Excelent Need Challenge
VARIABLE PAY
• Performance Incentive • Recognition Employee Satisfaction & Engagement Business Performance & Results
Dalam rangka mengembangkan Total Reward Package yang sesuai dengan filosofi remunerasi dan guna menguatkan posisi Compensation & Benefit Package Perusahaan di pasar, maka pada tahun 2013 Perusahaan telah mengembangkan hal-hal sebagai berikut:
a. Pengelolaan Sistem Remunerasi Dalam Kerangka HR Corporation Management
Kebijakan dan program remunerasi di Anak Perusahaan mengacu pada filosofi dan strategi bisnis dari masing-masing Anak Perusahaan dengan ketentuan sesuai dengan peraturan perundang-undangan yang berlaku di Indonesia termasuk pedoman Pertamina antara lain:
1. Pengelolaan Anak Perusahaan dan Perusahaan Patungan Pertamina No.A-001/H00200/2011-S0 Revisi I, 2. Pedoman HR Corporation Management No.A-007/
K10000/2012-S0,
30% for Transactional work. The issue that needs to be a concern is the existence of a sizable gap between the results of TDS at the Head Office which is nearing leading practices (10% Strategic, 52% Planning, and 38% Transactional) and the HR uni / area (3.3% Strategic, 43.7% Planning, and 53.1% Transactional) drawing a conclusion that improvements are still needed to reduce the proportion of Transactional work at the HR unit/ area.
Remuneration Strategy
Pertamina applies the remuneration strategy that is called Total Reward Package strategy, which is aligned with the strategy of HR management and business strategies to acquire the performance targets achievement of the Company. The combination of compensation and benefit packages in the strategy of Total Reward Package aims to attract new talents from outside the company, retain and motivate talents within the Company to jointly accelerate performance.
In order to develop the Total Reward Package in accordance with the remuneration philosophy and to strengthen the position of Compensation & Benefit Packages Company in the market, in 2013 the Company has developed the following:
a. Remuneration System Management in the Frame of HR Corporation Management
Remuneration policies and programs in the Subsidiaries refers to the philosophy and business strategy of each Subsidiary in accordance with the applicable provisions of the legislation in Indonesia, including Pertamina guidelines among others:
1. The management of Pertamina’s Subsidiaries and Joint Ventures No.A-001/H00200/2011-S0 Revision I, 2. HR Corporation Management
3. Prinsip-prinsip/kaidah remunerasi serta best practices yang berlaku secara umum di lingkungan industri masing-masing Anak Perusahaan.
Kebijakan dan program remunerasi Anak Perusahaan dikelola berdasarkan prinsip internal equity di lingkungan Anak Perusahaan/Direktorat secara khusus dan di lingkungan Pertamina secara umum, externally competitive di industri masing-masing Anak Perusahaan, cost effectiveness, cost efficiency dan affordable, bersifat accountable, auditable dan menganut azas good corporate governance. Adapun yang menjadi tujuan dari Pengelolaan Sistem Remunerasi dalam Kerangka HR Corporation Management adalah:
1. Memberikan acuan bagi Anak Perusahaan dan Pertamina dalam pengelolaan remunerasi di Anak Perusahaan agar tercipta sinergi yang efektif dan efisien antara Pertamina dan Anak Perusahaan, terutama Anak Perusahaan Pertamina yang masuk dalam kategori Strategic Holding dan Operational Holding yang berlaku di lingkungan Pertamina (internal consumption/internal used only). 2. Dalam rangka melaksanakan pengawasan dan
pengendalian pengelolaan sistem remunerasi Anak Perusahaan dengan analisa dan evaluasi strategis, berdasarkan hubungan Pengelolaan Anak Perusahaan. 3. Memberikan acuan penyusunan Rencana Kerja dan
Anggaran Perusahaan (RKAP) Ketenagakerjaan agar Anak Perusahaan mempunyai ketentuan, mekanisme, sistem dan prosedur yang mengatur penyusunan RKAP dan pelaksanaanya dalam rangka meningkatkan nilai Perusahaan, sehingga dapat dihasilkan tujuan, sasaran, dan program kerja yang hendak dicapai oleh Anak Perusahaan dalam kurun waktu 1 (satu) tahun ke depan secara lebih efektif dan sesuai dengan ketentuan peraturan perundang-undangan yang berlaku.
