV Tempo’s core business
consists of the Creative Department, which handles:
visual and documentary content production; Current 15,000
News, which manages news programs and current
8,385
affairs content; and Intellectual Property (IP), which 10,000
handles various podcasts, such as Bocor Alus Politik,
Jelasin Dong!, Cek Fakta, Putar Balik, and the latest 3,734 3,925
one, Kupas Perkara. 5,000
The core business and diverse programming led to *in millions of rupiah
positive growth for Tempo TV in 2025, compared to the 2022 2023 2024 2025 2026
88 2025 Annual Report of PT Tempo Inti Media Tbk
Page 89
2025 Annual Report of PT Tempo Inti Media Tbk 89
Page 90
Commissioner Profile
PT Tempo Inti Media Tbk
GOENAWAN SUSATYO MOHAMAD
President Commissioner
This man, one of Tempo’s founders, was born in Batang, Central Java, on July
29, 1941. He has been writing poetry and essays since studying at the University
of Indonesia’s Faculty of Psychology. On August 17, 1963, Goenawan co-signed
the Cultural Manifesto with twelve other writers and intellectuals.
Upon returning from studying in Belgium in 1966, he joined the Kami daily
newspaper, then founded Ekspres magazine in 1970. A year later, he and several
journalists published Tempo magazine, where he served as Editor-in-Chief until
it was banned in 1994. When Tempo resumed publishing in 1998, he became
Editor-in-Chief for a year, before being replaced by Bambang Harymurti. GM—as
he is usually called—has served as President Commissioner of PT Tempo Inti
Media Tbk since the General Shareholders Meeting held on September 29,
2000.
BAMBANG HARYMURTI
Commissioner
This electrical engineering alumnus from the Bandung Institute of
Technology (ITB) began his career as a Tempo reporter in Bandung. Born in
Jakarta on December 10, 1956, he participated in the Alfred Friendly Free
Press Fellows internship program at Time magazine, and continued his
education at the John F. Kennedy School of Government at Harvard University.
Upon his return from the United States, Bambang became Tempo’s Bureau
Chief in Bandung, then Jakarta Bureau Chief, and finally the United States
Bureau Chief when Tempo was banned in 1994. He replaced Goenawan
Mohamad as Tempo’s Editor-in-Chief in 1999. He also served as Editor-
in-Chief of Tempo Newspaper when it was published in 2001. This former
President Director of PT Tempo Inti Media Tbk has served as Commissioner
since the General Shareholders Meeting on May 16, 2017.
90 2025 Annual Report of PT Tempo Inti Media Tbk
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Company Profile
Commissioner Profile
LEONARDI KUSEN
Independent Commissioner
Leonardi Kusen holds two bachelor’s degrees, one in Civil Engineering from
Gadjah Mada University (UGM) and one in English from IKIP Sanata Dharma in 1976,
and earned a Master of Business Administration (MBA) postgraduate degree from
Syracuse University. He was once the President Director of PT Jaya Krisan Cahaya
Department Stores, President Director of PT Jaya Konstruksi MP, and President
Director of PT Grafiti Pers in 1996. Leonardi currently serves as Director of PT Elka
Prakarsa Utama, an internet service provider.
His track record as the President Director of PT Tempo Inti Media Tbk and the
President Commissioner of PT Temprint (1998-2007) has made him very familiar
with the ins and outs of the company. According to him, Tempo is able to maintain
its independence amidst the hustle and bustle of media agglomeration. He was
appointed as an Independent Commissioner at the General Shareholders Meeting
held on April 27, 2009.
C. PAUL TEHUSIJARANA
Independent Commissioner
Paul, who currently serves as the Finance Director of Jawa Pos, was
appointed as an Independent Commissioner of PT Tempo Inti Media Tbk in May
2023. This holder of a master’s degree in business administration from the
University of Southern California in 1998, has held the position of Senior Vice
President and Group Head of PT Bank Mandiri Tbk (1999–2011), Managing
Director and Chief Financial Officer of PT Mandiri Sekuritas (2012–2016) and
President Director of PT Pembangunan Jaya Ancol (2016-2019).
KRISTIANTO INDRAWAN
Independent Commissioner
This 1989 civil engineering graduate from Trisakti University who earned
a Master of Management degree from Trisakti University in 1995 was born
in Jakarta on October 23, 1965. He currently serves as an Independent
Commissioner of PT Jaya Konstruksi Manggala Pratama Tbk, President
Director of PT Temprina Media Grafika, and President Director of PT Graha
Pena Jawa Pos. He was appointed as an Independent Commissioner of
Tempo through the General Shareholders Meeting held on August 25, 2020.
2025 Annual Report of PT Tempo Inti Media Tbk 91
Page 92
Page 93
2025 Annual Report of PT Tempo Inti Media Tbk 93
Page 94
Board of Directors Profile
PT Tempo Inti Media Tbk
ARIF ZULKIFLI
President Director
Arif joined the editorial team when
Tempo magazine resumed publishing
in 1998. The career of this man born
in Bandar Lampung, on February
8, 1970, continued to climb, until
he was eventually appointed as
Editor-in-Chief of Tempo magazine
in October 2013. This alumnus of
University of Indonesia’s Faculty
of Social and Political Sciences
was then appointed as the
company’s President Director at the
Extraordinary General Shareholders
Meeting held on July 12, 2021.
94 2025 Annual Report of PT Tempo Inti Media Tbk
Page 95
Company Profile
Board of Directors Profile
BUDI SETYARSO
Director
Born in Kendal, Central Java,
on November 12, 1971, Budi
joined the Tempo editorial team in
2001. His career in the editorial
team culminated when he was
appointed Editor-in-Chief of
Tempo Newspaper. At the General
Shareholders Meeting held on
July 12, 2021, this alumnus of the
Postgraduate Program in Strategic
Management at Prasetya Mulya
Business School, Jakarta, was
appointed as a company Director.
2025 Annual Report of PT Tempo Inti Media Tbk 95
Page 96
SEBASTIAN
KINAATMAJA
Director
Prior to his career at Tempo,
Sebastian worked at Deloitte
Touch Tohmatsu International
as a senior auditor. This man
born in Jakarta on September
12, 1972, joined Tempo in
2004 as Head of Accounting,
later becoming the company’s
Deputy Director in 2017. This
holder of a Master’s degree in
Financial Management from
Prasetya Mulya in 2002 was
then appointed as a company
Director at the General
Shareholders Meeting held on
June 18, 2019.
96 2025 Annual Report of PT Tempo Inti Media Tbk
Page 97
Company Profile
Board of Directors Profile
ADE LIESNASARI
Director
Ade Liesnasari joined Tempo on
March 16, 2002. This graduate in
accounting from Perbanas had a
career in the Advertising Division,
with her last position there being
Head of the Advertising Division.
She was appointed as Vice
Director of Marketing in January
2019 and was subsequently
appointed as a director at the
General Shareholders Meeting
held on May 27, 2025.
2025 Annual Report of PT Tempo Inti Media Tbk 97
Page 98
A.A. GDE BAGUS WAHYU
DHYATMIKA
Director
This graduate in communication science from
Airlangga University began his Tempo career as a
correspondent in East Java in 2001. He completed
his postgraduate education in journalism at the
University of Westminster, London. Komang—
as he is usually called—has received a
Nieman Fellowship at Harvard University,
Massachusetts, United States.
Born in Denpasar on August 27, 1978,
he has served as Editor-in-Chief of
Tempo magazine and Tempo.co. On
January 1, 2019, he was appointed
Vice Director of Tempo, doubling as
President Director of PT Info Media
Digital (Tempo Digital). He was appointed
as a company director at the General
Shareholders Meeting held on May 27, 2025.
98 2025 Annual Report of PT Tempo Inti Media Tbk
Page 99
Company Profile
Board of Directors Profile
SETRI YASRA
Deputy Director
Setri Yasra began his career as an
economics and business journalist
forKoran Tempo in 2001. Known by
the nickname Uda, his journalistic
career took off as he assumed
several editorial roles, including
Economic Managing Editor in
2010 and National Managing
Editor in 2014. In 2016, he
was appointed Head of the
Investigative Desk, which
produced in-depth reports
exposing various high-
profile cases in Indonesia.
In 2017, the alumnus of the
Faculty of Economics at
Riau University and Master
of Communication from
Paramadina University
was appointed Executive
Editor of Koran Tempo,
followed by Executive Editor
of Tempo Magazine in 2018.
Since 2021, Uda has served as
Editor-in-Chief of Tempo.
2025 Annual Report of PT Tempo Inti Media Tbk 99
Page 100
ANTON APRIANTO
Deputy Director
Having joined Tempo in 2005, Anton
Aprianto, originally from Kuningan, West Java,
will turn 46 in April 2025. He currently serves
as Director of TV Tempo and Chief Operating
Officer of PT Info Media Digital, which
manages Tempo Media Group digital products.
