Strength. Performance. Passion. PT Holcim Indonesia Tbk. Juni

Strength. Performance. Passion.

PT Holcim Indonesia Tbk

Juni

Contents

From the Editor

03 Milestones

Pada Berita Kita edisi spesial Holcim Leadership Journey kedua ini, kami menelusuri dunia yang kompleks mengenai pengalaman pelanggan melalui kegiatan Customer and Commercial Excellence (RComX), kami juga terus mengikuti perkembangan HIL dalam penghematan energi melalui EARN, Logistics, Procurement dan Fixed Costs yang merupakan pilar-pilar dalam Holcim Leadership Journey.

05 New Vision & Mission Mewujudkan Visi: Gambaran Umum Making Our Vision A Reality: Seeing the Big Picture

06 Customer & Commercial Excellence

- Pantang Menyerah When the Going gets Tough, the Tough Get Excellent - Menuju Logistik Berkelanjutan Waking Up to Sustainable Logistics

10 Tuban-OHS

Belajar dari Kesalahan Management Regrets, Learns from Incidents

13 Cilacap

Mempererat Hubungan dengan Media Media Interest Proof of A Growing Relationship

14 EARN - -

Ciwandan Ubah Mimpi Jadi Nyata Ciwandan Manufactures a Dream Run EARN-ing the Green Dream: Tim Menjajaki Mengenai Penghematan Energi EARN-ing the Green Dream: Teams Explore Energy Saving

18 People

Batchers By Design

Bagi Holcim, kondisi sepanjang triwulan I - saat pasokan berlebihan dan persaingan meningkat – mengharuskan tim penjualan dan pemasaran melakukan sesuatu untuk mengatasi situasi tersebut. Tim commercial lalu berusaha jauh lebih keras untuk menjalin komunikasi dengan para distributor dan peritel. Mereka dibantu oleh CCE Coaches yang merupakan bagian dari CCE (RComX) – tim yang bertanggung jawab meningkatkan pendapatan perusahaan di bawah Holcim Leadership Journey yang dimulai tahun lalu. Di EARN, berbagai hal juga mengalami kemajuan dengan baik – Ciwandan telah menyelesaikan Dream Run, dengan hasil yang mengesankan, sementara Geocycle dan Manufacturing menjalani latihan teambuilding yang tidak hanya penting namun juga menyenangkan. Untuk mengetahui lebih lanjut mengenai kerja tim CCE dan langkah yang diambil untuk program EARN, baca beritanya di halaman 6-9 dan 14-17. Saya yakin andapun akan setuju bahwa Excellence/Keunggulan adalah sesuatu yang harus diupayakan! Diah Sasanawati Corporate Communications Manager

Cover Story

The HIL team win five awards related to the Holcim Leadership Journey at a Regional Leadership Retreat held in New Delhi on June 13-14. Photos top right, clockwise: Rudiyanto Tan, Head of Markets Business Intelligence and Pricing, wins the RComX award for excellence in Marketing presented to him by Simon Wiedemann, Holcim Technology Ltd RComX Champion (left) and Onne van der Weijde, General Manager Ambuja Cement Ltd; CEO Eamon Ginley and Raju Goyal, Vice President Technical Services (centre left and right), receive the Global EARN Silver Award for Most-Improved Plant for Narogong Kiln-1, presented by Jerome Lombardi –

www.holcim.co.id/en/media/beritakita.html

In this month’s "Second Holcim Leadership Journey Special Edition" of Berita Kita, we’re exploring the complex world of the customer experience, through the work done via Customer and Commercial Excellence initiative (RcomX), and we’re also continuing to look at how HIL is doing in terms of energy savings via EARN, Logistics, Procurement and Fixed Costs as pillars in the Holcim Leadership Journey. For Holcim, the current conditions in Q1 – a period of oversupply and increased competition – required a decisive response by our sales and marketing front-liners. Rising to the challenge, our commercial team has redoubled their efforts to communicate with our distributor and retailer customers. They’re being assisted by our CCE Coaches as part of CCE (RcomX), the revenue generating arm of the Holcim Leadership Journey, which began last year. In EARN, things are also progressing at a good rate – Ciwandan has just completed a Dream Run exercise, with some impressive results, while Geocycle and Manufacturing underwent an important and enjoyable teambuilding event. To find out more about the work of the CCE team and the strides made in EARN, take a look at the stories on pages 6-9 and 14-17. I’m sure you’ll agree, Excellence is something that must be EARNed! Diah Sasanawati Corporate Communications Manager

Project Leader and Regional Director-EARN Champion, (left) and Aidan Lynam – Regional Director; Anna Soenardi, Corporate Communications Manager, (centre) receives a Regional Communications Award for the Holcim Leadership Journey Communications Support, from Paul Hugentobler (right), Holcim Executive Committee Member for ASEAN and Southeast Asia (excluding the Philippines) and his Assistant, Wasana Chaidhiraphunkul; and Yudi Dwi Kristanto OPI Coach and Gamadjaja Julianto, OPI Coach (centre left and right) receive the Regional OH&S Award for the Logistics Safety Improvement Initiative, flanked by Onne (left) and Aidan Lynam – Regional Director.

Juni 2013

Eamon's Perspective Keselamatan Selalu Jadi Prioritas Utama Berita Kita Juni merupakan edisi kedua yang khusus membahas Holcim Leadership Journey, pentingnya keselamatan kerja dan perkembangan proyek Tuban. Saya akan mengawali ulasan dengan mengingatkan kita semua tentang beberapa kecelakaan serius yang terjadi di lokasi pembangunan proyek Tuban sepanjang tahun ini peristiwa yang patut kita sesali. Pada semester pertama 2012, akibat jatuh dari ketinggian, seorang pekerja terpaksa menderita cacat seumur hidup. Selain itu masih ada insiden dua anak muda tenggelam di kolam lempung penuh air, dan seorang karyawan kontrak meninggal tertimpa pipa pancang (pile fabrication) yang tengah dikerjakan. Di halaman 10-12 dimuat informasi lengkap tentang kecelakaan yang sebetulnya dapat kita hindari. Saya tekankan: tidak ada kompromi dalam keselamatan kerja. Setiap pekerjaan harus dilakukan dengan selalu memperhatikan keselamatan – dan keselamatan kerja merupakan bagian terpenting dari strategi perusahaan yang memiliki tiga kerangka dasar (triple bottom line): karyawan, pertumbuhan ekonomi dan lingkungan hidup. BK kali ini mengulas perubahan menyeluruh aspek keselamatan kerja yang dilakukan untuk pabrik Tuban dan pabrik serta unit kerja lainnya. Paska insiden, perubahan menyeluruh dirasa perlu, mengingat pesatnya kemajuan pabrik. Jangan sampai kita mengabaikan keselamatan dan triple bottom line, terlebih di tengah persaingan pasar yang kian sengit. Informasi lengkap tentang persaingan usaha yang kian ketat dapat dilihat dalam video CEO Update yang telah disebarluaskan melalui email dan kini tengah diputar di Holcim TV. Berubahnya kondisi persaingan telah kita perkirakan, dan kita antisipasi dengan menjalankan program Customer and Commercial Excellence-CCE (RcomX) yang merupakan bagian dari Holcim Leadership Journey. BK kali ini juga mengulas kerja tim commercial di lapangan dalam mengumpulkan informasi tentang apa yang diperlukan distributor dan mitra Holcim lainnya, untuk membantu mereka mencari solusi untuk meningkatkan penjualan dimana pada triwulan I tidak menunjukkan kenaikan. Saya bangga sekali mereka bekerja begitu keras. Sebagaimana disampaikan Global CEO, Bernard Fontana, Holcim Leadership Journey semakin mantap, dan kegiatan pokok untuk Pilar EARN berjalan sesuai target: hingga saat ini penghematan yang dibukukan Holcim Group telah mencapai angka USD 102 juta meski pilar lain masih menghadapi kendala.

Safety is Always Our First Priority Welcome to the June edition of Berita Kita, our second special edition on the Holcim Leadership Journey, which also looks at the importance of safety, and the progress made at the Tuban project. I would like to begin by updating you on several highly regrettable and serious accidents that have occurred at the Tuban project construction this year. In the first half of 2012, a contract worker suffered a permanent disability caused by a fall from height, two youths drowned in a flooded clay pit in the quarry area, and a contractor died after being crushed by a pile fabrication he was working on. For more details about these avoidable accidents, please see page 10-12 of this issue. I must stress, there can be no compromises with safety. No job is so important that we cannot take the time to do it in a safe manner.– and safety is the key underlying measure of our triple bottom line strategy that emphasizes the importance of people, economic growth and the environment. This edition of BK focusses on the comprehensive changes to safety that we are making at Tuban and the rest of the plant since these accidents, putting these changes in the context of the very real and impressive progress being made at the plant. Not losing our focus on safety and our triple bottom line will be even more important as we enter a more challenging period in the market. More details about tougher competitive conditions in the market can be seen in my CEO Update Video which was already emailed blasted to and is also currently playing on Holcim TV. This changing competitive environment was of course expected, and this is why last year we started the Customer and Commercial Excellence- CCE (RcomX) initiative as part of Holcim Leadership Journey. This edition of BK looks at how our commercial team is working in the field to get an even better understanding of what our distributors and other partners need, to help them overcome the flat sales of Q1. I’m very proud of the hard work they are doing. As our Global CEO Bernard Fontana has noted , the Holcim Leadership Journey has continued to gain traction and EARN Pillar key performance initiatives are well on track, with cumulative savings of USD 102 million for the Group realised to date. However, the Group still faces challenges from other pillars. Some good news for HIL came from the recent Regional Leadership Retreat (SESA) in New Delhi, India, an event in which we received number of awards recognizing performances as following: Rudiyanto from Marketing received an RcomX Regional Award, Dhanang from Logistics-Cilacap took home

Berita Kita Juni 2013

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Perspective

Tower Kiln Preheater di Tuban Plant dan silo sudah hampir rampung, operasionalnya akan dimulai bulan Desember. Tuban Plant Kiln Preheater tower and silos are already largely complete, with commissioning to begin in December.