b. Sistem Remunerasi Berbasis Jabatan
Implementasi restrukturisasi pengelolaan SDM berbasis jabatan diawali dengan perubahan meliputi aspek organisasi, sistem pembinaan dan berujung pada sistem remunerasi. Sebelumnya Pertamina menggunakan dual grade yaitu Golongan Jabatan dan Golongan Upah. Sebagian besar pekerja menduduki golongan jabatan melebihi golongan upahnya, namun sistem remunerasi mengacu pada golongan upah. Demikian juga dengan sistem pembinaan yang seringkali masih berdasarkan golongan upah tanpa memperhatikan kompetensi yang dipersyaratkan dalam suatu jabatan. Dengan restrukturisasi pengelolaan SDM berbasis jabatan ini maka yang akan digunakan dalam sistem pembinaan dan sistem remunerasi hanya satu grade yaitu job grade yang telah dikenal dengan sebutan Pertamina Reference Level (PRL). Dengan demikian, tujuan Perusahaan untuk mengakselerasi high performing organization, mendorong pengembangan kapabilitas dan kinerja pekerja, serta meningkatkan internal equity, pada akhirnya akan membawa Perusahaan menuju world class energy company.
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3. Remuneration principles/rules as well as best practices generally accepted in the industrial environment of each Subsidiary.
Remuneration policies and programs of Subsidiaries managed based on the principle of internal equity in the Subsidiary/ Directorate in particular and in the general environment of Pertamina, externally competitive in the Subsidiaries’ respective industries, cost effectiveness, cost efficiency and affordable, be accountable, auditable and embrace the principles of good corporate governance. As for the objectives of the Remuneration System Management in the HR Framework of Corporation Management are:
1. To provide a reference for the Subsidiary and Pertamina in the management of remuneration in the Subsidiary in order to create an effective and efficient synergy between Pertamina and its Subsidiaries, particularly Pertamina’s Subsidiary in the category of Strategic Holding and Operational Holding prevailing within Pertamina (internal consumption/internal use only).
2. In order to carry out the supervision and control of remuneration system management of the Subsidiaries through strategic analysis and evaluation, based on the Subsidiary Management’s relationship.
3. To provide a reference for the preparation of the Employment Company’s Work Plan and Budget (RKAP) in order for the Subsidiary to have provisions, mechanisms, systems and procedures that govern the preparation of RKAP and its implementation in order to increase the value of the Company, so it will be achieve its goals, objectives, and work programs to be achieved more effectively by the Subsidiary for the coming 1 (one) year and in accordance with the applicable provisions of the legislation.
b. Remuneration System Based on Position
The implementation of position-based HR management restructuring begins with changes covering the organizational aspects, coaching system and leading to the remuneration system. Previously, Pertamina uses the dual grade namely Position Group and Salary Group. Most employees occupy position groups exceeding its salary, however the remuneration system of remuneration refers to salary group. This also occurs in the coaching system which is often still based on salary groups disregarding the competencies required for the position. With the restructuring of office-based HR management is only one grade ie job grade to be used in the guidance and remuneration system which has been known as Pertamina Reference Level (PRL). Thus, the purpose of the Company to accelerate high -performing organization, encourages the development of capabilities and performance of employees, as well as improving internal equity, will eventually bring the company to the world class energy company.
Dalam sistem remunerasi berbasis jabatan dilakukan penyesuaian dari sistem lama (berbasis golongan upah) antara lain dengan melakukan konversi upah tetap ke base salary dan mengubah tarif-tarif tunjangan berdasarkan PRL. Dalam perumusan skala base salary mempertimbangkan external competitiveness melalui kajian salary survey disamping tetap menjaga internal equity. Selain itu, telah disusun juga konsep paket remunerasi terkait dengan pola pembinaan (mutasi, demosi dan promosi).