In addition to his role as Deputy Director,
Anton also serves as Chairperson of the
Tempo 21 Juni 1994 Foundation. During his
time in the editorial team, the graduate of the
Faculty of Forestry at Gadjah Mada University
also served as Managing Editor for Politics
and Law at Tempo Magazine, Executive Editor
of Tempo.co, and Editor-in-Chief of Tempo.co.
100 2025 Annual Report of PT Tempo Inti Media Tbk
Page 101
Company Profile
Board of Directors Profile
JAJANG JAMALUDIN
Deputy Director
Born in 1975, Jajang earned a
degree from the Faculty of Social
and Political Sciences at Padjadjaran
University and a Master’s degree
in Political Communication from
Paramadina University, Jakarta.
He began his career at Tempo as a
journalist and has served as reporter
and editor at Tempointeraktif.com,
Koran Tempo, and Tempo Magazine.
Prior to being appointed Deputy
Director and Corporate Secretary
of Tempo Inti Media, he served as
Editor-in-Chief of Koran Tempo.
2025 Annual Report of PT Tempo Inti Media Tbk 101
Page 102
Entity and Share Structure
Composition of Share Ownership
PT Tempo Inti Media Tbk
No. Shareholders Number of Shares
1 PT. Grafiti Pers 256,960,003
2 Yayasan Tempo 21 Juni 1994 181,322,500
3 PT. Jaya Raya Utama 172,329,205
4 Yayasan Pembangunan Jaya Raya 90,429,394
5 Yayasan Karyawan Tempo 87,627,267
6 Masyarakat 269,664,881
24.28%
25.49%
6 1
8.28%
5
2 17.13%
8.54% 4 3
16.28%
102 2025 Annual Report of PT Tempo Inti Media Tbk
Page 103
Company Profile
Entity and Share Structure
Data Securities Trading on the Indonesia Stock Exchange
Emiten : Tempo Intimedia Tbk.
Period: JANUARY - DECEMBER 2025
Listing Date : January 8, 2001
RATE (RG) PEREDARAN SAHAM DI PASAR REGULER
NUMBER TRADING
MARKET
NO. MONTH IHSI OF SHARES VOLUME
TTG TRD FINAL VOLUME VALUE FREK. CAPITALIZATION
REGISTERED (UNIT)
(IDR) (IDR) (IDR) (Unit) (IDR) (X)
1 JANUARI 178 131 144 46,017,700 7,116,196,200 11.321 50 1,058,333,250 152,399,988,000 0
2 FEBRUARI 180 127 133 153,734,000 24,762,685,500 28.402 46 1,058,333,250 140,758,322,250 0
3 MARET 142 102 113 17,522,200 2,187,013,200 4.086 39 1,058,333,250 119,591,657,250 0
4 APRIL 129 100 118 9,349,500 1,102,611,000 3.125 40 1,058,333,250 124,883,323,500 0
5 MEI 128 114 121 10,382,200 1,245,407,300 2.613 42 1,058,333,250 128,058,323,250 0
6 JUNI 199 120 144 333,375,500 54,451,564,800 47.304 50 1,058,333,250 152,399,988,000 0
7 JULI 210 141 152 389,979,100 66,958,508,600 50.579 52 1,058,333,250 160,866,654,000 0
8 AGUSTUS 189 144 162 158,340,200 26,280,403,400 21.369 56 1,058,333,250 171,449,986,500 0
9 SEPTEMBER 272 159 164 839,583,600 179,390,820,300 79.733 56 1,058,333,250 173,566,653,000 0
10 OKTOBER 180 160 170 130,550,300 22,099,286,200 19.946 59 1,058,333,250 179,916,652,500 0
11 NOVEMBER 250 159 167 594,038,000 119,428,811,100 60.634 58 1,058,333,250 176,741,652,750 0
12 DESEMBER 179 165 168 158,770,000 27,163,090,000 18.407 58 1,058,333,250 177,799,986,000 0
FINAL RATE 272 100 168
TOTAL 2,841,642,300 532,186,397,600 347.519
2025 Annual Report of PT Tempo Inti Media Tbk 103
Page 104
Human Resources
Development In 2025
A. HUMAN RESOURCE DEVELOPMENT to move into manager/department head
Tempo committed to developing strong positions. They will lead several work areas/
leadership talent. We achieve this through sections and develop strategic and managerial
comprehensive leadership development capabilities to manage more complex work
programs, which include training, mentoring, and units.
opportunities to enhance leadership skills. The
human resource development programs carried • Leadership Development Program
out in 2025 included training and advanced This program shapes managers/department
higher education. heads who will be promoted to senior
managers/division heads; or in editorial,
1. Training equivalent to managing editors. They will lead
The number of employee development multiple divisions and play a key role in the
activities in 2025 reached 120 programs with a company’s strategic decision-making.
total of 5,280 working hours, attended by 958
employees. These trainings included: 2. Advanced Education
In addition to training, Tempo also collaborates
• 28 leadership competency development with leading universities to sponsor future
programs company leaders. In 2025, four employees were
• 76 technical competency development actively pursuing higher education: three in the
programs Master of Management program at Gadjah Mada
• 16 non-technical competency development University and one in the postgraduate program
programs at Universitas Nasional.
Specifically, in 2025 Tempo implemented B. RECRUITMENT
the Management Development Program (MDP) The total number of new recruits in 2025 was 60
for Tempo’s future leaders. This training is people, consisting of:
one of Tempo’s strategic Human Resource • 6 at the administrative and technical execution
programs designed to ensure effective and level
sustainable leadership regeneration, as well as • 34 at the staff level
to develop management capabilities across all • 15 at the senior staff level
organizational levels. The MDP program is divided • 3 at the manager level
into three levels: • 2 at the senior manager level
Job vacancy announcements were made
• Supervisory Development Program through Tempo’s social media channels such as
This program nurtures prospective first- Facebook, Instagram, and LinkedIn; job portals,
line managers or staff who will become referrals, and internal recruitment.
supervisors/section heads. At this level, they The placement of new employees was
begin managing teams in a specific work area distributed as follows:
and develop basic leadership skills. • Production: 26 people
• Marketing: 17 people
• Managerial Development Program • Information Technology: 12 people
This program educates supervisors preparing • Administration and Finance: 5 people.
104 2025 Annual Report of PT Tempo Inti Media Tbk
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Company Profile
Recognition of
Journalistic Works
A
commitment to always place the public
interest above all else has enabled
Tempo to consistently produce the
best journalistic works. Not many media
outlets are willing to undertake investigative
reporting due to high costs, long timeframes,
and significant risks. Yet, Tempo still chooses
to follow this difficult path. Some of the hard
work of Tempo’s editorial staff in 2025 has been
awarded by various parties. Here are some of
those awards:
1. The 2024 Adinegoro Journalism Award
Date : February 4, 2025
Organizer : Indonesian Journalists
Association (PWI)
Winners : Praga Utama, Raymundus Rikang,
and Yosea Arga
Category : Print Media 3. The Best Journalistic Work about Children in
2025
2. The 2025 Global Fact-Checking Awards Date : September 18, 2025
Date : June 27, 2025 Organizer : U NICEF and the Alliance of
Organizer : International Fact-Checking Independent Journalists (AJI)
Network and the Poynter Institute Winner : Lani Diana
Winners : Inge Klara and Krisna Adhi Category : Print Media
Category : Creative Format
4. The 2025 Media Brand Awards
Date : August 9, 2024
Organizer : Press Companies Union (SPP)
Winner : Tempo.co
5. Anti-Hoax Journalistic Works of 2025
Date : November 16, 2025
Organizer : The Editors-in-Chief Forum
Winner : Artika Farmita
6. The 2025 Indonesia Data Journalism Award
Date : December 5, 2025
Organizer : I ndonesia Data Journalism
Network
Winners : Raymundus Rikang and Yosea Arga
Category : Best Data-Based Investigative
Reporting
7. Supreme Court Photography Competition
Date : December 30, 2025
Organizer : T he Supreme Court of the
Republic of Indonesia
Winner : Subekti
2025 Annual Report of PT Tempo Inti Media Tbk 105
Page 106
Contact Details
Office Address Securities Administration Bureau
Tempo Building PT Sinartama Gunita
West Palmerah Street Number 8, Jakarta 12210 Sinarmas Land Plaza Menara 1 9th Floor
Telephone: 021-5360409, Facsimile: 021-5360412 M.H. Thamrin Street, Number 51
Central Jakarta 10350
Domain Tempo
www.tempo.id Notary
www.tempo.co (situs berita Tempo) Fathiah Helmi, S.H.