Kabar baik didapat HIL dari kegiatan Regional Leadership Retreat (SESA) di New Delhi, India, atas keberhasilan meraih sejumlah penghargaan: Rudiyanto dari Marketing menerima RcomX Regional Award; Dhanang dari LogisticCilacap menerima Logistic Regional Award; NAR-1 mendapat Silver Award untuk " Most Improved Kiln line in the Holcim Group"; tim OH&S Logistics menerima Regional Safety Award for Logistic Safety Improvement Initiative; dan penghargaan khusus diberikan kepada Corporate Communications HIL berkat dukungan mereka terhadap Holcim Leadership Journey melalui kegiatan komunikasi dan pelibatan karyawan. Saya berharap pengakuan yang kita terima dapat mendorong tim HIL lain untuk mempertahankan kerja mereka, dan terus menunjang upaya pencapaian target Holcim Leadership Journey sesuai komitmen kita bersama.

a Regional Award for Logistics, The NAR1 kiln line received a Silver Award for “Most Improved Kiln line in the Holcim Group”, the Logistics Safety team received a a Regional Safety Award for the Logistic Safety Improvement initiative, and HIL Corporate Communications won special recognition for supporting the Holcim Leadership Journey communications and engagements. I hope that this recognition will encourage other HIL teams to keep up the good work and continue contributing to achieve Holcim Leadership Journey targets that we have committed to.

Saya sampaikan pula di sini bahwa pihak manajemen dan serikat pekerja telah sepakat memberlakukan kenaikan upah dan besaran gaji baru untuk tahun 2013 - keputusan yang tentunya akan membantu HIL bertahan di tengah persaingan di industri kita. Penjelasan lengkap telah dikirimkan kepada semua karyawan melalui email.

You’ll also soon being hearing news about two more important developments, a new silo and packing facility in Pontianak and a plan to move our head office to a strategic new location on Jalan TB Simatupang in South Jakarta at Talavera Suite office complex with the move slated for early 2014. I believe this strategically located building and facilities near the Jakarta Ring Road will mean less travel time to and from work for staff and will therefore represent a safer, healthier and more productive working environment. We’ll keep you posted on further details.

Masih ada lagi berita tentang dua perkembangan baru: pembangunan silo dan fasilitas pengemasan di Pontianak dan rencana pemindahan kantor pusat ke lokasi baru yang strategis di Jalan TB Simatupang, Jakarta Selatan. Kedua perkembangan ini akan memberikan dampak yang positif terhadap perkembangan bisnis Holcim dan BK akan mengulasnya di edisi mendatang. Menatap ke depan, banyak tantangan yang harus diatasi namun banyak pula peluang yang dapat diwujudkan. Perusahaan butuh dukungan kalian semua untuk memajukan bisnis ini, dan kita pun diharapkan untuk terus waspada agar tempat kerja yang aman dan produktif bagi semua karyawan dapat terwujud. Terima kasih saya ucapkan kepada Anda semua! Eamon Ginley

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I’m also very pleased to report that management and unions have agreed to a new pay rise and salary package for 2013, a decision that we believe will continue to ensure that HIL’s position remains competitive in the industry. The details have been sent to you via email for your reference.

Both these changes will have very positive effects on how we do business and will be covered in greater detail by BK in the future. So, looking ahead, there are many challenges in store for us, but also more opportunities for success. I’m counting on all of your support to ensure we continue to grow our business, and your continued vigilance to ensure a safe and productive workplace for all employees. Terima Kasih to all of you! Eamon Ginley

Milestones

HIL Bags Slew of Awards, Accolades in New Delhi

Holcim Indonesia tampil dengan segudang prestasi pada ajang Regional Leadership Retreat di New Delhi, India, dan berhasil membawa pulang lima penghargaan (empat tingkat regional dan satu tingkat global) atas kinerjanya seputar Holcim Leadership Journey. Upacara penganugerahan berlangsung 13 Juni lalu. Searah jarum jam dari kiri atas: foto dibalik layar memperlihatkan tim manajemen HIL dengan para pemenang; Commercial Director Jan Kunigk berpose bersama peraih penghargaan Rudiyanto Tan, Head of Markets Business Intelligence and Pricing; dan Yudi Dwi Kristanto, OPI Coach, menjelaskan the Logistics Safety Initiative kepada peserta RLR. Holcim Indonesia emerged triumphant at the recent Regional Leadership Retreat in New Delhi, India, winning five awards (four regional and one global) for performance related to the Holcim Leadership Journey at a ceremony on June 13. Clockwise from top left: some behind-the-scenes photos show the HIL management team with the award winners; Commercial Director Jan Kunigk poses with award winner Rudiyanto Tan, Head of Markets Business Intelligence and Pricing; and Yudi Dwi Kristanto, OPI Coach, explains the Logistics Safety Initiative to RLR participants.

In mid-May, Holcim Indonesia’s Board of Commissioners met at the under-construction Tuban Plant to discuss the company’s progress. The group, led by Paul Hugentobler (pictured left), then spent time touring the construction and supporting environmental and community development activities, including the Jetty and a greening initiative.

Commissioners Impressed by Tuban Achievements Pertengahan Mei lalu Dewan Komisaris Holcim Indonesia mengadakan pertemuan di lokasi proyek pembangunan Pabrik Tuban guna membahas kemajuan perusahaan. Mereka dipimpin Paul Hugentobler (gambar atas), selanjutnya meluangkan waktu meninjau kegiatan konstruksi dan juga kegiatan pelestarian lingkungan dan pengembangan masyarakat, termasuk dermaga dan proyek penghijauan.


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Milestones

Business Briefings Roll Out Continues Sepanjang Juni kegiatan Business Briefing dengan format baru untuk unit usaha terus dijadwalkan penyelenggaraannya di lokasi kerja Holcim, termasuk di Pabrik Narogong dengan tingkat kehadiran cukup tinggi. Tim Corporate Communications ingin karyawan merasakan manfaat kegiatan Business Briefing, jadi sampaikan masukan Anda kepada kami demi perbaikan acara mendatang. Berita Kita dalam salah satu edisi mendatang akan membahas perbaikan yang dapat dilakukan berdasarkan masukan masukan yang diterima.

June saw more of the new-format Business Briefings held for specific business units around Holcim workplaces including a well-attended briefing at Narogong Plant (pictured). The Corporate Communications team wants to ensure the Business Briefings are useful to you, so please send them your feedback so they can make improvements to future briefings. Berita Kita will update readers on the lessons learned from this feedback in a future issue of this magazine.

The popular and well-patronized Narogong Sports Fiesta was held from May 21 to June 5. The Fiesta saw Holcim sportspeople participate in a range of competitions – badminton, futsal, tennis, table tennis, aerobics and volleyball – with the final prize-giving ceremony held on June 5. The organizers plan for an even bigger and more action-packed fiesta next year. Full details of the Sports Fiesta will be covered in July’s Berita Kita.

NAR Sports Fiesta Kicks Off, Scores with Players Narogong Sports Fiesta yang berlangsung sejak 21 Mei hingga 5 Juni ternyata mampu menarik perhatian banyak peserta. Karyawan Holcim penggemar olah raga ikut dalam berbagai pertandingan, yaitu bulutangkis, futsal, tenis lapangan, tenis meja, aerobik dan bola voli. Upacara penganugerahan hadiah utama diselenggarakan pada 5 Juni. Panitia berencana mengadakan pesta olah raga serupa yang lebih besar dan meriah tahun depan. Ulasan lengkap acara ini akan ditampilkan dalam Berita Kita edisi Juli.

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New Vision & Mission

Making Our Vision A Reality:

Seeing the Big Picture

Visi terkini Holcim Indonesia: Menyediakan solusi berkelanjutan untuk membangun masa depan masyarakat, merupakan hasil penyempurnaan melalui sejumlah workshop oleh manajer inti HIL yang antusias untuk memperbaiki taraf hidup warga Indonesia.

Holcim Indonesia’s refined vision statement: Building Sustainable Solutions for Society’s Future, was created through workshops involving key HIL managers, who are enthusiastic about improving the lives of all Indonesians.