Dalam implementasi restrukturisasi pengelolaan SDM berbasis PRL khususnya terkait sistem remunerasi tidak dapat terlepas dari penyesuaian HR Information System yang saat ini digunakan yaitu MySAP salah satunya. Untuk mendukung implementasinya di dalam MySAP maka Perusahaan bekerja sama dengan konsultan IT menyusun desain sistem remunerasi berbasis PRL, untuk memperkuat keselarasan antara aspek organisasi, sistem pembinaan pekerja dan pada akhirnya sistem remunerasi itu sendiri.
c. Remunerasi dalam Kerangka International Mobility
Kebijakan International Mobility dimaksudkan untuk mengelola penugasan atau penempatan pekerja di luar negeri yang memenuhi standar internasional, maupun untuk menarik tenaga kerja asing yang kompeten di proyek-proyek luar negeri Pertamina.
Guna menarik, mempertahankan dan memotivasi pekerja yang melaksanakan International Mobility, Pertamina menerapkan kebijakan remunerasi internasional berdasarkan:
1. Analisis Eksternal
OBEJCTIVES
EXTERNAL ANALYSIS INTERNAL ANALYSIS REMUNERATION STRUCTURE REVIEW POSITIONING ANALYSIS TO SAFARY MARKET
INTERNATIONAL REMUNERATION: • LEVEL SAFARY • SUPPLEMENTAL BENEFIT TO ATTRACT TO RETAIN TO MOTIVATE TO SUPPORT PRINCIPLES:
1. INTERNALLY FAIR (BASED ON POSITION VALUE) 2. EXTERNALLY COMPETITIVE (BASED ON MARKET DATA)
REVENUE MARKET SHARE POSITION LEVEL FIXED PAY VARIABLE PAY BENEFIT MARKET ANALYSIS • NATIONAL/REGIONAL WAGE • EMPLOYMENT MARKET • COST OF LIVING INDUSTRY ANALYSIS • INDUSTRY SEGMENT
BALANCE SHEET METHOD CONSIDERATION TYPE OF EMPLOYEES: • NAME STAFFS • EXPATRIATES • LOCAL STAFFS PERCEPTIVE POSITION MARKET COMPETITIVENESS
In the position-based remuneration system adjustments from the old system (salary group based) will be performed, among others, by converting fixed wage to salary base and changing benefits based on PRL. In the formulation of the base salary scale, external competitiveness is considered, through salary survey studies while still maintaining internal equity. In addition, a concept related to remuneration packages with coaching pattern (mutation, demotion and promotion) has also been prepared.
In the implementation of PRL based HR management restructurization, especially related to the remuneration system which among others can not be separated from the adjustment of the HR Information System that is currently being used, namely MySAP. To support its implementation in MySAP, the company is cooperating with IT consultants in preparing PRL-based remuneration system design, to strengthen the alignment between the aspects of organization, employee guidance systems and ultimately the remuneration system itself.
c. Remuneration in the Framework of International Mobility International Mobility policy is intended to manage assignments or placements of employees who meet the international standards overseas, as well as to attract competent foreign workers in overseas projects of Pertamina.
In order to attract, retain and motivate employees who implement the International Mobility, Pertamina implements international remuneration policy based on:
2. Analisis Internal
OBEJCTIVES
INDUSTRY
SEGMENTATION MARKET DATA
POSITIONING ANALYSIS TO SAFARY MARKET
COST OF LIVING INTERNATIONAL REMUNERATION: TO ATTRACT TO RETAIN TO MOTIVATE TO SUPPORT MARKET DATA
SALARY SURVEY HAYGROUP POINT OF ORIGIN
CONSUMER PRICE INDEX GOOD & SERVICES ETC BALANCE SHEET METHOD
PERCEPTIVE POSITION MARKET COMPETITIVENESS
OIL AND GAS INDUSTRY HOME BASED COMPENSATION HOST BASED COMPENSATION PARTY PREMIUM
3. Menggunakan metode Balance Sheet Manager dalam mengembangkan Compensation & Benefit Package untuk pekerja yang ditugaskan dalam International Mobility.