www.tiniaga.com Graha Irama, 6th C Floor
www.store.tempo.co H.R. Rasuna Said Street, Kav. 1-2
Kuningan-Setiabudi, Jakarta
Subsidiaries
No. Subsidiaries Address Public Accountant’s Office
1 PT Tempo Inti Media Harian KAP Djoko, Sidik & Indra
2 PT Temprint International Member of Antea
3 PT Tempo Inti Media Impresario (Alliance of Independent Firms)
4 PT Matair Rumah Kreatif
Graha Mandiri d/h Plaza Bumi Daya 17th Floor,
5 PT Temprint Inti Niaga
Imam Bonjol Street Number 61
6 PT Temprint Graha Delapan Central Jakarta 10310
Tempo Building,
7 PT Info Media Digital West Palmerah
8 PT Rombak Pola Pikir Street Number 8,
The following is the historical record of public
South Jakarta
PT Pusat Data Dan Analisa accounting firms that have provided annual financial
9
Tempo report audit services to PT Tempo Inti Media Tbk. over
10 PT Edutama Tempo Integra the past three years:
11 PT Tempo Kreasi Bersama
12 PT Tempo Kreasi Animasi Book Year
Accounting Firm Signing Partner
Public
13 PT Dimensi Idea Kreatif
SOHO Pancoran, KAP Djoko, Solikhin,
2023
PT Orbitin Kebanggaan Street MT. Sidik & Indra SE.,Ak.,CA.,MAk.,CPA
14
Indonesia Haryono Kav. 2-3
Jakarta 12810 Solikhin,
KAP Djoko,
2024 SE.,Ak.,CA.,MAk.,CPA,
Sidik & Indra
CFI
Stock Exchange Authority Address
Financial Services Authority (OJK) Solikhin,
KAP Djoko,
2025 SE.,Ak.,CA.,MAk.,CPA,
Soemitro Djojohadikusumo Building Sidik & Indra
CFI
East Lapangan Banteng Street, Number 2-4
Pasar Baru, Sawah Besar, Central Jakarta, Jakarta 10710 Audit Results
The audit of the Company’s Consolidated Financial
PT Bursa Efek Indonesia Statements for fiscal year 2025 concluded that the
Bursa Efek Indonesia Building, Tower 1 consolidated financial statements as of December
Jenderal Sudirman Street, Kav. 52-53 Jakarta 12190 31, 2025, fairly presented, in all material respects,
the consolidated financial position of the Group as
Capital Market Support of that date, as well as its consolidated financial
PT Kustodian Sentral Efek Indonesia (KSEI) performance and consolidated cash flows for the year
Efek Indonesia Building, Tower 1 then ended, in accordance with Indonesian Financial
Jenderal Sudirman Street, Kav. 52-53 Jakarta 12190 Accounting Standards.
106 2025 Annual Report of PT Tempo Inti Media Tbk
Page 107
2025 Annual Report of PT Tempo Inti Media Tbk 107
Page 108
5
Strategic Initiatives
Pal8 Pictures
Camera Roll,
and Action!
Digital transformation and business diversification have
encouraged Tempo to expand its role from a journalistic medium
to that of a player in the creative industry, including film. It is an
effort to reach a wider audience and create new sources of income.
T
empo Media has long been known for developing into one of Indonesia’s leading media
its incisive, critical, and investigative groups, offering a diverse range of journalistic
reporting. Since its founding on March 6, products—from Tempo magazine, Tempo
1971, Tempo has consistently maintained newspaper, to Tempo.co.
its independence in delivering information to As the digital era began, changes in how
the public. Its lengthy journey has been marked information is consumed drove Tempo to
by various challenges, including being banned transform. In 2021, Tempo Newspaper officially
for some time, before finally reemerging and transitioned to an entirely digital format as a part
108 2025 Annual Report of PT Tempo Inti Media Tbk
Page 109
Strategic Initiatives
Pal8 Pictures
of adapting to the shifting media ecosystem. such as social issues, history, and contemporary
This transformation was then deepened through phenomena, including mental health. This
a single brand strategy, which was finalized approach aims to ensure that films are not
in 2024, integrating all product lines under a merely entertaining, but also have relevance and
single platform, namely “Tempo.” This was a depth that reflect social realities in Indonesia.
crucial strategic measure for expanding content The first project is an adaptation of Leila S.
distribution while reaching an increasingly Chudori’s novel Laut Bercerita (Stories of the
diverse audience. Sea). The story, inspired by the events of 1998, is
Tempo Media Group also began expanding into considered relevant today. The film stars renowned
the creative industry as a part of its business actors Reza Rahadian, Dian Sastrowardoyo, and
diversification effort. On June 17, 2025, the film Christine Hakim, and is supported by VMS Studio,
production house Pal8 Pictures was launched. the Jagartha Group, and Lynx. Films. This film is
Pal8 Pictures Director Budi Setyarso explained targeted for release in late 2026.
that this unit represents Tempo’s effort to find Currently, Pal8 Pictures is focused on post-
a new medium for conveying journalistic values. production, including editing and fine-tuning
Furthermore, the wealth of archives and stories before release. Moving forward, the production
Tempo has collected since 1971 presents great house also plans to develop other film projects,
potential for development into film works. including expanding distribution to Over-the-Top
Tempo’s entry into the film industry was also (OTT) platforms to reach a wider audience.
motivated by the search for a new business By taking this step, Tempo is not only
model. With the film industry’s continued growth, expanding its business channels, but also
Pal8 Pictures is expected to become a new strengthening its position as an institution that
source of revenue for the company. Film is seen continually adapts to the times. By maintaining
as a powerful visual medium for conveying ideas the quality and relevance of its stories, Pal8
and reaching a wider audience. Pictures is expected to deliver works that are
In developing their works, Pal8 Pictures both commercially appealing and meaningful to
addresses themes close to the community, the public.
2025 Annual Report of PT Tempo Inti Media Tbk 109
Page 110
IMD Products and Technologies
A New Engine Amidst
AI Disruption
Utilizing AI, strengthening data management, and digital product
innovation constitute IMD’s primary strategy to drive business
growth, increase its customer base, and open up new revenue
sources for Tempo in this era of technological disruption.
P
T Info Media Digital (IMD), a subsidiary the downstream side, AI is being used to increase
of the Tempo Media Group in the digital productivity through newsroom assistance and
media and technology sector, continues business, including through text-to-speech
to strengthen its digital business technology, format conversion, and translation.
foundation through various product innovations. Meanwhile, on the upstream side, Tempo is
This development is supported by an increasingly building an AI-based archive management system
solid technology team, with a primary focus on that enables more structured and interconnected
the use of artificial intelligence (AI), which has data management. This system has given rise to
become a disruptive factor in the media industry, the Digital Asset Management (DAM) product,
both upstream and downstream. which opens up opportunities to develop new
IMD CEO Wahyu Dhyatmika explained that, on services, especially in the business-to-business
110 2025 Annual Report of PT Tempo Inti Media Tbk
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Strategic Initiatives
IMD Products and Technologies
realm, such as intelligence data for research From the infrastructure side, IMD has
purposes. strengthened its subscription technology and
This improved archive management enables Customer Relationship Management (CRM)
linkages between data—from figures to system, which has been developing since
companies to events—something that was 2024. This system continues to be refined to
previously difficult absent AI support. With this improve the quality of customer service while
approach, Tempo has not only strengthened its strengthening the company’s digital resilience.
data quality, but also created new monetization In 2026, IMD is targeting the launch of
opportunities from its rich archives. several new products based on the foundation
Amid the growing use of content by it has established. One of these is the
AI platforms, IMD is also preparing development of the Sustainable
infrastructure so that Tempo data Business Integrity Index
can be legally accessed by (INSTAR) platform, which will
those platforms. This step is be strengthened as an ESG
part of a strategy to protect and intelligence platform, providing
optimize the value of content in valid and verified data for
the digital age. businesses.
To drive customer growth, IMD is On top of that, through DAM,
implementing two main strategies. Tempo will provide business-to-
First, through bundling products, business products such as Tempo
A.A. Gde Bagus Wahyu
namely integrating Tempo services Dhyatmika
Insight and Data Intelligence
with other units, such as the Tempo CEO IMD services. These products are
Institute and Tempo Data Science, expected to meet market demand
even exploring collaboration with global for credible, easily accessible, and quickly
products such as The New York Times. navigable information focused on economic and
Second, this is being done through the political dynamics.
development of Teras.id, an aggregator platform With this strategy, IMD strives to maintain
sourcing from thirty local media outlets. With relevance in the digital age while optimizing the
a single subscription, users can access a wide monetization of Tempo’s data and archives by
variety of content, increasing both the service’s enhancing the user experience and developing
value and its price point. technology-based services.
2025 Annual Report of PT Tempo Inti Media Tbk 111
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IMD’s Digital Circulation
Changing Algorithms,
Increased Customers
The power of original content, the Single Brand strategy, and a
focus on customer retention has driven significant growth and
digital revenue for Tempo amidst algorithm changes and traffic
pressures.