Untuk keperluan ini pula Direktorat Strategy, Business Development and Innovation (SBDI) melakukan penelusuran ke salah satu kawasan kumuh di daerah perkotaan. "Untuk mendapat gambaran ke mana tujuan kita, kondisi di lapangan dewasa ini perlu kita cermati," kata Bin Anindita, Strategic Assistant to the Business Development Director.

It also involved a field trip by a group of senior managers and the Board of Directors to an inner-city slum. “If we want to visualize where we want to go, we have to see where we are right now in terms of the conditions on the ground,” says Bin Anindita, Strategic Assistant to the Business Development Director.

"Intinya, Holcim Indonesia, dengan solusi pembangunan yang ditawarkan, dapat membantu warga yang mendiami kawasan tidak layak huni untuk mendapatkan kehidupan lebih sehat, kita juga dapat menekan terjadinya banjir, memperbaiki logistik dan banyak hal lainnya," kata Patrick Walser, SBDI Director. "Tapi untuk mewujudkannya, kita harus bekerja sama di semua jajaran perusahaan dan dibutuhkan rencana," lanjutnya. Berdasarkan masukan dari para manajer, SBDI kemudian menetapkan 10 Strategic Initiatives untuk mencapai visi-misi perusahaan, seperti terurai dalam diagram. Dalam beberapa bulan mendatang, Berita Kita akan mengulas masingmasing initiative agar karyawan mendapat gambaran dampak dari perubahan positif tersebut bagi Holcim Indonesia sebagai badan usaha, dan bagaimana perubahan dapat menciptakan masa depan yang lebih baik bagi kita semua.

“The bottom line is, Holcim Indonesia via its building solutions can help people like these move into healthier livelihoods, we can also eliminate flooding, improve logistics and many other things,” says Patrick Walser, SBDI Director. “But to do so, we’ll need to work together at every level of our organization, and we'll require a plan,” he says. With the input of the managers, 10 Strategic Initiatives were created to achieve the vision and mission statements – shown in the pyramid graphic. In the following months, Berita Kita will focus on each initiative to show how the plan for positive change will affect Holcim Indonesia as an organization and lead to a better future for all of us.


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Customer & Commercial Excellence (CCE) Untuk mengatasi persaingan yang kian berat kita perlu strategi yang andal. Berita Kita berkunjung ke Bekasi menemui CCE Coach, Territorial Sales Officer dan pelanggan untuk melihat penerapan Customer and Commercial Excellence, bagian dari Holcim Leadership Journey untuk Commercial and Logistics.

CCE Coach Yulivia (kiri) dan TSO Acip berbicara dengan Ibu Imelda, sebagai retailer yang berhasil di daerah Bekasi. CCE Coach Yulivia (left) and TSO Acip speak with Ibu Imelda, a star performing retailer in Bekasi.

Toko Bangunan Rani Jaya di Bekasi tampak ramai pembeli ketika Berita Kita sampai. Kami langsung disambut pemilik toko, Ibu Imelda, yang lantas menemani kami berbincang-bincang dengan suguhan minuman dingin “Usaha kami bagus tahun ini, dan dari tahun ke tahun selalu ada peningkatan,” katanya menjawab pertanyaan BK. Toko bangunan Ibu Imelda yang telah berjalan 15 tahun tidak hanya menjual semen sak Serba Guna, tapi volume penjualan produk Holcimnya tertinggi di wilayah tersebut. “Sebetulnya, saya inginnya hanya menjual produk Holcim,” kata Imelda, “tapi toko masih

When the Going gets Tough, the Tough Get Excellent menyediakan produk merek lain karena ada konsumen yang mau merek itu.” Saat ditanya alasannya memilih Holcim, tanpa ragu ia menjawab: “Pasokan terjamin dan pengiriman barang tepat waktu,” jelasnya. “Pelanggan besar butuh kepastian dan jaminan; volume penjualan toko ini pun tergantung dari itu. Itulah sebabnya hubungan dengan mereka terus terjalin.” CCE Coach, Yulivia Rahmatika, dan TSO wilayah Bekasi, Acip Lesmana, ikut dalam perbincangan kami. “Ibu Imelda adalah salah satu pelanggan yang berhasil di wilayah Bekasi yang berpotensi besar untuk terus tumbuh,” jelas Yuli. “Dalam program CCE, Pak Acip dan saya harus

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mempererat hubungan dengan pelanggan seperti Ibu Imelda. Tim penjualan dan logistik juga harus menunjang langkah kami,” lanjutnya. Sebagai salah satu CCE coach, Yuli adalah salah satu dari delapan coach yang dipilih dari sales force seIndonesia, mendapat tugas untuk bekerja sama dengan commercial front liners seperti Acip dalam mengimplementasikan kegiatan CCE yang melibatkan karyawan dari departemen lain. Setiap kegiatan fokus pada pilar komersial yang berbeda – Branding, Pricing, Channel Management and Retail; Business to Business; Logistics and Service Level; New Products and Services; and Customer Relationship

Management. Coach juga bertugas untuk memastikan para front liners memiliki kemampuan yang memadai yang diperlukan untuk menjalankan kegiatan CCE dengan sukses. Salah satu tujuan CCE adalah membantu staf penjualan yang langsung terjun ke lapangan – seperti tim kecil di bawah arahan Acip – untuk dapat menjual produk dan layanan Holcim dengan teknik yang tepat. Acip paham betul hal ini. “Teknik yang tepat adalah menjual produk Holcim dengan mengedepankan nilai tambahnya, bukan hanya harganya,” urai Acip. “Dengan begitu kita akan mendapatkan lebih banyak mitra usaha seperti Ibu Imelda.”

In an increasingly competitive market you need a sound strategy. Berita Kita travelled to Bekasi to meet a CCE Coach, a Territorial Sales Officer and a customer to see how the Customer and Commercial Excellence initiative, part of Holcim Leadership Journey for Commercial and Logistics, is being put into action. The yard at Toko Bangun Rani Jaya in Bekasi is busy with customers when Berita Kita arrives. As we appear, so does the business owner, Ibu Imelda, who engages us in conversation and serves us some cool drinks. “Yes, business is good right now, and every year things keep getting busier,” she says in response to BK’s question. With 15 years running her shop, Ibu Imelda isn’t an exclusive retailer of Holcim Serba Guna bagged cement, but she is a top performer in the area for Holcim in terms of sales volumes. “Actually, I prefer to sell Holcim,” Imelda says, “but I still keep supplies of the other brand because a few customers insist on it.” Asked why she prefers Holcim, she is unequivocal in her response: “Reliability of supply and on-time delivery,” she says, “because that’s what my larger customers’ value and where I get the volumes. They are the key to our ongoing relationship.” Listening to the conversation, are CCE Coach Yulivia Rahmatika and the TSO for the area, Acip Lesmana. “Ibu Imelda is one of our success stories in Bekasi, an area where our business has a lot of growth potential,” Yuli explains. “The challenge is for Pak Acip and I to see how we can further develop relationships like this and ensure that our sales teams and logistics support this,” she says.

iShare Explore and Share! By Lucci Rahayu Holcim Academy Information Systems Coordinator

Discover Best Practices in CCE Selain untuk peritel, inisiatif CCE juga difokuskan bagi pelanggan transformasional yang banyak menangani Large Infrastructure Project (LIP). iShare, aplikasi dalam jaringan Holcim khusus untuk pencarian informasi, dapat digunakan untuk keperluan CCE. Yesit Araque dari tim LIP Holcim Colombia merasakan manfaatnya. Yesit menghubungi komunitas LIP di iShare sebelum melakukan kajian teknis untuk proyek jalur kereta skala besar. Melalui iShare, ia meminta karyawan Holcim yang terlibat dalam proyek serupa di berbagai negara untuk mengiriminya segala informasi yang dapat ia manfaatkan. Dalam waktu singkat Yesit dapat berkorespondensi dengan beberapa orang yang punya pengalaman menangani proyek sejenis. Bergabunglah dengan Komunitas sekarang! Login ke iShare, dan temukan komunitas pilihan Anda di Tool Bar sebelah kiri dan kirimkan email singkat kepada pihak yang dapat dihubungi di komunitas tersebut. Jika ada pertanyaan, silakan hubungi kami di [email protected]

As a CCE Coach, Yuli was one of eight selected from the nationwide salesforce, to work with commercial front-liners like Acip in implementing the CCE initiatives via a Cross-functional approach. Each initiative focuses on a different commercial pillar of the business – Branding, Pricing, Channel Management and Retail; Business to Business; Logistics and Service Level; New Products and Services; and Customer Relationship Management. It's the coach’s role to ensure these front-liners have sufficient capability required to successfully implement CCE initiatives. One of the key focuses of the CCE journey is ensuring front-liners– like the small team Acip manages – are selling Holcim products and services in the right way, something Acip is keenly aware of. “The right way means offering Holcim solutions in terms of the added value they represent, not solely on price,” he says. “If we do this, then we’ll create more business partners like Ibu Imelda.”

