KAI President Director at SBM ITB Industrial Summit 2026: Four Growth Engines Prepared Toward 2045

PT Kereta Api Indonesia (Persero) President Director Bobby Rasyidin outlined KAI’s transformation direction at the SBM ITB Industrial Summit 2026, held at AYANA Midplaza Jakarta on Wednesday (19/8/2026).

The forum, organized by the School of Business and Management, Bandung Institute of Technology (SBM ITB), in collaboration with the Adam Smith Business School, University of Glasgow, brought together industry leaders, regulators, investors, and academics to discuss industrial transformation and Indonesia’s economic competitiveness. Bobby attended as a speaker in the Parallel Session – Transportation Sector.

In his presentation titled “Growth Beyond the Limits: Transforming Railways for Indonesia’s Economic Future,” Bobby emphasized that KAI’s future growth needs to be built by expanding the company’s sources of value.

In 2025, KAI Group recorded 503.5 million customers, an increase of 8.52 percent compared to 464 million customers in 2024. KAI also recorded approximately 2.8 million customer interactions per day.

“KAI’s scale is already very large. The next challenge and opportunity are to increase the contribution of our assets, technology, expertise, and customer base as new sources of growth that create greater value for the company and the economy,” said Bobby.

Currently, around 94 percent of KAI’s revenue still comes from its transportation business, while non-farebox businesses contribute around 6 percent. This condition provides room for KAI to develop four growth engines, namely operational assets, tangible assets, capability-based assets, and technology assets.

These strengths are supported by approximately 327.8 million square meters of railway land assets and a large customer base. KAI sees development opportunities through the optimization of areas and properties, Transit-Oriented Development (TOD), digital services, MRO, manufacturing, and the development of railway expertise.

“Future growth must be more productive. KAI needs to become stronger in operations, more optimal in managing its assets, and faster in utilizing technology,” said Bobby.

The transformation is also aimed at increasing the contribution of railways to the efficiency of national transportation and logistics. Bobby believes that strengthening the role of railways can help improve industrial competitiveness through more efficient mobility of people and goods.

KAI has also begun encouraging the use of artificial intelligence (AI) and digital technology to improve operational productivity and optimize the capacity of the existing network. In its roadmap toward 2045, customer volume is targeted to reach approximately 1.4 billion customers per year, with non-farebox business contributions reaching around 20–25 percent.

“We need to move from waiting for demand to creating opportunities. Advanced industries create opportunities, and growth follows,” said Bobby.

Bobby added that the transformation toward 2045 requires the company’s ability to anticipate change, strengthen its sources of growth, and build collaboration with the government, academia, industry, and society.

“Towards 2045, KAI aims to become a world-class railway operator. To achieve this, we must strengthen productivity, expand our sources of growth, and ensure that railways make an increasingly significant contribution to Indonesia’s connectivity and competitiveness,” Bobby concluded.

VP Corporate Communication KAI