S
earch engine algorithms change to 40 percent surge in reader revenue. This has
frequently. In the latest updates, dispelled concern over stagnation in the digital
interaction and original content are top circulation business.
priorities for media outlets. For a media “The assumption of stagnation cannot be
outlet with high journalistic standards like seen in the short term. It has been proven that
Tempo, this ecosystem shift can be beneficial. the number of subscribers has increased by
The issues Tempo raises are based on in-depth more than 35 percent and reader revenue has
investigations, making them unique and engaging. increased by 40 percent. This means optimization
The number of Tempo digital subscribers in 2025 is taking place,” said Ibnu Rusydi, Chief Marketing
increased by 35.85 percent over the previous Officer of PT Info Media Digital. “This growth
year. This achievement is directly proportional proves that Tempo’s distinctive journalistic
112 2025 Annual Report of PT Tempo Inti Media Tbk
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Strategic Initiatives
IMD Digital Circulation
content remains highly appealing, capable of Ibnu noted that the biggest challenge is
converting casual readers into loyal subscribers.” not that brand strategy itself, but rather the
In terms of customer value, Tempo recorded an reach of capital and the readiness of digital
Average Revenue Per User (ARPU) of 89 percent infrastructure. “From a marketing aspect, a
of its Rp.30,000 target. This trend, which has Single Brand makes everything easier, because
nearly achieved its target, was driven by a shift there is only one Tempo brand which we need to
in discount tactics, which starting in 2025 were maintain. Our challenge is more in limited reach
geared more towards customers with recurring due to capital, while the Tempo.co product itself
payments. This step was taken because is like a building that is constantly being
of its much greater retention renovated,” he said.
potential compared to manual As 2026 is projected to be full of
payment methods. economic pressures, the Digital
IMD has also begun seriously Circulation unit has established
investing in future readers a roadmap to boost revenue
through third-party partnerships through accessibility for young
arrangements for university students readers and strengthening retention
and academics. Although this features. Ibnu is optimistic that
segment is highly price-sensitive, they cross-divisional collaboration will be
are seen as a long-term investment key to success in the coming year,
asset that will become Tempo’s Ibnu Rusydi opening up new revenue streams,
PT Info Media Digital
future primary customer base. Chief Marketing Officer including through package bundling
Implementation of the Single and optimization of social media
Brand strategy has also proven to be an platforms.
accelerator of marketing efficiency. By uniting “The challenges for 2026 are quite clear: the
all narrative strengths under a single brand downward trend in traffic will not stop. We need
entity, namely “Tempo,” the marketing team is to work together harder to strengthen customer
able to focus more on introducing the product revenue, but we must also be more proactive in
ecosystem to new audiences. opening up other revenue streams,” he said.
2025 Annual Report of PT Tempo Inti Media Tbk 113
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6
Management Discussion
and Analysis
CORPORATE GOVERNANCE the Company’s performance, approve the
The Company believes that the annual report, determine the use of profits, and
implementation of good corporate governance establish other strategic policies.
is an important foundation in creating long- The RUPS is also authorized to appoint and
term value for shareholders. Good Corporate dismiss members of the Board of Commissioners
Governance is carried out consistently to and Board of Directors, determine remuneration,
increase transparency, accountability, and the approve material transactions, and amend
effectiveness of risk management in supporting the company’s founding statutes. This means
the Company’s performance. that the RUPS is the primary mechanism
The Company is committed to implementing for shareholders to ensure transparent and
corporate governance principles in all business accountable governance.
activities through the active role of the The Company holds an Annual RUPS every
General Shareholders Meeting, the Board of year and Extraordinary RUPS as needed, while
Commissioners, and the Board of Directors. still considering the principles of information
These three bodies carry out their functions and transparency and equal treatment for all
responsibilities independently and oversee one shareholders.
other to ensure professional and sustainable In 2025, the Company held one RUPS, namely
management of the Company. the Annual RUPS, on May 27, 2025.
Through this governance structure, the
Company strives to strengthen investor THE ANNUAL GENERAL SHAREHOLDERS
confidence, improve the quality of decision- MEETING
making, and support sustainable business The Annual RUPS was held in the TV Tempo
growth. studio of the Tempo Building, on the 5th floor, at
Jalan Palmerah Barat No. 8, in South Jakarta, area
THE GENERAL SHAREHOLDERS MEETING (RUPS) code 12210, with an attendance rate of 75.26
The General Shareholders Meeting (RUPS) is percent. The complete results of this meeting
the Company’s highest authority, responsible were then published on the Tempo.co web portal
for strategic decision-making and protecting on May 28, 2025, as well as on the corporate
shareholder interests. Through the RUPS, website (tempo.id). The Annual RUPS, in principle,
shareholders have the opportunity to evaluate decided and approved the following matters:
Attendance
No Agenda Agree Disagree Abstain Decision Summary
Quorum
Approved the 2024 Annual Report
Approval of the 2024
and gave acquit et de charge to
1 Annual Report and Yes 100% 0% 0%
the Board of Directors and Board of
Financial Statements
Commissioners
No dividends are to be distributed; net
Approval of Use of Net
2 Yes 100% 0% 0% profit of Rp.2,187,240,000 is recorded
Profit
as reserves and retained earnings.
Granted authority to the Board of
Appointment of Public
3 Yes 100% 0% 0% Commissioners to appoint a Public
Accountant
Accountant
Approved honorariums for the Board
Determination of
of Commissioners and delegating
Remuneration for the
4 Yes 100% 0% 0% the determination of the salaries of
Boards of Directors and
the Board of Directors to the Board of
Commissioners
Commissioners.
Approval of the Approved the composition of the
Composition of the Board Board of Directors and Board of
5 Yes 99.99% 0% 0.01%
of Directors and the Board Commissioners up until the 2029
of Commissioners Annual RUPS
114 2025 Annual Report of PT Tempo Inti Media Tbk
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Management Discussion and Analysis
The composition of the Company’s Board of Meeting until the closing of the Company’s Annual
Directors and Board of Commissioners for the General Shareholders Meeting for the 2029
term of office commencing from the closing of the Financial Year to be held in 2030 was as follows:
Board of Directors
Arif Zulkifli : as President Director
Budi Setyarso : as Director
Sebastian Kinaatmaja : as Director
Anak Agung Gde Bagus Wahyu Dhyatmika : as Director
Ade Liesnasari : as Director
Board of Commissioners
Goenawan Mohamad : as President Commissioner
Leonardi Kusen : as Independent Commissioner
Cornelis Paul Tehusijarana : as Independent Commissioner
Bambang Harymurti : as Commissioner
Kristianto Indrawan : as Commissioner
THE BOARD OF COMMISSIONERS the Board of Directors’ reports and provides
The Board of Commissioners carries out a recommendations on strategic issues that could
supervisory function regarding the management impact the Company’s performance and business
of the Company by the Board of Directors sustainability.
and provides strategic advice to ensure that The oversight function is implemented through
the management of the Company is carried Board of Commissioners meetings and joint
out in accordance with the interests of the meetings with the Board of Directors, as well
shareholders and the principles of good as through coordination with committees under
corporate governance. the Board of Commissioners. Through these
Oversight done by the Board of Commissioners mechanisms, the Board of Commissioners
covers: reviewing the Company’s strategy, ensures the effectiveness of oversight and the
financial performance, work plan implementation, implementation of good corporate governance.
and asset and risk management. The Board of The composition of the Company’s Board of
Commissioners also periodically evaluates Commissioners is as follows:
End of Term of Affiliation with Major
Name Position Basis of Appointment
Service Shareholders
Annual RUPS for
President Annual RUPS for the A shareholder in PT Grafiti
Goenawan S. Mohamad the 2029 financial
Commissioner 2019 financial year Pers
year
Annual RUPS for
Independent Annual RUPS for the
Leonardi Kusen the 2029 financial -
Commissioner 2019 financial year
year
Annual RUPS for
Annual RUPS for the President Director of PT
Kristianto Indrawan Commissioner the 2029 financial
2023 financial year Grafiti Pers
year
Annual RUPS for
Independent Annual RUPS for the
Cornelis Paul Tehusijarana the 2029 financial -
Commissioner 2023 financial year
year
Annual RUPS for
Annual RUPS for the
Bambang Harymurti Commissioner the 2029 financial -
2019 financial year
year
2025 Annual Report of PT Tempo Inti Media Tbk 115
Page 116
Official meetings of the Board of THE BOARD OF DIRECTORS
Commissioners are held at least six times per The Board of Directors (BOD) is responsible
fiscal year. In addition to these official meetings, for managing the Company in accordance with
the Board of Commissioners coordinates, the purposes and objectives set out in the
communicates, and oversees the Company company’s founding statutes and for creating
through informal meetings or consultation long-term value for shareholders. In carrying
forums with members of the Board of out this function, the BOD established work
Commissioners and the Board of Directors. plans and budgets, oversaw the implementation
of business strategies, and evaluated
BOARD OF COMMISSIONERS TRAINING the Company’s operational and financial
In order to support the duties and performance.