Along with retailers, another key focus of the CCE initiative are Holcim’s Transformational Customers, which are often involved in Large Infrastructure Projects (LIPs). Here, iShare, as the platform for Holcim’s online information community, can help, as Yesit Araque, from the LIP team at Holcim Colombia, found out. Yesit went to the LIP community on iShare before starting technical studies for a large metro project. Via iShare, he asked Holcim people involved in similar projects worldwide to send any information that might be helpful in his task. Within a short time, Yesit was connected to several people experienced in similar projects. Get involved in a Community now. Login to iShare find your community on the left-hand side tool bar and send a short email to the community contact person. For more questions, contact us at: [email protected]


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Customer & Commercial Excellence + OH&S

Waking Up to Sustainable Logistics Layanan logistik yang tepat waktu adalah salah satu komponen utama Customer and Commercial Excellence dan dibutuhkan untuk menjamin volume penjualan tetap tinggi dan tidak mengecewakan pelanggan.

Pak Dhanang (pada gambar) dan timnya menghabiskan sepanjang hari untuk memastikan pengemudi kontraktor Holcim istirahat dengan cukup. Pak Dhanang (pictured) and his team spent many long days and nights making sure Holcim’s contractor drivers got enough sleep.

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Tapi masih ada lagi faktor lain penunjang layanan logistik yang bagus, kata Dhanang Wijaya, yang bersama tim kecilnya mengalahkan peserta lain dan menjadi salah satu peraih tiga hadiah utama pada ajang regional RComX Awards pada bulan Mei. Lalu apa yang membuat mereka menang? Memberhentikan truk, menambah biaya ekstra dan membuat gelisah sebagian mitra usaha utama, dengan tujuan agar pengemudi lebih banyak beristirahat dan lebih sedikit mengemudi. Bingung? Hal yang sama dirasakan pula oleh sebagian besar pengemudi dan perusahaan angkutan karena selama ini mereka lebih mementingkan produktivitas dan keuntungan. “Keselamatan kurang mendapat perhatian,” jelas Dhanang, Central Java OH&S Superintendent. “Dan selama sisi keselamatan tidak mendapat perhatian serius, semua indikator yang lain tidak berarti apa-apa.”


Tujuan Driver Fatigue Safety Programme yang digagas Dhanang adalah untuk menekan angka kecelakaan yang dialami perusahaan logistik yang dikontrak Holcim. Kecelakaan semacam ini sebetulnya bisa dicegah, dan sebelum tahun 2011 banyak terjadi di sektor angkutan komersial di Indonesia.

“Dari data yang dipelajari terlihat bahwa kelelahan adalah salah satu penyebab terjadinya hampir 80% kecelakaan di jalan raya,” urai Dhanang, “jadi kami fokus ke masalah tersebut.” Mulai tahun 2012, Dhanang bersama dua tim Logistics OH&S dari Cilacap dan Narogong bekerja non-stop menjalankan uji kelelahan yang ketat

untuk tujuh perusahaan angkutan terbesar yang dikontrak Holcim di berbagai lokasi yang termasuk dalam wilayah operasional logistik Holcim di Pulau Jawa.

Pemeriksaan truk adalah bagian dari program Logisitics Safety Initiative. A truck is checked as part of Holcim's Logisitics Safety Initiative.

Perusahaan angkutan dengan kinerja yang bagus mendapat pekerjaan lebih banyak sementara yang prestasinya kurang memuaskan diberi sanksi - tujuannya untuk mengingatkan mereka. Hasilnya terlihat pada akhir 2012 karena angka kecelakaan berkurang lebih dari separuh. Tahun ini program mulai dilaksanakan ke-25 perusahaan yang dikontrak Holcim, dan tengah diujicobakan di Opco lain di regional.

As a key component of Customer and Commercial Excellence, smooth, on-time logistics play a vital role in ensuring high sales volumes and happy customers. But that’s not the whole picture, says Dhanang Wijaya, whose small team implementing Holcim Indonesia’s Logistics Safety Initiative beat out dozens of other entries to win one of three top prizes at May’s regional RComX Awards. Dhanang and team’s greatest achievements? Stopping trucks, adding extra costs, and causing a fair amount of disquiet among some of Holcim’s key business partners, all to ensure that drivers slept more and drove less. Confused? So, initially, were many of the drivers and their contractor companies, most of whom had a traditional focus on productivity and the bottom line, Danang says. “What was missing from the picture was a focus on safety,” Dhanang, Central Java OH&S Superintendent, says. “And without proper safety all other indicators become meaningless.” Dhanang helped implement the Driver Fatigue programme, a key part of the LSI, to reduce the high level of preventable accidents among

Gamadjaja Julianto, OPI Coach (tengah) menerima RComX Award for Logistics mewakili Dhanang di India. Dia diapit oleh Jacques van Niekerk, Logistics Champion-Head of Supply Chain, Ambuja Cement Limited (kiri) dan Onne van der Weijde-General Manager, Ambuja Cement Ltd.

Holcim’s third-party contractors, which before 2011 broadly reflected national norms for commercial transporters.

group of Holcim’s seven largest contractors, at multiple points across Holcim’s logistics footprint in Java.

“The accident data we looked at cited fatigue as a key cause in almost 80 percent of all road accidents,” Dhanang says, “so that’s where we focussed our efforts.”

With an approach that rewarded good overall performance with more work and penalized poor performers, the scheme at first proved somewhat of a wake-up call for transporters. But by end 2012, the results spoke for themselves, with total accidents cut by over half. This year the scheme has been launched across all 25 of Holcim’s contractors, and is being trialled in other Opcos in the region.

Starting in 2012, Dhanang and two Logistics OH&S teams from Cilacap and Narogong worked around the clock for to impose a strict fatigue testing regime on a selected


Gamadjaja Julianto, OPI Coach (centre) accepts the RComX Award for Logistics on Dhanang's behalf in India. He is flanked by Jacques van Niekerk, Logistics ChampionHead of Supply Chain, Ambuja Cement Limited (left) and Onne van der Weijde-General Manager, Ambuja Cement Ltd.

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Tuban-OHS

Ramiro Velasco, Project Manager, optimis pabrik baru Tuban akan menjadi standar pembanding kualitas bukan hanya di Indonesia tetapi untuk seluruh kawasan regional. Project Manager Ramiro Velasco is optimistic the new Tuban Plant will become a benchmark for quality not just in Indonesia but for the entire region.

Management Regrets, Learns from Incidents Beberapa bulan menjelang pengoperasian pabrik, pembangunan di Tuban akan segera mencapai fase tersibuk. Menjaga keselamatan kerja pada bulan-bulan mendatang adalah hal yang sangat penting.

With just a few months to go before the plant begins commissioning, the construction of Tuban is about to enter its busiest phase. Maintaining safety in the months ahead will be critical.

Tanpa terasa, pembangunan berjalan luar-biasa pesat. Saat Berita Kita berkunjung ke Tuban Januari silam, wujud pabrik belum tampak; sekarang bangunan telah berdiri dan hampir rampung. Secara keseluruhan, kawasan terlihat megah. Ada beberapa gedung, termasuk kantor, dan juga silo; semuanya didesain moderen dengan berbagai fitur penghematan energi. Tiang pancang sistem ban berjalan dari dermaga menuju pabrik yang masih setengah jadi terlihat kokoh layaknya beton penopang monorel.

It’s amazing how fast building goes, when you’re not around to see it. When Berita Kita visited Tuban in January, the plant was clearly a work in progress; now it looks near to completion. The overall effect is impressive; several structures including the administration buildings and silos have modern designs, highlighting energy saving features, while the pillars of the half-built conveyor system to the jetty look like they could hold a monorail.

"Kami ingin pabrik semen Tuban nantinya menjadi standar pembanding kualitas – dari sisi produktivitas dan efisiensi energi, dampaknya terhadap lingkungan, juga dampak positifnya terhadap masyarakat – bukan hanya untuk industri di Indonesia tetapi juga untuk seluruh kawasan regional," kata Project Manager Tuban, Ramiro

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“At Tuban we are aiming to construct a cement plant that will act as a benchmark for quality – in terms of productivity and energy efficiency, environmental impact, and for its positive impact on the community – not only just for Indonesia but for the entire region,” says Tuban Project Manager Ramiro Velasco. “I am very optimistic that we will succeed in this, but a key measure will be our

Velasco. "Saya optimistis sekali tujuan dapat kita capai, salah satu keberhasilan Tuban akan dilihat dari data keselamatan kerja selama pembangunan berlangsung. Perlu saya sampaikan bahwa kami sangat menyesalkan terjadinya kecelakaan yang mengakibatkan korban meninggal yang berhubungan dengan konstruksi pabrik." Kecelakaan sepanjang semester pertama 2012 (lihat halaman 12) merupakan kecelakaan fatal pertama yang berhubungan dengan pembangunan pabrik selama dua tahun konstruksi pabrik berjalan – sekitar 10,3 juta jam kerja – dan terjadi pada saat jumlah pekerja konstruksi naik menjadi sekitar 3.500 orang. Kedua kecelakaan yang berkaitan dengan pembangunan pabrik (satu menelan korban jiwa dan yang lain menyebabkan cacat permanen), menimpa pekerja dari Polysius, kontraktor utama yang ditunjuk Holcim untuk menangani pembangunan pabrik Tuban 2. Mereka bekerja di bawah pengawasan karyawan Holcim. Menurut Ramiro, hubungan Holcim dengan Polysius umumnya berjalan "baik dan apa adanya", meski diakuinya persyaratan ketat yang diterapkan Holcim sempat menjadi "pembahasan berkepanjangan" antara perusahaan dengan kontraktor tersebut. "Saya yakin Polysius awalnya tidak menyangka akan diawasi seketat ini," kata Ramiro, "tapi kerja sama kita dilandasi itikad baik, dan pelajaran yang sama-sama dipetik dari insiden tersebut sangat bermanfaat untuk mengantisipasi tahap selanjutnya." Tuban Project OHS Manager, Pungki Yudono, melihat kecelakaan fatal ini sebagai "pengalaman pahit bagi Holcim agar tidak cepat berpuas diri", namun ada kesempatan untuk memperbaiki diri. "Kecelakaan fatal di lokasi konstruksi Tuban muncul tanpa disangka-sangka, dan berawal dari kegiatan yang dipandang berisiko kecil sementara kita lebih memperhatikan kegiatan berisiko besar seperti kerja di ketinggian, pemasangan dan pengangkatan barang, isolasi dan lockout. Dari insiden yang memakan korban jiwa tersebut kita belajar bahwa kegiatan pembangunan yang paling mendasar pun, jika dilakukan dengan jalan pintas, bisa berakibat sangat parah."