Pengembangan Karir dan Kompetensi
Strategi pengembangan karir di Pertamina ditujukan untuk memberikan manfaat sebesar besarnya bagi Pekerja maupun Perusahaan. Pengembangan karier bagi Pekerja bermanfaat sebagai sarana pengembangan diri, peluang menyatakan eksistensi, penumbuhan motivasi, dan untuk pengukuran kelebihan dan kekurangan dirinya dalam rangka meningkatkan kemampuan. Bagi Perusahaan, pengembangan karir bermanfaat untuk menyediakan Pekerja yang sesuai dengan strategi perusahaan, mengatur agar perusahaan memiliki dan mengaplikasikan sistem pengembangan karir yang jelas dan terukur, mengidentifikasi pekerja yang potensial, menciptakan iklim kompetisi yang sehat, dan menyediakan standar kompetensi Pekerja yang dibutuhkan pada setiap jabatan di Perusahaan.
Pertamina telah menyiapkan sarana pengembangan Karir antar lain sebagai berikut;
1. Struktur karir terdiri dari Jalur Karir dan Jenjang Karir.
2. Pertamina Corporate University yang merupakan pengembangan sistem, metode dan prosedur pembelajaran dari Pertamina Learning Center.
3. Assessment Center untuk Kompetensi Kepemimpinan dan Pengukuran Kompetensi Teknis.
Sedangkan berbagai kegiatan pengembangan karier antara lain mencakup hal-hal sebagai berikut:
1. Promosi jabatan melalui mekanisme Succession Planning dengan pengambilan keputusan oleh Dewan Pertimbangan Karir Pekerja.
2. Rotasi Jabatan baik di dalam maupun keluar unit kerja. 3. Keikutsertaan dalam Program Pengembangan Leadership
yang bersifat Mandatory.
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2. Internal Analysis
3. Using the Balance Sheet Manager methods in developing Compensation & Benefit Package for employees assigned in International Mobility.
Career Development and Competence
Career development strategy at Pertamina is aimed at providing the greatest benefits for employees as well as the Company. Career development for employees is useful as a means of self-development, opportunity to state their existence, grow motivation, and to self-assess the advantages and disadvantages in order to improve capabilities. For the Company, career development is useful to provide employees who are in accordance with the company’s strategy, to govern the company to have and apply a clear and measurable career development system, identifying potential employees, creating a climate of healthy competition, and provide the required employee competence standard at each position in the Company.
Pertamina has set up means of Career development among others, include;
1. Career structures consisting of Career Line and Career Path. 2. Pertamina Corporate University which is the development of
system, method, procedure of Pertamina Learning Centre. 3. Assessment Centre for Leadership Competence and Technical
Competence Assessment.
While various career development activities, among others, include the following:
1. Promotion through the Succession Planning mechanism with the decision by the Employee Career Advisory Board 2. Position Rotation both in or out of the work unit.