responsibilities of the Board of Commissioners, The BOD was also responsible for preparing
members of the Board of Commissioners also the annual report, making strategic decisions,
attend seminars or trainings held both at home and representing the Company in relations
and abroad. with stakeholders. To enhance management
effectiveness, the BOD oversees strategic
BOARD OF COMMISSIONERS MEETING functions that support the Company’s operations
The Board of Commissioners holds meetings at and business development.
least six times a year or at any time if required by
members of the Board of Commissioners or at the THE PRESIDENT DIRECTOR
request of shareholders. The President Director establishes the
In 2025, the Board of Commissioners held Company’s vision, mission, and strategic
six internal meetings. These meetings were direction, and ensures alignment across
used to discuss the Company’s performance directorates to drive sustainable growth and
evaluation, to review Board of Directors reports, successful digital transformation. The President
and to deliberate strategic issues related to risk Director also manages strategic relationships
management and work plan implementation. with investors, regulators, and partners, oversees
the performance of all directorates, and
IMPLEMENTATION OF THE BOARD OF makes decisions on cross-functional strategic
COMMISSIONERS’ DUTIES initiatives to enhance shareholder value.
In 2025, the Board of Commissioners actively
oversaw the Company’s management. These DIRECTOR OF MEDIA AND BUSINESS
activities included reviewing and approving the DEVELOPMENT
Company’s work plan, periodically evaluating The Director of Media and Business
operational and financial performance, and Development formulates a multiplatform
providing strategic recommendations to the content production strategy to: strengthen the
Board of Directors. monetization of print and digital media; increase
The Board of Commissioners also oversaw the revenue through content innovation, distribution,
effectiveness of its subordinate committees and external collaboration; and develop creative
and provided guidance on risk management, business units such as film, animation, and new
strengthening governance, and implementing intellectual property in order to create additional
the Company’s strategy. Furthermore, the revenue streams. This function also drives
Board of Commissioners provided input on production efficiency to increase profitability.
strategic issues that could potentially impact
the Company’s performance and business DIRECTOR OF DIGITAL TRANSFORMATION
sustainability. The Director of Digital Transformation is
Through these activities, the Board of responsible for building a scalable digital
Commissioners ensured that Company platform and content distribution ecosystem,
management was carried out in accordance with increasing the digital customer base through
the interests of shareholders and the principles subscription, paywall, and freemium models, and
of good corporate governance. developing digital services such as research,
116 2025 Annual Report of PT Tempo Inti Media Tbk
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Management Discussion and Analysis
training, and documentaries as new digital-based expand the revenue base.
revenue sources.
DIRECTOR OF BUSINESS SERVICE
DIRECTOR OF MARKETING AND SALES The Director of Business Services designs
The Marketing and Sales Director is responsible capital development and investment strategies,
for increasing advertising revenue and its including acquisition initiatives, mergers, strategic
derivative products through integrated marketing partnerships, as well as managing finance, tax,
strategies for all business units, developing and reporting functions, in order to maintain the
ad sales, sponsorships and event activation, Company’s financial health. This function also
as well as strengthening brand positioning and optimizes cash flow management, collection
relationships with strategic clients in order to strategies, and internal services to support
THE COMPOSITION OF THE COMPANY’S BOARD OF DIRECTORS IS AS FOLLOWS:
End of Term of Affiliation with
Name Position Basis of Appointment
Service Major Shareholders
Extraordinary General Annual RUPS for
Arif Zulkifli President Director Shareholders Meeting the 2029 financial -
of 2021 year
Extraordinary General Annual RUPS for
Director of Media and
Budi Setyarso Shareholders Meeting the 2029 financial -
Business Development
of 2021 year
Annual RUPS for
Director of Business Annual RUPS for the
Sebastian Kinaatmaja the 2029 financial -
Services 2019 financial year
year
Annual RUPS for
Anak Agung Gde Wahyu Director of Digital Annual RUPS for the
the 2029 financial -
Dhyatmika Transformation 2024 financial year
year
Annual RUPS for
Director of Marketing and Annual RUPS for the
Ade Liesnasari the 2029 financial -
Sales 2024 financial year
year
business growth and operational efficiency. the BOD are carried out based on the principles
BOARD OF DIRECTORS TRAINING of transparency, accountability, responsibility,
In order to improve and develop the independence, and fairness to ensure effective
competencies of the Board of Directors to and sustainable management of the Company.
support the implementation of the Company’s As part of strengthening governance, the
management duties, which constitute their Company has an Internal Audit function that
primary responsibility, the BOD has attended supports the evaluation of the performance
various seminars, workshops, conferences, and and effectiveness of internal controls of both
talk shows, both nationally and internationally. financial and operational aspects. This function
The Directors also held lectures and assists the BOD in improving the quality of
discussions as a means of sharing knowledge decision-making and risk management.
and expertise with the public. The BOD also implements a leadership
development program to ensure management
IMPLEMENTATION OF GOVERNANCE sustainability and the readiness of internal talent
The Company’s Board of Directors carries out to support the Company’s long-term strategy.
its duties and responsibilities in accordance Furthermore, the BOD holds regular coordination
with the guidelines established at the General meetings to monitor operational performance,
Shareholders Meeting and the principles of align strategies, and ensure effective policy
good corporate governance. The functions of implementation across all business units.
2025 Annual Report of PT Tempo Inti Media Tbk 117
Page 118
ATTENDANCE AT BOARD OF DIRECTORS Corporate Governance, the Company established
MEETINGS an Audit Committee under the Board of
In 2025, the Board of Directors held regular Commissioners to assist in the implementation
meetings twice a week on average. The average of the supervisory function for financial
attendance rate of Board members at these reporting, internal control, and risk management.
meetings reached 80%. These BOD meetings The Audit Committee consists of three
were used to discuss operational performance, members, namely two Independent
evaluate strategy, and make managerial Commissioners and one member from outside
decisions. the Company. The Audit Committee is chaired by
an Independent Commissioner, with the support
JOINT MEETINGS OF THE BOARD OF of the Corporate Secretary as facilitator and
COMMISSIONERS AND THE BOARD OF executor of secretariat functions.
DIRECTORS The Audit Committee assists the Board of
As part of the implementation of good Commissioners in reviewing financial reports,
corporate governance, the Board of evaluating the effectiveness of internal
Commissioners and the Board of Directors controls, and providing recommendations on
hold joint meetings at least three times per the implementation of established Company
fiscal year. These joint meetings are used to policies. Additionally, the Audit Committee
discuss the Company’s performance, evaluate reviews reports from the BOD and related work
strategies, and address important issues units, including both financial and operational
requiring coordination between the Board of activity reports.
Commissioners and the Board of Directors. In carrying out its duties, the Audit Committee
In 2025, the Board of Commissioners and the may seek independent expert opinion when
Board of Directors held six joint meetings with necessary to improve the quality of its oversight.
a 100% attendance rate of the members of the In 2025, the Audit Committee held regular
BOD and the Board of Commissioners. monthly coordination meetings with 100%
attendance.
REMUNERATION OF THE BOARD OF DIRECTORS The members of the Audit Committee for the
AND BOARD OF COMMISSIONERS 2025-2030 Term, based on the Decision of the
Remuneration for the Board of Commissioners Board of Commissioners, Number: 001/SK/Kom-
and Board of Directors is determined based TIM/VI/2025, are as follows:
on the scope of duties, responsibilities,
Company performance, and prevailing market Leonardi Kusen: Chairman (see profile of the
practices. The determination process begins Board of Commissioners)
with a recommendation from the Nomination
and Remuneration Committee, which is then C. Paul Tehusijarana: Member (see profile of the
submitted to the General Shareholders Meeting Board of Commissioners)
for approval.