safety record during the construction, and I must tell you, the recent plant-related fatal accidents are something that we deeply regret.” The accidents in the first half of 2012 (see box page 12) represented the first plant-related fatalities in two years of the plant construction – representing approximately 10.3 million man-hours worked -- and occurred as the numbers of workers on the construction rose to around 3,500 people. The two construction-related incidents (one a fatality and the other a permanent injury) both involved workers from Polysius, Holcim’s main contractor in the construction process for Tuban Line 2, which Holcim employees are supervising.

Dilihat dari aspek keselamatan kerja, jelas Pungki, pabrik kini masuk ke fase kritis mengingat kegiatan konstruksi tahap dua terus meningkat, dan Tuban 1 sudah mulai berdiri dan akan segera beroperasi. Jumlah pekerja di lokasi diperkirakan akan mencapai sekitar 4.500 orang.

Ramiro says the relationship with Polysius is generally “positive and frank”, but also admits that Holcim’s strict safety requirements have been part of a “long conversation” with the contractor. “I’m sure Polysius didn’t expect this kind of supervision when they began working with us,” he says, “but they’re cooperating with us in good faith and the lessons we’re learning together will be very important for the days ahead,” he says.

"Kondisi semakin kompleks karena akan ada perubahan; pekerja harus sadar benar bahwa di sekeliling mereka ada peralatan yang akan dioperasikan sementara sebelumnya tidak ada," tambahnya. Untuk itu, pabrik tidak lama lagi akan menerapkan prosedur standar pengisolasian dan lockout. Prosedur tersebut harus dijalankan sebelum pekerja dapat menangani peralatan yang dilengkapi

Describing the fatalities as a “very tough, personal lesson against any complacency,” Tuban Project OHS Manager Pungki Yudono also saw room for improvement. “The construction related fatality in Tuban arose unexpectedly from an activity measured as low risk, while we tended to put more focus on high risk activities, like working at height, lifting and rigging, isolations and lockouts.


Pungki Yudono, Tuban Project OHS Manager, berbicara kepada para pekerja kontraktor setelah terjadi nearmiss insiden yang melibatkan crane pada bulan Juni. Tuban Project OHS Manager Pungki Yudono speaks to contractor workers after a near-miss incident involving a crane in June.

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Tuban-OH&S sumber daya. Polysius maupun Holcim akan menambah jumlah mandor di lokasi kerja untuk memperkuat pengawasan.

We have learned from this fatal incident that even in the most basic construction activity, cutting corners can lead to very serious consequences.”

Ramiro mengingatkan bahwa langkah yang akan diambil tidak serta-merta meniadakan risiko, jadi mereka harus tetap menekan risiko tersebut. "Dalam pekerjaan konstruksi, setiap tindakan adalah berisiko, dan cara terbaik mengurangi risiko adalah dengan mengetahui risiko tersebut dan mengambil tindakan." Karena merupakan proyek yang dimulai dari awal dengan lokasi di daerah terpencil, dan proyek ingin memaksimalkan pemakaian tenaga kerja setempat, pelaksanaannya sama sekali tidak mudah, tambahnya.

In terms of safety, Pungki says the plant is now entering a critical phase as construction intensifies on Tuban stage two, alongside the erection and commissioning of stage one with the numbers of workers onsite expected to peak at around 4,500.

"Tapi sekarang, setelah melihat kualitas akhir bangunan, dan dengan keberhasilan kita mengubah budaya kerja dengan memperhatikan keselamatan kerja, saya bangga, dan rasanya seluruh tim di Tuban sangat bangga dengan apa yang telah dicapai."

Insiden: Penyebab dan Tindakan • Karyawan kontrak meninggal karena memindahkan penyangga reinforced steel cage fabrication tanpa bantuan derek, sehingga berguling dan menimpa korban. • Seorang karyawan kontrak jatuh dari ketinggian hingga lumpuh akibat yang bersangkutan tidak mengaitkan sabuk pengamannya ke rel pengaman karena ada tim yang melepas rel tersebut. Penyebab (kedua insiden): pelanggaran prosedur standar kerja (SOP); pengawasan tidak ketat. Tindakan yang diambil: • Menata ulang sistem keselamatan kerja di Tuban dengan mengerahkan semua sumber daya yang dimiliki Polysius, agar kegiatan pengamanan kerja tidak disatukan dengan kegiatan konstruksi. • Menambah mandor untuk pekerjaan di lapangan. Kecelakaan fatal yang tidak terkait dengan kegiatan konstruksi • Dua anak muda tenggelam karena melintas area tambang Tuban dan berenang di kolam penuh air. Penyebab: Korban masuk tanpa izin, pihak keamanan tidak melaksanakantugas dengan baik, pagar kurang memadai, papan petunjuk tidak diganti (papan peringatan yang terpasang di lokasi dicuri orang). Tindakan: Area diberi pagar dan papan peringatan diganti, kegiatan penyuluhan kepada warga diperbanyak. Sugeng Handoyo, Head of Tuban's Fire and Rescue Team, berdiri di sebelah steel fabrication yang menyebabkan seorang kontraktor meninggal. Sugeng Handoyo, Head of Tuban’s Fire and Rescue Team, stands next to a steel fabrication like the one that rolled on a contractor who later died in hospital.

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“Everything will get more complicated because suddenly things will change, now people will have to become deeply conscious that they’re working around functioning equipment, when they weren’t before,” he says. To deal with this, the plant will soon begin introducing a standard machinery isolation and locking procedure that all contractors must follow before they can work on an energized equipment. Both Polysius and Holcim will also increase the numbers of foremen in working areas to improve supervision. Ramiro cautions that while these actions won’t remove all risk, they should mitigate it. “In construction every action is a risk and the best way to reduce the risks is by being aware of them and taking action.” As a Greenfield project in a remote rural area, and with a focus on maximising local employment, this project was never going to be easy, he says. “But in the end, when I see the quality of the final construction and the changes we’ve managed to achieve in safety culture, I’m proud, and I think, as a team in Tuban, we’re all very proud of what we have achieved.”

Incidents: Causes and Actions • A contractor died after being injured when removing supports on a reinforced steel cage fabrication, without crane support, so it rolled on him and crushed him. • Fall from height resulting in paralysis, a contractor was not connected with his safety harness because a team had removed the safety rail. Causes (both): violations of SOPs; inadequate supervision. Actions taken: • Reorganization of Tuban safety consolidating all resources under contractor Polysius to clearly separate safety and construction activities. • Adding more foremen for frontline work. Non-construction related fatalities • Two youths drown after trespassing into Tuban Quarry and swimming in a flooded pit. Causes: Illegal entry, a failure in security, lack of fencing, lack of replacement signage (original warning signs erected in area were stolen). Actions: Area fenced off and signs replaced, safety outreach to community intensified.

Cilacap

Awak media mengunjungi Quarry Nusakambangan. Members of the media explore the Nusakambangan Quarry.

Media Interest Proof of A Growing Relationship Jurnalis dari berbagai media nasional dan daerah berkesempatan istirahat dari rutinitas mengejar tenggat ketika awal Juni lalu diundang berkeliling Pabrik Cilacap dan tambang di Pulau Nusakambangan selama sehari penuh.

Journalists from a range of national and local media took a break from daily deadline pressure in early June when they spent a full day touring Cilacap Plant and the Nusakambangan Island Quarry.

Sesuai tema acara hari itu, yakni pelaksanaan visi keberlanjutan Holcim, " Menyediakan solusi berkelanjutan untuk membangun masa depan masyarakat", ke-25 wartawan dan redaktur, yang semuanya merupakan anggota Perkumpulan Wartawan Indonesia cabang Jawa Tengah, pertama-tama diajak berkeliling pabrik Cilacap, peraih tiga kali PROPER Emas dari Kementerian Negara Lingkungan Hidup, untuk melihat penerapan konsep "Pabrik Berwawasan Lingkungan".

Focusing on the application of Holcim’s sustainability vision “Building Sustainable Solutions for Society’s Future”, the 25 reporters and editors, who are all members of the Central Java branch of the Indonesian Journalists Association, first toured Cilacap plant to see how the three time winner of the Environmental Ministery’s Gold PROPER Award functioned as a “Green Plant” concept.