3. Participation in the Leadership Development Program, which is Mandatory.
4. Penugasan ke Anak Perusahaan dan di luar Perusahaan. 5. Mengembangkan Jalur Karir sesuai dengan Struktur Karir
BUSINESS SUPPORT DIRECTOR VISIONARY LEADER OPERATIONAL LEADER CORPORATE SALES PEOPLE LEADER BUSINESS SALES TEAM LEADER SALES ENTRY LEADER JUNIOR SALES STRATEGIC ADVISOR ADVISOR SENIOR PROFESSIONAL PROFESSIONAL JUNIOR PROFESSIONAL SENIOR CLERK CLERK JUNIOR CLERK JENJANG JABA TAN/ GRADE POSITION
KELOMPOK JABATAN/POSITION GROUP
SALES EXECUTIVE SM MANGERIAL PROFESSIONAL TECHNICAL OPERATION
STRATEGIC LEADER
Keterangan Gambar/Picture Description:
: Promosi dalam suatu tipe karier/Promotion within the same career type
: Mutasi material antar tipe karier/Material Mutation between career types
: Promosi antar tipe karier/Promotion between different career types
: Assesment (Kompotensi teknis/perilaku/evaluasi untuk kenaikan jenjang/mandatory training untuk Leadership Development/Sertifikasi)
(Technical competences/behavior/evaluation for promotion/mandatory training for Leadership Development/Certification)
SENIOR TECHNICIAN
TECHNICIAN
JUNIOR TECHNICIAN
Dalam aspek pengembangan pekerja Pertamina, salah satu pendekatan yang digunakan adalah Pengembangan Berbasis Kompetensi. Prasyarat menjalankan pendekatan ini adalah tersedianya kamus kompetensi dan requirement kompetensi untuk setiap jabatan atau kelompok keahlian/keterampilan (Skill Group). Perusahaan dalam jangka waktu dua tahun terakhir telah berhasil merumuskan kompetensi teknis (technical competencies) dan Pekerja telah melakukan pengukuran kompetensi teknis di tahun 2013 untuk menghasilkan target 60% dari Pekerja telah memiliki Individual Development Plan di TW IV. Pertamina telah menetapkan dan menggunakan kompetensi kepemimpinan (Pertamina Leadership Model) sebagai acuan pengembangan kepemimpinan, yang diselaraskan dengan tuntutan jabatan di masing-masing jenjang.
Peningkatan kompetensi dilakukan melalui berbagai metode pembelajaran antara lain meliputi Belajar Mandiri (Self-Learning), Bimbingan (Coaching/Mentoring), Magang (On the Job Training), Penyertaan dalam Gugus Tugas (Task Force Participation), Seminar, Konvensi, Lokakarya dan Workshop, Pelatihan/Kursus, Program Sertifikasi, serta Pendidikan/Tugas Belajar. Khusus untuk keahlian di bidang Upstream dilakukan Crash Program untuk mempercepat peningkatan kapabilitas. Sedangkan untuk pekerja baru yang direkrut dalam Program Bimbingan Profesi Sarjana, disiapkan program Early Professional Development untuk mempercepat penguasaan kompetensi teknis yang mendukung pekerjaan di
4. Assignment to the Subsidiary or outside the Company. 5. Developing the Career Path in accordance to the Career
Structure
In the aspect of Pertamina employees development, one of the approaches utilized is the Competency-Based Development. The prerequisites to apply this approach is the availability of competency dictionary and competency requirements for each position or group of expertise/skills (Skill Group). The Company within the last two years has succeeded in formulating technical competencies and employees have conducted technical competence assessment in 2013 to achieve the target of 60% of workers have had the Individual Development Plan in Fourth Quarter. Pertamina has set and applied leadership competencies (Pertamina Leadership Model) as a reference for leadership development, which is aligned with the requirements of office at each level.
Competence improvement is carried out through a variety of learning methods including but not limited to Self-Learning, Coaching/Mentoring, On the Job Training, Task Force Participation, Seminars, Conventions, Workshops, Training/ Course, Certification Program, and Education/Learning Task. Specifically for expertise in the Upstream field, Crash Program to accelerate the increase in capability was also performed. As for newly hired employees who are recruited in the Professional Degree Training Program, Early Professional Development program to accelerate the mastery of technical competencies that support work in the field was prepared.