The remuneration structure consists of fixed Herry Hernawan: Member
and variable components that take into account This member, born in
the Company’s performance achievements and Bandung on December 22,
long-term business sustainability. 1958, is a PPM Master
Total remuneration of Rp.5.2 billion was paid of Management degree
to the Board of Commissioners and BOD for the graduate. He has served as
2025 financial year. This amount is considered Director of Printing and Trading at
in line with the Company’s performance and PT Tempo Inti Media Tbk. and serves as President
maintains prudential principles and shareholder Director of PT Temprint.
interests. One of the Audit Committee’s duties is
to provide input and recommendations to
COMPANY ORGANS improve the company’s financial performance,
AUDIT COMMITTEE in addition to exercising financial control
As part of the implementation of Good and risk management over the company. One
118 2025 Annual Report of PT Tempo Inti Media Tbk
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Management Discussion and Analysis
significant result of the Audit Committee’s members consisting of company commissioners
recommendations implemented by the Board and professionals. Based on Decision of the
of Commissioners was the improvement in the Board of Commissioners 002/SK/Kom-TIM/
Company’s financial performance at the end of VI/2025, the members of the Nomination and
this year. Remuneration Committee for the 2025-2030
In 2025, the Audit Committee implemented term are as follows:
various work programs, including:
l Supervision over internal consolidated financial Leonardi Kusen: Chairman (see profile of the
reports and annual consolidated financial Board of Commissioners)
reports
l Supervision of work plans and results/findings Kristianto Indrawan: Member (see profile of the
from external auditors Board of Commissioners)
l Supervision of work plans and the results of
Internal Audit reports Jajang Jamaludi: Member
The meetings of the Audit Committee, in Born in 1975, Jajang earned
accordance with the provisions of the Audit a degree from the Faculty of
Committee’s Charter, were held quarterly in Social and Political Sciences
2025, and were attended by all Audit Committee at Padjadjaran University and
officials. a Master’s degree in Political
Communication from Paramadina
DISCLOSURE OF AUDIT COMMITTEE University, Jakarta. He began his career
INDEPENDENCE at Tempo as a journalist and has served as reporter
All Audit Committee members are and editor at Tempointeraktif.com, Koran Tempo,
professionals in their respective fields and and Tempo magazine. Prior to being appointed
were selected based on, among other things, Deputy Director and Corporate Secretary of Tempo
their integrity, competence, experience, Inti Media, he served as Editor-in-Chief of koran
and knowledge in the financial sector. Tempo.
Audit Committee members must meet the
independence requirements as stipulated by the NOMINATION AND REMUNERATION COMMITTEE
Financial Services Authority (OJK). MEETINGS
In 2025, the Nomination and Remuneration
NOMINATION AND REMUNERATION COMMITTEE Committee held three meetings with a 100%
The Nomination and Remuneration Committee attendance rate. In these meetings, remuneration
is tasked with providing recommendations to the for the BOD was discussed, as well as the
Board of Commissioners regarding the nomination Company’s management nomination process.
and remuneration of members of the Board of
Commissioners and Board of Directors of the THE TEMPO OMBUDSMAN INSTITUTION
Company and its subsidiaries. This Committee The Tempo Ombudsman is an independent
also evaluates the remuneration structure mechanism that serves as a means of managing
to ensure alignment with the Company’s reputational risk and the quality of journalistic
performance and conditions. products. This institution acts as a liaison
In 2025, the Nomination and Remuneration between readers or news sources with editorial
Committee provided recommendations to management regarding complaints about
the Board of Commissioners regarding the published journalistic products, while also
remuneration of the BOD and conducted reviews conducting reviews to ensure compliance with
of prospective future members of BODs at journalistic standards.
Company subsidiaries. In 2025, the Ombudsman received and
followed up on various inputs, criticisms, and
COMPOSITION OF THE NOMINATION AND complaints from readers. Each complaint
REMUNERATION COMMITTEE was reviewed, clarified, and forwarded to the
The Nomination and Remuneration Committee relevant media management for follow-up. The
is chaired by an Independent Commissioner, with Ombudsman also provided recommendations for
2025 Annual Report of PT Tempo Inti Media Tbk 119
Page 120
improvement, including corrective measures and View profile on the Nomination and
sanctions if significant violations were found, Remuneration Committee
while still providing an opportunity for providing The Corporate Secretary performs capital
explanations and clarifications to the relevant market compliance and communication functions
parties. in accordance with regulatory requirements
The Ombudsman is a part of the Company’s and serves as a liaison between the Company
internal control system in mitigating legal and and the Financial Services Authority, the
reputational risks, as well as for maintaining Indonesia Stock Exchange, and shareholders.
credibility and public trust in the Company’s This function ensures compliance with capital
journalistic products. market regulations, the management of General
Based on Decision Number 002/SK/Dirut- Shareholder Meetings, and timely and accurate
THlTlll/lll/2021, the Ombudsman Institution disclosure of information to the public.
consists of: The Corporate Secretary also provides
management with insights on regulatory
Name Position developments, coordinates communications with
Arif Zulkifli Board of Supervisors investors and stakeholders, and supports the
implementation of good corporate governance.
Purwani Diyah Prabandari Coordinator
The Secretary plays a role in maintaining
Yudianto Sri Wicaksono Secretary information transparency, improving the quality
Philipus SMS Parera Member of market communications, and supporting the
Jalang Jamaludin
formation of positive investor perceptions of the
Member
Company’s performance and prospects.
Kurniawan Member
Priatna Member INTERNAL AUDIT
Sunudyantoro Member
The Company’s Internal Audit function operates
independently to ensure the effectiveness
of internal controls, risk management, and
THE ETHICS COMMITTEE compliance with company policies. The role of
The Ethics Committee was established the Internal Audit is to conduct risk-based audits
as part of the implementation of corporate of financial and operational aspects and to
governance to ensure compliance with the Tempo evaluate the adequacy of the Company’s internal
Journalists’ Code of Ethics and to maintain the control system.
integrity of the Company’s journalistic products. Functions of the Internal Audit include:
This committee is tasked with reviewing the establishing the Internal Audit Charter,
Reported Party’s objections to the Ombudsman’s conducting financial and operational audits, and
recommendations regarding suspected violations providing recommendations for improvement to
of the code of ethics, as an independent review management. Audit results are reported to the
mechanism before a final decision is made. President Director and the Audit Committee as
The Ethics Committee is ad hoc and consists part of an oversight mechanism to improve the
of representatives from multiple functions to effectiveness of the Company’s governance and
maintain its independence and to avoid conflicts risk management.
of interest. The Ethics Committee makes Through the implementation of these
recommendations for action on each case it functions, Internal Audits support the
reviews. improvement of accountability, transparency, and
The Ethics Committee supports controlling the reliability of the Company’s financial reports.
Company’s reputational and legal risks, as well Internal Audits are currently carried out by
as maintaining the credibility and public trust in Lanang Kharisma Perdana, a graduate of the
the Company’s journalistic products. Faculty of Economics of the Veteran National
Development University (UPN), who has worked
CORPORATE SECRETARY at the public accounting firm Hertanto, Siddik,
As of December 6, 2023 the position of and Partners as well as at PT Mega Finance as an
Corporate Secretary is held by Jajang Jamaludin. auditor staff, who joined the Company in 2013.
120 2025 Annual Report of PT Tempo Inti Media Tbk
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Management Discussion and Analysis
EXTERNAL AUDIT ACCOUNTABILITY
Consolidated Financial Statements for the This is defined as accounting for the
year ending December 31, 2025, were audited Company’s performance in a transparent and fair
by the Public Accounting Firm of Djoko, Sidik manner.
& Indra. This assigning of this audit was the This principle is implemented through tiered
fourth consecutive year with the signing partner and layered re-checking and supervision between
Solikhin, SE, M.Ak., Ak., CA., CPA., CFI. The units and departments. In this way, there will be
external auditor was appointed based on the clear financial accountability regarding the use
recommendation of the Audit Committee and of Company facilities.
is considered to be independent in accordance
with applicable regulations. The report by the RESPONSIBILITY
Public Accounting Firm Djoko, Sidik & Indra for the This is defined as complying with laws and
Company’s Consolidated Financial Statements regulations and carrying out responsibilities
for the 2025 financial year gave the opinion: fair towards society and the environment, so that
in all material respects. long-term business continuity can be maintained
and the company will be recognized as a good
GOOD CORPORATE GOVERNANCE corporate citizen.
The implementation of Good Corporate Responsibility is achieved through the
Governance (GCG) at the Company is implementation of clear job descriptions and
comprehensively carried out by all company a well-thought-out work plan, balanced with
organs, namely the General Shareholders appropriate rewards and enforcement. It is
Meeting (RUPS), the Board of Commissioners, expected that this will foster accountability for
the Board of Directors, and is supported by the tasks of each work unit and department.
the Corporate Secretary and internal control
functions. The implementation of GCG aims to INDEPENDENCE
ensure transparent, accountable, responsible, This is defined as the implementation of
independent, and fair management of the sustainable GCG principles through independent
Company in order to create long-term value for and professional operational activities without
shareholders. any conflict of interest and without pressure or
The Company implements GCG principles intervention from any party in a manner that is not
through timely and accurate information in accordance with applicable regulations.
disclosure, holding RUPS meetings in accordance
with regulatory requirements, strengthening REASONABLE AND EQUAL (FAIRNESS)
oversight mechanisms as done by the Board of This consists of always paying attention to the
Commissioners, and implementing an internal interests of shareholders and other stakeholders
control system. These principles are also as well as providing guarantees of fair treatment
implemented in decision-making processes, risk among various interests within the company.
management, and stakeholder relations.