Dari sana, dengan ditemani tim Community Relations, mereka menjumpai warga yang tergabung dalam Posdaya dan menyaksikan bagaimana dukungan Holcim terhadap program pengembangan berkesinambungan masyarakat. Salah satu agenda khusus hari itu adalah perjalanan ke unit kerja tambang Holcim di Nusakambangan untuk menyaksikan kegiatan penghijauan di sana. Peserta bahkan diajak ikut menanam pohon di lahan tambang. Selama kunjungan berlangsung, para wartawan banyak mengajukan pertanyaan. Ketua PWI perwakilan Jawa Tengah, Sigit, menyampaikan terima kasih kepada Holcim atas kesempatan yang diberikan kepada mereka. "Kunjungan ini sangat bermanfaat, karena kami dapat melihat langsung penerapan konsep 'pabrik hijau', dan menyaksikan sumbangsih Holcim meningkatkan kemampuan dan penghasilan warga melalui program bantuan bagi para pemangku kepentingan perusahaan."

From there, accompanied by the Community Relations team, they met community members of a Posdaya scheme view an example of a how Holcim was supporting sustainable community development. A special part of the tour came when the group visited Holcim’s Nusakambangan island quarry and saw the regreening work going on there. Journalists also helped to plant trees in the quarry area. Throughout the visit, the inquisitive guests asked many questions, with the Association’s head Sigit personally thanking Holcim for the opportunity. “The visit was very beneficial as we saw a great example of how a green plant concept works in reality, and how Holcim is building capacity and improving incomes via the support of its stakeholders.”


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EARN

Ciwandan Manufactures a Dream Run

Dalam bahasa Inggris ada istilah "A Dream Run" yang artinya kegiatan yang diluar dugaan berjalan sangat baik dengan hasil yang sangat bagus untuk waktu yang lama sampai-sampai orang tidak percaya bahwa itu semua nyata. Dalam Program EARN, Dream Run punya makna yang hampir sama tapi dengan satu perbedaan – semua terjadi bukan karena kebetulan. Konsepnya sederhana – kinerja saat ini terlebih dahulu dikaji, lalu tim menetapkan target tertinggi namun tanpa mengorbankan standar pokok lainnya seperti produktivitas, kualitas dan keselamatan kerja. Setelah itu, dengan antusiasme yang tinggi, perencanaan dan komunikasi yang baik, mereka semua bersama-sama menjalankan rencana untuk mencapai target Dream Run dalam waktu yang ditetapkan. Konsep inilah yang diterapkan dalam Program Dream Run pertama di Indonesia yang berlangsung 1-31 Mei di Ciwandan

Anggota tim Dream Run berpose dengan spanduk promosi. Members of the Dream Run team pose with a promotional banner.

Grinding Plant. Ciwandan terpilih karena sebelumnya pernah mencetak prestasi EARN: program perbaikan terus-menerus pada tahun 2012, dan berhasil menurunkan angka untuk dua pilar: Faktor Klinker menjadi hanya 74,93% YTD Mei 2013 (dibandingkan YTD Mei 2012: 89,34%) dan Konsumsi Listrik per ton semen menjadi 40,61 kwh/ton (dibandingkan YTD Mei 2012: 46,33 kwh/ton). Dream Run yang ditargetkan Ciwandan adalah Faktor Klinker rata-rata 72% dan Konsumsi Listrik 40 kwh/ton. Plant Manager Ciwandan, Satrio Imam Setiadi, selanjutnya mengajak semua yang terkait untuk beraksi, berkolaborasi dengan Corporate Technical Services diwakili oleh Ibnu Wahyu dari the Corporate Quality Control Department, dan Aditya Dharma dari the Energy Management and Sourcing Department, serta dibantu oleh EARN Coach, Diky Marlone Sinaga. Kelompok ini membuat struktur kerja yang melibatkan lima tim di bawah Dream Team Council – dengan fokus pada aspek Operation Execution, Practices Adherence, Review and Tracking dan Communications. Persiapan adalah kuncinya, dan untuk itu mereka mengambil pasokan klinker secukupnya dari pabrik Narogong dan Cilacap, dan juga fly ash, pozzolan dan aditif. Cement Grinding Aid (CGA) FAPI – 3 untuk mendukung dan menjaga kualitas produk serta kinerja dengan faktor klinker yang rendah, dan CGA Sika SG 299 untuk

In English, the phrase “A Dream Run” is used to describe an activity that goes unexpectedly well, producing great results that go on for so long that people start wondering when they’re going to wake up. In the EARN programme, the meaning of a Dream Run is similar except for one thing – nothing is left to chance. The concept is simple -- a team looks at their current performance and sets the highest targets achievable without sacrificing other performance measurements like productivity, quality or safety. Then, with a large amount of enthusiasm, planning and communication, they all work together to achieve the Dream Run targets over a sustained period and prove capability and capacity. This is exactly what happened in Ciwandan Grinding Plant, the programme for the maiden Dream Run in Indonesia, which ran from May 1-31. Ciwandan was chosen because it was already an early EARN achiever; via a programme of continuous improvements in 2012 that had dramatically improved its two Pillars - Clinker Factor and Electricity use per tonne of cement—to just 74.93 percent this YTD May 2013 and 40.61 kwh/t, while in the same period last year it was 89.34 percent and 46.33 kwh/t. Ciwandan’s Dream Run targeted bringing Clinker Factor and Electricity down to 72 percent and 40 kwh/t cement, respectively.

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The call to action was made by Ciwandan Plant Manager Satrio Imam Setiadi, in collatoration with Corporate Technical Services represented by Ibnu Wahyu from the Corporate Quality Control Department, and Aditya Dharma from the Energy Management and Sourcing Department, with the help of EARN Coach Diky Marlone Sinaga. This group created a five-team operational structure headed by a Dream Team Council – and involving Operation Execution, Practices Adherence, Review and Tracking, and Communications. Preparation was key – and this meant sourcing sufficient amounts of clinker from Narogong and Cilacap plants as well as fly ash, pozzolana, and additives: Cement Grinding Aid (CGA) FAPI - 3 to support in maintaining product quality and performance with lower clinker factor, and CGA Sika SG 299 to help grinding efficiency to achieve higher production rate and lower SEEC. Especially for fly ash preparation, coordination among the several sources (power plants), for volume allocation and for delivery arrangement are key initiatives to ensure availability of this

membantu efisiensi proses penggilingan untuk mencapai tingkat produksi yang lebih tinggi dan SEEC yang rendah. Khususnya untuk persiapan fly ash, diperlukan koordinasi antara beberapa sumber pasokan (pembangkit tenaga listrik), untuk alokasi volume dan pengaturan pengiriman. Kesemuanya merupakan kegiatan penting untuk memastikan ketersediaan material ini. Perlu pula dilakukan uji coba dan pemeriksaan untuk melihat apakah peralatan di pabrik sanggup mengolah materi dalam jumlah lebih besar. Tim maintenance pun disiagakan agar kerusakan dan hambatan lain tidak sampai merusak rencana. Hasil setelah satu bulan berjalan sangat menggembirakan. Faktor klinker dan konsumsi listrik masing-masing turun ke kisaran 71,98% dan 37,27 kwh/ton semen. Dan tim belajar sesuatu dari situ, kata Plant Manager, Satrio. Suhu outlet mill harus dijaga untuk lebih tinggi dari 90 derajat celcius untuk mencegah masalah di cement silo extraction packing dan pembentukan gumpalan, jelasnya. Sementara itu pasokan klinker panas dari Narogong ditambah dengan pasokan fly ash yang cukup, membantu menurunkan faktor klinker dan konsumsi energi listrik dengan mengkonsumsi lebih banyak mineral pada semen. EARN Coach, Diky, puas dengan hasil yang dicapai tim. "Manfaat pokok kegiatan Dream Run bukan hanya pada hasilnya melainkan apa yang kita temui selama proses berlangsung. Jika perbaikan proses operasional terus mereka lakukan, saya yakin hasilnya akan terus membaik."

EARN - Message from the PMO By Raju Goyal Vice President - Technical Services

Dream it, Then Do it! Tim di Ciwandan mampu membuktikan bahwa selama dikerjakan dengan cermat dan sistematis, upaya meningkatkan kualitas sumber energi dan bahan baku serta proses produksi melalui konsep Dream Run, membuahkan hasil terbaik di antara unit lain. Tapi mereka tidak sendirian berjuang mencapai target. Adanya program EARN mempermudah langkah efisiensi energi - demi mewujudkan mimpi. • Bangun! Ada Pelatih: Pakar dari badan konsultasi McKinsey belum lama ini memberikan bimbingan EARN kepada karyawan di ketiga pabrik. • Perangkat untuk Dream Run: Sistem pelatihan modular EARN adalah sarana standar yang disediakan untuk semua unit usaha agar mereka dapat menganalisis, menentukan prioritas dan menjalankan langkah perbaikan kinerja secara efektif. Proses yang dilaksanakan dengan baik setahap demi setahap akan berakhir dengan ... • ... Hasil yang Diimpikan! Diadakan rapat komite pelaksana untuk mengkaji kinerja HIL sepanjang waktu dan ternyata penghematan sebesar 25% dari perkiraan untuk tahun 2013 tercapai hanya dalam waktu 4 bulan!

