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Analysis of the Impact of PSAK 72 Implementation on Company Performance at PT Telkom Indonesia (Persero) Tbk Wahyuni; A.Megawati Junaedi; Dinda; Arya Saputra Syam; Andry Ilyas
Masterpiece Vol. 2 No. 1 (2026): February 2026
Publisher : www.amertainstitute.com

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65246/mjssi.v21.572

Abstract

This study aims to analyze the impact of PSAK 72 implementation on the financial performance of PT Telkom Indonesia (Persero) Tbk by comparing financial conditions before and after the adoption of the revenue recognition standard. A quantitative approach with a comparative time-series design was employed using secondary data obtained from the company’s audited annual financial statements for 2017–2022. The observation period was divided into two phases: the pre-PSAK 72 period (2017–2019) and the post-PSAK 72 period (2020–2022). Financial performance was evaluated using the Current Ratio (CR) to measure liquidity and the Net Profit Margin (NPM) to assess profitability. The results show that the average CR decreased from 90% before PSAK 72 implementation to 78% after implementation, representing a 12 percentage-point decline. In contrast, the average NPM increased from 15% to 16%, indicating a 1 percentage-point improvement in profitability. These findings indicate that PSAK 72 implementation was accompanied by changes in the company’s liquidity and profitability performance. The decline in liquidity may reflect changes in the recognition and presentation of contract-related assets and liabilities, while the improvement in profitability suggests that the company maintained its ability to generate net income despite changes in revenue recognition. The study contributes empirical evidence regarding the financial implications of PSAK 72 implementation in the telecommunications industry.
Assistance in Developing a Simple Internal Audit Checklist to Support Audit Completion at Kopii Kawaii Wahyuni; Mellisyah; Musdalifah Hasmal; A. Megawati Junaedi; Siti Athirah Asmarani; Lilis Sukanda
Masterpiece Vol. 2 No. 1 (2026): February 2026
Publisher : www.amertainstitute.com

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65246/mjssi.v21.573

Abstract

Effective internal control is essential for strengthening accountability, reducing operational risks, and supporting sustainable financial governance in Micro, Small, and Medium Enterprises (MSMEs). However, many MSMEs lack practical internal audit instruments that enable systematic monitoring of cash, sales, inventory, purchasing, and administrative documentation. This community engagement program aimed to assist Kopii Kawaii, a coffee shop in Makassar, Indonesia, in developing and implementing a simple internal audit checklist to support audit completion and strengthen internal control practices. The program employed a participatory mentoring approach comprising preliminary observation, interviews, problem identification, checklist development, simulation, implementation, evaluation, and follow-up assistance. Data were obtained through direct observation, interviews with the business owner and employees, transaction document reviews, and operational verification. The developed checklist covered five key areas: inventory, sales, cash, purchasing, and administrative documentation. Implementation demonstrated improvements in transaction verification, cash reconciliation, inventory monitoring, document organization, and employee awareness of internal control procedures. The checklist also facilitated the identification and documentation of operational weaknesses and supported the preparation of evidence required for audit completion. Furthermore, the mentoring process encouraged the business owner and employees to conduct routine self-evaluation and strengthen accountability in daily operations. The findings demonstrate that a simplified internal audit checklist can serve as a practical, low-cost governance instrument for MSMEs with limited resources. This approach provides a replicable model for improving internal control, financial transparency, audit readiness, and organizational sustainability through university–community collaboration.