The GCG principles which are applied consist BUSINESS RISK
of: The Company faces various business risks
stemming from the dynamics of the media
TRANSPARENCY industry and developments in digital technology.
To maintain objectivity in conducting business, Key risks include: shifts in media consumption
the Company must provide relevant information patterns from print to digital, competition from
and materials in a manner that is easily digital platforms and online media, fluctuating
accessible and understood by stakeholders. economic conditions affecting advertising
All tasks and responsibilities are carried out spending, and legal risks related to journalistic
openly with the principle of meritocracy. Each products.
person or work unit is given balanced rights and Additionally, the Company also faces risks
obligations, including in determining awards for from regulatory changes, exchange rate
achievements, which is done collectively and fluctuations that impact certain operational
openly. costs, and reputational risks arising from news
2025 Annual Report of PT Tempo Inti Media Tbk 121
Page 122
coverage. These risks have the potential to governance to maintain integrity, independence,
impact the Company’s revenue performance, and professionalism in the presentation of
profitability, and growth. journalistic products. This code of ethics was
To mitigate these risks, the Company has: established by a decision of the Board of
diversified its revenue streams through digital Directors and applies to all editorial staff.
business development; strengthened the quality The implementation of the Journalists’ Code
of its journalistic products; and implemented of Ethics serves as a mechanism to control
legal risk management mechanisms through the reputational and legal risks that can arise from
Journalistic Code of Ethics, the right of reply, and journalistic activities. This code of ethics is
dispute resolution through the Press Council. The continuously disseminated to all editorial staff
Company also conducts regular training for its and serves as a guideline in the editorial process
editorial team to maintain professional standards to ensure the quality and credibility of published
and to mitigate potential legal risks. content.
This approach is a part of sustainable risk By implementing this code of ethics, the
management to maintain the stability of Company strives to maintain public trust,
the Company’s performance and business strengthen Tempo’s journalistic values,
sustainability. and support business sustainability in the
competitive media industry.
LEGAL ISSUES
The Company face one legal case in 2025, CORPORATE CULTURE
namely: The implementation of Corporate Culture
Case Name Lawsuit for Unlawful Acts by the begins with evaluating the company’s vision
Minister of Agriculture of the and mission and exploring the values that
: Republic of Indonesia, dated July have become Tempo’s competitive advantage
1, 2025 with Registration Number:
684/Pdt.G/2025/PN Jkt.Sel throughout its history. These corporate values
are trustworthiness, independence, and
Type of Case : Civil Law
professionalism.
Company
: Defendant
Position
Trustworthy : Upholding integrity in every
Court South Jakarta Administrative
:
Court word and action.
Independence : Freedom to express oneself
Main Points A lawsuit for unlawful acts by the
Indonesian Minister of Agriculture while respecting diversity.
against the Company regarding Professional : Always work to the highest
the “Polishing Rotten Rice” news standards of competence.
coverage, which was deemed to
: violate the journalistic code of
ethics and did not implement The Company implements corporate culture as
the recommendations of the a foundation for strengthening human resources
Press Council, with demands
for material and immaterial in supporting business strategies and digital
compensation. transformation.
Status High Court Decision Number These values are translated into core
1402/Pdt/2025/PT DKI, dated competencies that include: innovation, integrity,
January 20, 2026, upheld
collaboration, achievement orientation, and
the verdict of the court of
: stakeholder focus. These core competencies
first instance. The Minister of
Agriculture of the Republic of serve as a benchmark for employee
Indonesia did not file any further
development, productivity improvement, and
legal action against the decision.
strengthening cross-unit collaboration.
Impact This matter did not have a
on the material impact on the Company’s The implementation of corporate culture
: is expected to improve the quality of human
Company financial condition or operational
activities. resources, strengthen the Company’s
CODE OF ETHICS competitiveness, and support sustainable
The Company implements a Tempo Journalists’ business growth amidst the dynamics of the
Code of Ethics as a part of its corporate media and digital industries.
122 2025 Annual Report of PT Tempo Inti Media Tbk
Page 123
CORPORATE GOVERNANCE IMPLEMENTATION TABLE
Implementation
No Principles and Recommendations
Full Partial Pending
Increasing the Value of the Holding of General Shareholder Meetings (RUPS)
Technical procedures for collecting votes. V
1
Attendance of the Board of Directors and Board of Commissioners. V
RUPS Minutes on the Web. V
Improving the Quality of Public Company Communication with Shareholders and Investors
Communication Policy with Investors and Shareholders. V
2
Disclosing Communications policies to Investors and Shareholders on the Web. V
Strengthening the Membership and Composition of the Board of Commissioners.
Determining the number of members of the Board of Commissioners, taking into
V
3 account the conditions of the Publicly Traded Company.
Determining the composition of the members of the Board of Commissioners,
V
taking into account the diversity of skills, knowledge and experience required.
Improving the Quality of Implementation of the Duties and Responsibilities of the Board of Commissioners
The Board of Commissioners’ policy to self-assess the performance of members of
V
the Board of Commissioners.
The Board of Commissioners’ policy is to self-assess the performance of members
V
4 of the Board of Commissioners through annual reports.
The Board of Commissioners has a policy regarding the resignation of its members. V
The committee that carries out the Nomination and Remuneration function
prepares a succession policy in the process of Nominating members of the Board V
of Directors.
Strengthening the Membership and Composition of the Board of Directors.
Determining the number of members of the Board of Directors, taking into account
the conditions of the Publicly Traded Company and the effectiveness of decision- V
5 making.
The members of the Board of Directors who are in charge of the accounting or
V
finance sector have expertise and/or knowledge in the accounting sector.
Improving the Quality of Implementation of Duties and Responsibilities of the Board of Directors.
The Board of Directors has a self-assessment policy to assess the performance of
V
the Board of Directors.
6 The self-assessment policy to assess the performance of the Board of Directors is
V
disclosed in an annual report.
The Board of Directors has a policy regarding the resignation of members of the
V
Board of Directors if they are involved in financial crimes.
Improving Corporate Governance Aspects through Stakeholder Participation.
The Publicly Traded company has a policy to prevent insider trading. V
The Publicly Traded company has a policy regarding the selection and
V
improvement of supplier or vendor capabilities.
7 The Publicly Traded company has a policy regarding the fulfillment of
V
creditors’ rights.
The Publicly Traded company has a
V
whistleblowing system policy.
The Publicly Traded company has a policy of providing long-term incentives to
V
Directors and employees.
Improving the Implementation of Information Disclosure.
The Publicly Traded company utilizes information technology more widely, in
V
addition to websites, as a medium for information disclosure.
8
The Publicly Traded company’s Annual Report discloses the ultimate beneficiaries V
in of shareholders holding at least 5 percent of the Publicly Traded company’s
shares.
2025 Annual Report of PT Tempo Inti Media Tbk 123
Page 124
7
Corporate Social
and Environmental Responsibility
dozens of schools and universities took
advantage of this opportunity to gain a closer
understanding of business practices in the
Company’s media industry. During these
activities, participants were introduced to the
entire workflow, from content production stages
to aspects of media business management, and
had the opportunity to engage in direct dialogue
with professionals within the Company.
On the social front, Tempo Media Group
actively strengthens its role in community
empowerment through collaboration with Astra
A
Group in the development of micro, small, and
s part of its ongoing commitment to medium enterprises (MSMEs) in the surrounding
corporate social and environmental community. A tangible manifestation of this
responsibility (CSER), PT Tempo Inti initiative is the opening of Kedai Palmerah,
Media Tbk continues to launch various located in the Tempo building and open to
initiatives that provide tangible benefits to the the general public. This facility is designed
community. The Company does not only focus on as a platform for MSME operators to expand
operational activities but also strives to foster market access within a more representative
harmonious relationships with the communities environment, particularly in the office district,
surrounding its offices and contribute to the while also serving as part of the Company’s
development of human resources. efforts to create sustainable social impact.