Dream Run kedua tengah berlangsung di Pabrik Narogong Juni ini.

Sekian untuk bulan ini; saya akan kembali Juli mendatang. Tapi pesan saya: orang yang hanya bermimpi tanpa beraksi tidak lebih dari seorang "pemimpi". Jangan hanya bermimpi; wujudkan!

material. Plant equipment also had to be trialed and checked to ensure it could cope with extra volumes of materials and the maintenance team remained on alert, to ensure failures or bottlenecks wouldn’t result in shattered dreams.

The Ciwandan team’s efforts are great example of how targeted improvements to inputs and processes, when carefully and systematically implemented can yield in best in class results through a Dream Run concept. But they had some good help. Here’s how the EARN programme is taking energy efficiency to the next level – all in the theme of dreams.

The results after one month were impressive – Clinker Factor reaching 71.98 percent and electricity of 37.27 kwh/t cement– but there were also important lessons learned, says Plant Manager Satrio. Outlet mill temperature must be maintained higher than 90 degrees Centigrade to prevent problems in cement silo extraction packing and lump formation, he says. Meanwhile, a fresh supply of hot clinker from Narogong combined with adequate supplies of fly ash, would help to reduce Clinker Factor and electrical energy consumption by consuming more minerals in cement. Praising the Ciwandan team’s work, EARN Coach Diky said the exercise had lived up to his expectations. “The real value of Dream Run exercises isn’t actually just the result; it’s what you learn during the process. If the team keeps on improving their work processes, I’m confident their results will get even better.” The second Dream Run is being carried out in Narogong Plant this June.

• Wake Up! The Coaches Are Here: Experts from consultancy McKinsey took EARN coaching sessions recently with staff at all three plant locations. • Tools for the Dream Team: EARN’s modular learning system provides standardized tools for each business unit help them analyze, prioritize and implement performance improvements effectively. This step-by-step process when followed properly can lead to … • … A Dream Result! A steering committee meeting was conducted to review HIL’s performance and found we had reached a 25% saving of 2013’s estimate in the first four months! That’s it for this month, but I’ll be back in July. But before I go: please remember: too much dreaming and no action will get you called a “dreamer” in English. So, don’t just dream it, do it!


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Geocycle - EARN

EARN-ing the Green Dream: Teams Explore Energy Saving

Belum lama ini berlangsung pembinaan tim Geocycle-EARN. Acara tersebut, yang dimulai dengan simulasi bisnis dan diakhiri dengan main perang-perangan paintball, bertujuan mengasah kemampuan karyawan di departemen Manufacturing dalam bekerja sama menekan pemakaian energi Holcim.

Kholid Mawardi, EARN Coach, memberikan presentasi mengenai kebutuhan energi Holcim dan bagaimana pengelolaannya di bawah EARN. Kholid Mawardi, EARN Coach, presents on HIL's Energy Needs and how they are managed through EARN.

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Acara berlangsung 11-12 Juni di sanggraloka The Village di Pancawati, Sukabumi, diikuti tim operations Geocycle dan operator kiln dan shredder, karyawan bagian maintenance dan teknisi laboratorium. Mereka inilah karyawan pabrik yang sehari-harinya menangani AFR dan lima pilar energi thermal dalam EARN. Agenda hari pertama adalah menggugah kesadaran peserta, dibuka dengan video khusus yang berisikan dukungan dari CEO Eamon Ginley. Kemudian agenda selanjutnya


meliputi permainan simulasi bisnis dan presentasi dari Coach Geocycle, Production dan EARN seputar manfaat Geocycle dilihat dari sisi lingkungan dan ekonomi, masalah co-processing dan peluang bisnis untuk Geocycle melalui pengolahan limbah jenis lain. Shinta Maryke, Communications and Relations Geocycle, menjelaskan bahwa Geocycle dan Energi Thermal merupakan dua pilar pokok dalam program EARN yang banyak membantu Narogong meningkatkan kinerja TSR. Belanja modal untuk perluasan fasilitas yang dikenal

dengan sebutan proyek "Green Zone" telah disetujui sehingga langkah peningkatan lebih jauh dapat dimulai. Tingkat konsumsi limbah di Narogong, jelasnya lagi, telah mulai diperbesar sejalan persiapan penambahan pasokan limbah setelah proyek rampung pertengahan 2014 mendatang. Menurut Dian Hadian, Kiln Operator Assistant, ia banyak belajar dari sesi yang diikutinya. "Kegiatan pembinaan membuat saya sadar akan masalah kelestarian lingkungan hidup, dan bersyukur saya dapat berbuat sesuatu

Iqbal Fahmi Faisal, LMD Consultant, yang memimpin permainan simulasi bisnis (tengah), membantu peserta, Budi Utomo, Geocycle Receiving Officer (kiri), dan Eben Suhendi, NAR Shredder Operator.

untuk menjadikan kehidupan masa depan lebih baik," katanya. "Semua peserta yang hadir punya pandangan sendiri-sendiri tentang kegiatan Geocycle di Narogong," tambah Yayan Susanto, AFR Lab Specialist, "dan kami sekarang paham apa fungsi unit ini dan bagaimana proses kerjanya." "Saya optimistis kita dapat mencapai tujuan Geocycle dan EARN dan dapat bekerja sama untuk mendukung proyek Green Zone," ujarnya.

Starting with business simulations and ending with a hard-fought game of paintball, the Geocycle-EARN Teambuilding Session brought people together from across manufacturing to see how they could cooperate to reduce Holcim’s energy footprint. Held at The Village resort in Pancawati, Sukabumi, from June 11-12, the two-day session saw Geocycle’s operations team sit down with kiln and shredder operators, maintenance personnel and lab technicians. All were shopfloor personnel or those who dealt directly with AFR and EARN’s five thermal pillars on daily basis.

included group business simulation activities, which were broken up with presentations of speakers from Geocycle, Production and EARN coaches. Issues focused on Geocycle’s environmental and economic benefits, the key issues in co-processing as well as the business opportunities inherent in new waste streams.

Awareness raising was an important part of the first day, which opened with a special video message of support from CEO Eamon Ginley. From there the packed schedule

Shinta Maryke, Geocycle Communications and Relations, said Geocycle and Thermal Energy were two essential pillars of the EARN initiative and the

Iqbal Fahmi Faisal, LMD Consultant, who led the Business Simulation Game (center), assisting the participants, Budi Utomo, Geocycle Receiving Officer (left), and Eben Suhendi, NAR Shredder Operator.

reasons for Narogong’s significant improvements in TSR performance. With capital expenditure already approved for a large extension to the facility, known as the “Green Zone” project, there was now room for even greater improvements, she said, noting that Narogong was already increasing its consumption of waste streams to prepare for the high volumes expected after the project was completed in mid-2014. Speaking at the event, Dian Hadian, a Kiln Operator Assistant, said the sessions had made a big impression on him. “The teambuilding really opened my eyes to the problems we’re facing with the environment and I’m glad that I’m part of something that can make a difference to the lives of my children,” he said. “We all came to this event with different mindsets about Geocycle activities at Narogong,” added Yayan Susanto, an AFR Lab Specialist, “so it was very useful to learn firsthand about its business and processes.”

Hari kedua ditutup dengan permainan paintball yang seru. Day two finished off with an energetic and sometimes painful game of paintball.

“I’m now optimistic we can achieve Geocycle and EARN goals and work together to support the GreenZone project,” Yayan said.


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People

Batchers

Saat mengambil keputusan meninggalkan keluarga untuk menetap dan bekerja selama setahun di Holcim Malaysia, Bayu Ramadhan dan Diansyah M. Thamrin belum tahu apa yang akan mereka hadapi. Nyatanya, tiga bulan setelah itu kedua RMX Operations Batchers dari Jakarta ini mampu menjalani Employee Exchange Programme dengan baik. Berita Kita mewawancarai keduanya dari tempat tugas mereka saat ini di Johor Bahru. BK: Apa yang ada di benak Anda ketika ditawari kesempatan ke Malaysia? Diansyah: Pertama-tama kami belum yakin. Saya punya dua anak kecil, dan saat itu putra pertama Bayu malah belum lahir. Tapi kami sadar banyak kesempatan dan pengalaman yang akan kami dapat jika kami ke sana. Bayu: Atasan kami, Pak Budi W.K., Holcim Beton General Manager, pintar sekali membujuk! Menurut beliau, kami dapat membantu perusahaan membina hubungan yang produktif dengan perusahaan Holcim lainnya. Beliau juga menjelaskan soal kesempatan mendapatkan bimbingan, pelatihan manajemen, belajar tentang manajemen waktu dan cara bicara di depan umum. Penjelasan beliau membuat kami sulit menolak! Diansyah: Tujuan kami ke sini intinya berbagi pengetahuan dan pengalaman tentang apa yang kami kerjakan seharihari di Jakarta, dan menjelaskan proses produksi beton siap pakai - semuanya, mulai dari aturan keselamatan kerja, teknik pembuatan laporan hingga peningkatan kinerja perusahaan. BK: Bagaimana kondisi di Malaysia? Bayu: Ada beberapa yang tidak kami perkirakan sebelumnya. Infrastruktur di sini cukup bagus, tapi prosedur komunikasi belum berjalan baik di unit produksi beton siap-pakai sehingga menimbulkan masalah mendasar. Hal-hal semacam inilah yang kami bantu atasi.

