Heartfelt Collaboration: Unifying Direction Towards a Great Phapros 2026

On January 14-15, 2026, PT Phapros Tbk held a Coordination Meeting themed "Heartfelt Collaboration Towards a Great Phapros". This strategic event served as a space for alignment and strengthening cross-functional synergy to face the increasingly dynamic business challenges of 2026. The event was attended by the entire Board of Directors, General Managers, Managers, and Senior Leaders of the Phapros Group.

The series of activities began with the strains of Kebo Giro gamelan music to welcome participants after registration. This traditional nuance then blended with energetic music to arouse enthusiasm and readiness before entering the main agenda. This warm opening reflected the spirit of togetherness and optimism that formed the foundation of the coordination meeting.

The first day's agenda continued with the Small Working Group (SWG) Workshop Session 1, designed as a Focus Group Discussion (FGD). This session encouraged active participation in identifying cross-functional strategic issues and formulating concrete steps for performance improvement.

Subsequently, the Marketing Director, Mr. Maraja Jeson Siregar, presented the business direction and challenges for 2026. It was stated that a consecutive growth target of over 20 percent is a very challenging goal that can only be achieved through cross-functional collaboration, not siloed work. He highlighted several causes of strategy failure, including weak execution, too many initiatives and KPIs, lack of detailed SOPs, and slow coordination. Future business focus shifted to detailed services in pharmacies and hospitals, rather than just macro strategies. Customer centricity was emphasized as the key, with all units acting as internal service providers.

Priority cross-divisional issues requiring immediate handling included supply accuracy and product availability, consolidation of COGS (HPP) and prices to remain competitive, acceleration of registration processes and new product launches, and strengthening IT support through CRM. He also stressed the importance of SLAs between divisions so that decisions do not stop in the meeting room, while reinforcing a new culture: planning is mandatory, execution is a priority.

The next presentation was delivered by the Director of Finance, Risk Management & HR, Mr. Yudhi Rangkuti. He explained that the 2025 financial performance showed improvement, but 2026 challenges are projected to be tougher. The three main indicators of corporate health emphasized were sales, profit, and especially healthy cash flow. Several important 2025 achievements were shared, such as improved operational cash flow, bank loan restructuring that significantly reduced interest expenses, better cost control, and improved inventory management. The 2026 target is directed at revenue of approximately IDR 1.15 trillion, increased EBITDA and profit, and margin maintenance. For this, synergy between sales, billing, and stock management functions becomes crucial, with the finance function acting as a support system for achieving operational targets.

The Directors' presentation session was closed by the Acting President Director and Director of Production, Ms. Ida Rahmi. In her presentation, she emphasized that team strength and persistence are the determinants of success, not just individual intelligence. Reflection on 2025 performance showed significant sales growth, decreased COGS due to a healthier product mix, and a surge in profit and EBITDA.

Employee aspirations focused on company health, welfare, and development. The major focus for 2026 is directed at HR cost efficiency and organizational structure, strengthening the performance culture, digital transformation through progress monitoring dashboards, and implementing SLAs between functions. From the production side, regulatory compliance and certification challenges are primary concerns, requiring accelerated investment in facilities and equipment, including reaching buffer stock targets for pareto products. The key message conveyed was that strategy must be judged by real progress, not just presentations.

The first day's activities continued with SWG Workshop Session 2, presentations from the Corporate Strategy and Business Development Division regarding Corporate KPIs, and presentations from two discussion groups followed by a Q&A session. On the second day, January 15, 2026, the activity continued with presentations from five discussion groups and constructive Q&A sessions. All discussion results were then summarized into a directorate wrap-up, becoming a collective commitment for all directorates. The event concluded with a presentation from the HR & General Affairs Division regarding KPI Templates, Mandatory KPIs, and Cascading, as well as the signing of commitments by the Board of Directors, General Managers, Managers, and Senior Leaders. This momentum reaffirmed the collective resolve to move in alignment, collaborate wholeheartedly, and realize an even greater Phapros.