In the vicinity of the Tempo building, the Through this initiative, the Company, together
Company consistently carries out social with the Astra Group, not only provides business
activities involving the local community. Various space but also actively mentors and offers
programs, such as the distribution of sacrificial various forms of support to MSME operators,
animals and the provision of holiday assistance, both in strengthening business capacity and
serve as a means to strengthen relationships improving the quality of products and services.
while demonstrating the Company’s social With this approach, the Company promotes the
responsibility. Additionally, the Company sustainability of its MSME partners’ businesses
provides employment opportunities for local so that they can make a more optimal economic
residents, particularly in supporting operational contribution to the surrounding community.
activities at the printing unit. Tempo Media Group implements this series
In the field of education, the Company of CSER initiatives as a demonstration of its
continues to strengthen its contribution to commitment to not only focus on business
educational development through vocational activities but also to actively participate in
training for vocational high school (SMK) and the development of the economic and social
senior high school (SMA) students, focusing resources of the surrounding community.
on media design skills, media production, and The Company believes that the capacity of
international marketing management. This the younger generation is a crucial element
program is a routine activity organized by the in supporting the sustainability of the media
Company as a form of active participation industry in the future.
in addressing the needs of an ever-evolving In line with this commitment, Tempo will
industry, while equipping participants with continue to develop its CSER programs
practical and relevant skills for the workforce. sustainably with an approach that is increasingly
In addition to organizing training programs, adaptive to the changing times. The initiatives
the Company is also expanding its contributions undertaken are not only focused on program
to education by facilitating direct interaction sustainability but also on expanding the impact
through company visits. Throughout 2025, felt by the surrounding community.
124 2025 Annual Report of PT Tempo Inti Media Tbk
Page 125
PT TEMPO INTI MEDIA TBK DAN ENTITAS ANAK/AND SUBSIDIARIES
Page 126
PT TEMPO INTI MEDIA Tbk Jalan Palmerah Barat 8, Jakarta 12210 Telp. 021-725 5625 | Faks. 021-536 0412 http://korporat.tempo.co.id
Names mentioned 116 people and organisations named in the text · linked when the evidence is strong
unresolved
org
TEMPO INTI MEDIA TBK
· Direktur
p.1 ×314
unresolved
org
Yayasan Jaya Raya
p.14
unresolved
org
Yayasan Jaya Raya Ciputra
p.14
unresolved
org
Pemerintah Provinsi DKI
p.14 ×2
unresolved
org
PT Arsa Raya Perdana.
p.14 ×2
unresolved
org
PT Arsa
p.14
unresolved
org
Yayasan Jaya
p.14
unresolved
org
PT Raya Eric F.H. Samola
p.14
unresolved
person
H. Samola
p.14 ×2
unresolved
org
Inti Media Tbk
p.15 ×3
unresolved
org
PT TEMPRINT
p.17 ×8
unresolved
org
PT TEMPRINT GRAHA DELAPAN
p.17 ×4
unresolved
org
PT TEMPRINT INTI NIAGA
p.17 ×5
unresolved
org
PT TEMPO INTI MEDIA IMPRESARIO
p.17 ×4
unresolved
org
PT MATAIR RUMAH KREATIF
p.17 ×2
unresolved
org
PT EDUTAMA TEMPO
p.17 ×2
unresolved
org
PT DIMENSI IDEA
p.17 ×2
unresolved
org
PT TEMPO KREASI
p.17 ×2
unresolved
org
PT ROMBAK POLA PIKIR DAN ANALISA TEMPO
p.17 ×2
unresolved
org
PT MENCERDASKAN SENANTIASA
p.17 ×2
unresolved
org
Aksesibilitas Telekomunikasi
p.19
unresolved
org
Kementerian Komunikasi dan Digital
p.19
unresolved
org
Yayasan Rumah
p.25
unresolved
org
Departemen Kreatif
p.26
unresolved
org
PT Jaya Krisan Cahaya Department Stores
p.29 ×2
unresolved
org
PT Jaya Konstruksi MP
p.29 ×2
unresolved
org
PT Elka Prakarsa Utama
p.29 ×2
unresolved
org
PT Temprina Media Grafika
p.29 ×2
unresolved
org
PT Graha Pena Jawa Pos. Dia
p.29
unresolved
org
Yayasan Tempo
p.38 ×3
unresolved
org
Yayasan Tempo 21 Juni 1994
p.40 ×2
unresolved
org
PT. Jaya Raya
p.40 ×2
unresolved
org
Yayasan Pembangunan Jaya Raya
p.40 ×3
unresolved
org
Yayasan Karyawan Tempo
p.40 ×3
unresolved
org
Tempo Intimedia Tbk.
p.41 ×2
unresolved
org
Mahkamah Agung
p.43 ×2
unresolved
person
H. Thamrin
p.44
unresolved
person
Fathiah Helmi
p.44 ×2
unresolved
org
Djoko
p.44 ×8
unresolved
org
PT Matair Rumah Kreatif Graha Mandiri
p.44 ×2
unresolved
org
PT Rombak Pola Pikir
p.44 ×2
unresolved
org
PT Edutama Tempo Integra
p.44 ×2
unresolved
org
PT Tempo Kreasi Bersama
p.44 ×2
unresolved
org
PT Tempo Kreasi Animasi
p.44 ×2
unresolved
org
PT Dimensi Idea Kreatif SOHO Pancoran
p.44 ×2
unresolved
org
PT Orbitin Kebanggaan
p.44 ×2
unresolved
person
MAk.
p.44 ×6
unresolved
org
PT Kustodian Sentral Efek Indonesia
p.44 ×3
unresolved
person
Pictures.
· Direktur
p.47
unresolved
person
RUPST
· Komisaris
p.53 ×4
unresolved
person
RUPST Tahun
· Komisaris
p.53 ×2
unresolved
person
Arif Zulkifli
· Direktur Utama
p.55
unresolved
person
RUPLB
· Direktur Utama
p.55
unresolved
person
Anak Agung Gde Wahyu
· Direktur
p.55
unresolved
org
Tempo Media Tbk.
p.57
unresolved
—
Philipus SMS Parera
· Anggota
p.58 ×2
unresolved
—
Kurniawan
· Anggota
p.58
unresolved
—
Priatna
· Anggota
p.58 ×2
unresolved
—
Etik dibentuk sebagai bagian
· Internal berperan melakukan audit berbasis risiko
p.58
unresolved
—
Wartawan Tempo serta menjaga integritas
· sistem pengendalian internal Perseroan.
p.58
unresolved
—
produk jurnalistik Perseroan. Komite ini bertugas
· Audit Internal memiliki fungsi antara
p.58
unresolved
—
menelaah keberatan Terlapor atas rekomendasi
· lain menetapkan Piagam Audit Internal,
p.58
unresolved
—
Ombudsman terkait dugaan pelanggaran
· melaksanakan audit keuangan dan operasional,
p.58
unresolved
—
Majelis Komite Etik bersifat ad hoc
· Direktur Utama dan Komite Audit sebagai bagian
p.58
unresolved
—
terdiri atas perwakilan lintas fungsi guna
· dari mekanisme pengawasan guna meningkatkan
p.58
unresolved
—
menjaga independensi serta menghindari
· efektivitas tata kelola dan pengelolaan risiko
p.58
unresolved
—
ditelaah.
· Internal mendukung peningkatan akuntabilitas,
p.58
unresolved
—
Keberadaan Komite Etik mendukung
· transparansi, serta keandalan laporan keuangan
p.58
unresolved
—
pengendalian risiko reputasi dan risiko
· Perseroan.
p.58
unresolved
—
serta menjaga kredibilitas
· Audit Internal saat ini dilaksanakan Lanang
p.58
unresolved
—
kepercayaan publik terhadap produk jurnalistik
· Kharisma Perdana merupakan lulusan Fakultas
p.58
unresolved
org
PT Mega Finance
p.58 ×2
unresolved
—
Lihat profil di komite Nominasi dan Remunerasi
· AUDIT EKSTERNAL
p.58
unresolved
org
Kantor Akuntan Publik Djoko
p.58 ×2
unresolved
—
penghubung antara
· Penugasan audit tersebut merupakan tahun
p.58
unresolved
person
Solikhin
p.58 ×2
unresolved
—
perkembangan regulasi, mengoordinasikan
· semua hal yang material.
p.58
unresolved
org
Menteri Pertanian
p.60 ×2
unresolved
org
Pengadilan Negeri Jakarta Selatan
p.60
unresolved
org
PT DKI
p.60 ×2
unresolved
org
PT Arsa Raya Perdana. However
p.76
unresolved
org
Indonesia Stock Exchange
p.76 ×3
unresolved
org
PT Media Inti Televisi Nusantara
p.88
unresolved
org
PT Graha Pena Jawa Pos. He
p.91
unresolved
org
PT Sinartama Gunita West Palmerah Street
p.106
unresolved
person
H. Thamrin Street
p.106
unresolved
org
PT Temprint Inti Niaga Imam Bonjol Street
p.106
unresolved
org
Financial Services Authority
p.106 ×3
unresolved
org
PT Grafiti Goenawan S. Mohamad
p.115
unresolved
org
2019 financial year
p.115
unresolved
org
2023 financial year
p.115
unresolved
—
Dhyatmika
· Transformation
p.117
unresolved
—
Ade Liesnasari
· the 2029 financial
p.117
unresolved
—
Yudianto Sri Wicaksono
· Secretary
p.120
unresolved
org
Minister of Agriculture
p.122 ×3
unresolved
org
Media Tbk
p.124
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