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Bayu Ramadhan (left) and Diansyah M Thamrin.

BK: Sebagai pengajar, bagaimana reaksi terhadap Anda pertama-tama?

semua unit di Malaysia! Kepercayaan diri kami meningkat!

Diansyah: Ketika pertama kali kami berkenalan, mereka sepertinya tidak begitu yakin. Kami mencoba melakukan pendekatan dengan berbagai cara, juga berbagi pengalaman, dan akhirnya mereka mulai banyak bertanya.

BK: Anda berdua rindu keluarga?

Bayu: Setelah semuanya berjalan baik, kami malah diminta untuk menyusun modul pelatihan standar. Modul kemudian mendapat persetujuan manajemen, dan sekarang kami tengah menyusun program untuk

Bayu: Sangat! Putra saya baru berusia dua minggu saat saya pergi! Kami diberi tiket pesawat untuk pulang setiap tiga bulan, dan dengan jadwal kerja yang sekarang, kami bisa lebih sering pulang. Diansyah: Anak-anak saya masih di bawah enam tahun. Mereka bertanya-tanya mengapa ayah tidak pulang-pulang dari tempat kerjanya. Untungnya ada Skype!

By Design

productive relationships between the sister companies; about coaching opportunities, leadership training, time management and public speaking. He made it sound like an offer we couldn’t refuse! Diansyah: We’re basically here to share what we do in our daily jobs in Jakarta, explaining the processes we use in concrete batching production – everything really, from safety rules, reporting techniques, organizational performance improvements. BK: So how are the conditions on the ground? Bayu: To honest some things quite surprised us. While the infrastructure is pretty good, communication procedures hadn’t really been established at Batching Plants which was causing some basic problems that we showed them how to rectify. BK: What was the initial reaction to you as teachers? Diansyah: The first time they met us I think they were a little uncertain. But after we ran through some different approaches and shared some of our experiences they started asking a lot of questions.

For Bayu Ramadhan and Diansyah M Thamrin, agreeing to leave their young families to live and work for a year at Holcim Malaysia was a leap into the unknown. Three months later, and the two RMX Operations Batchers from Jakarta are taking the Employee Exchange Programme in their stride. Berita Kita interviewed the men from their base in Johor Bahru.

Bayu: From there, it wasn’t long before we were asked to design standardized learning modules. These modules were then approved by management, so now we’re putting together a programme for the entire country. That’s quite a vote of confidence! BK: So, do you guys miss home?

BK: So what did you think when you were first offered the chance to go to Malaysia?

same time I think we both realized that going would give us a lot of opportunities and experiences.

Bayu: Totally! My son was only two weeks old when I came here. But we get paid tickets home every three months and our schedules make it easy to go back more frequently.

Diansyah: To be honest we were a little uncertain at first. I have two young children and Bayu’s first son hadn’t even been born yet. At the

Bayu: Our superior Pak Budi WK, Holcim Beton General Manager, is a very persuasive man! He told us how useful we could be to build

Diansyah: My kids are both under six. They still wonder why their father hasn’t been home from work for days. Thankfully, there’s Skype!


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Staff Deployment

Movement Danny Lesmana Surya Putra

Didit Eko Purwadi

Gustiayerdi

From Jr. Key Account Cpm Reg 1 to Sr. Key Account Cpm

From Terminal Operations Superintendent to West Java Warehouse Superintendent

Herli Sado

Ign. Herry Pramono

M. S. Arsjad

Muhamad Dahlan

Susilo Wiyono

Syofyan K.

From Nar Raw Mat'l & R/M Shift S/I Group C to Waste Preparation & Utilization Supt

From Nar Maintenance Manager (Acting) to Nar Maintenance Manager

From Nar Production Manager (Acting) to Nar Production Manager

From Warehouse Poncol & Brumbung to Cil Weighing & Validation Team Member

From Mechanical Area Engineer (Acting) to Mechanical Area Engineer

From Cil Plant Designer to Cil Electrical Engineer

From Waste Preparation & Utilization SI to Nar Raw Mill Area Manager

Ujang Sahruna

From Tuban Electrical Engineer (Acting) to Tuban Electrical Engineer

New Hires Ade Jaenudin

Chemical Analyst

Adityo Hermawan Kuncoro

Aldin Mulya Prawira

Amin Trijono

Eden Apandi

Endah Sari Prasetyarini

Civil Team Leader

Sales Representative Cilacap

Sr. Sourcing Specialist

Corporate Governance Counsel

Endang Mustikasari

Faizal

Firman Hikmawan

Heri Purwadi

Heryudhi Siska Marzofarolla

Mera Kariana

Talent Specialist

Personnel & Adm Support

Sales Representative Ciujung

Head Of Project Support

Rachman Sidik

Executive Sales & Marketing Geocycle

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Sales Representative Ciwandan


Comrel Officer

Receiver & Storeman

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Berita Kita June Wordfind Semua jawaban (berbahasa Inggris) bisa ditemukan di Berita Kita edisi Holcim Leadership Journey dalam artikel mengenai CCE dan EARN. Jawab semua pertanyaan dengan benar dan menangkan hadiahnya. Semua kiriman jawaban yang benar akan diundi untuk mendapatkan hadiah satu TV, satu tas hydro, dua lunch box set, dan dua jam tangan. Kirimkan jawaban Anda paling lambat 11 Juli 2013 ke [email protected] atau melalui pos/mailbag ke Redaksi Berita Kita di Menara Jamsostek Lantai 15 Jl. Gatot Subroto 38 Jakarta. Pemenang akan diumumkan di BK edisi Juli mendatang. All the words in this edition of Berita Kita can be found in stories relating to the Holcim Leadershiop Journey, specifically those on CCE and EARN. To win great prizes find the words in the puzzle and then use them to answer these easy questions. All correct entries will be put into a draw to win prizes of one TV, one hydro bag, two lunch box sets and two watches. Please send answers to [email protected] or via post/mailbag to Berita Kita at Menara Jamsostek, 15th Floor, Jl. Gatot Subroto 38, Jakarta, by July 11, 2013. Winners will be announced in BK July. HLJ singkatan dari HLJ stands for 1. ....... 2. ....... 3. ....... EARN singkatan dari EARN stands for 4. ....... 5. ....... 6. ....... 7 ....... CCE singkatan dari CCE stands for 8. ....... Dan And 9. ....... 10. .......

11 . CCE yang berhubungan dengan pengiriman produk disebut juga: CCE focuses on product delivery by trucks also known as: 12. Salah satu unit bisnis yang terlibat dalam program EARN. One business unit commonly involved in EARN is this: 13. Nama karyawan dalam artikel CCE berkaitan dengan volume penjualan. A star performer in the CCE story terms of sales volumes for Holcim products. Her name is. 14. Dalam CCE, agar Holcim menjadi bernilai maka suplai pada pelanggan harus …..

In the CCE story be valuable to Holcim customers supply should be: 15. Nama program yang berkaitan dengan EARN yang baru saja diselesaikan oleh grinding plant. A special EARN initiative recently completed by a grinding plant? 16. Nama tempat yang ditampilkan dalam artikel EARN mengenai grinding plant. One source of clinker for this EARN featured grinding plant is this. 17. Untuk memaksimalkan pilar klinker dalam EARN, berapa derajat suhu yang harus di pertahankan. To maximise this EARN Pillar Clinker when ground should stay above this amount of degrees in temperature. 18. Salah satu program dalam CCE Logistic Safety Initiative memenangkan RComX. Program tersebut membahas mengenai cara mengatasi kelelahan yang biasa di sebut juga. A key programme in the CCE Logistics Safety Initiative won a special RComX recently. It aimed to prevent tiredness otherwise known as this. 19. Nama karyawan yang mengimplementasikan program keselamatan bagi para pengemudi dan memenangkan penghargaan HLJ. In the HLJ awards, the first name of a person who helped implement an important safety programme for drivers and who won an award was: Pemenang Kuis BK Edisi May 2013 Hadiah 2 TV: 1. Aulia Nur T - Logistics 2. Bambang Budi Hidayat - Information Technology Dept Hadiah 2 Lunch Box Set: 1. Aris Yuli Rahman - Tuban Finish Mill & Dispatch Dept 2. Tri Ibnu Rahman - KJS - PQC Analyst Technical Dept Hadiah 2 Jam Tangan: 1. Rizky Bayu Antarikso - Corporate Reporting 2. Septriandy Alim - OH&S Dept


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PT Holcim Indonesia Tbk Menara Jamsostek North Tower, 15 th floor Jl. Jend. Gatot Subroto No. 38 Jakarta 12710, Indonesia PO BOX 1197/JKT

Phone +62 21 529 62 011 Fax +62 21 529 62 022 www.holcim.co.id

Strength. Performance. Passion. PT Holcim Indonesia Tbk. Juni

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