Program Pembelajaran Pekerja Selama 2013
JENIS PROGRAM PEMBELAJARAN JUMLAH PROGRAM/BATCH JUMLAH PESERTAParticipant TYPE OF LEARNING PROGRAMS
PRE-EMPLOYMENT PROGRAM PRE-EMPLOYMENT PROGRAM
Induction Training 4 96 Induction Training
BPA 4 246 BPA
BPS 3 142 BPS
BKJT 4 461 BKJT
15 945
PROGRAM PENDIDIKAN LANJUTAN ADVANCED EDUCATION PROGRAMS
Sekolah Tinggi Energi & Mineral (STEM) 4 129 Sekolah Tinggi Energi & Mineral (STEM)
Tugas Belajar Dalam Negeri S2 8 40 Domestic Study Assignment for S2
Tugas Belajar Dalam Negeri S3 0 0 Domestic Study Assignment for S3
Tugas Belajar Luar Negeri S2 14 17 Abroad Study Assignment for S2
Tugas Belajar Luar Negeri S3 2 5 Abroad Study Assignment for S3
28 191
PROGRAM PELATIHAN JANGKA PANJANG DAN
PENDEK SHORT TERM AND LONG TERMTRAINING PROGRAM
Program Leadership 29 410 Leadership Program
Program Mandatory 65 1,633 Mandatory Program
Program General dan Functional 559 7,903 General and Functional Program
Program Overseas Training 176 306 Overseas Training Program
Program Berbasis Maritim 193 29,070 Maritime Based Program
Program Berbasis HSE 229 7,152 HSE Based Program
1,251 46,474
TOTAL 1,294 47,610 TOTAL
Pre-Employment Program
Program terdiri atas Pre-Employment Training serta Induction Training, bertujuan mempersiapkan kaderisasi baik bagi calon pekerja baru maupun pekerja kontrak yang telah diseleksi sesuai dengan kualifikasi. Calon pekerja baru terdiri dari pekerja baru fresh graduated yang kemudian akan mengikuti program pendidikan dan pemagangan sebelum diangkat menjadi pekerja, serta pekerja berpengalaman (experience hired) untuk bidang-bidang yang memerlukan keahlian khusus dan tidak dapat dipenuhi dengan tenaga kerja fresh graduated.
Calon tenaga kerja fresh graduated lulusan S1 akan disalurkan ke dalam program Bimbingan Profesi Sarjana (BPS), yang merupakan program management trainee seperti di perusahaan lainnya. Sedangkan untuk kebutuhan keteknikan dan keahlian khusus, misalnya teknisi di lokasi kilang, tenaga kesekretariatan, serta tenaga lainnya, diperoleh melalui program Bimbingan Praktis Ahli (BPA) dengan intake dari lulusan Diploma III. Kemudian untuk kebutuhan kejuruan khusus, diperoleh melalui program Bimbingan Kerja Juru Teknik (BKJT) dengan intake dari lulusan SMA/SMK.
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Pre-Employment Program
The program consists of Pre-Employment Training and Induction Training, aims to prepare regeneration both for new employees and contract employees who have been selected in accordance with the qualification. Prospective new employees consist of new fresh graduates who will subsequently participate the education program and internship before being appointed as an amployee, as well as experienced employees (experience hired) for areas that require special expertise and can not be filled with fresh graduates.
Prospective S1 fresh graduates will be channeled into the Professional Degree Coaching (BPS) programs, which is a management trainee program similar at other companies. As for engineering and specialized skills requirements, such as engineers at refinery locations, secretarial staffs, and other personnels are obtained through Expertise Skill Training (BPA) with the intake from the Diploma graduates. Moreover, particular vocational needs are obtained through the Work Technique Training (BKJT) with intake from high school/vocational school graduates.
Jumlah Peserta/Participants
Jumlah Program/Batch
Pre-Employment Program Pre-Employment Program BKJT 461 4 BPS 142 3 BPA 246 4 INDUCTION TRAINING 96 4
Program Pendidikan Lanjutan
Selama tahun 2013 telah dilaksanakan Program Pendidikan Lanjutan berjenjang yaitu, program pendidikan Diploma 1 sampai dengan Diploma 4 yang bekerja sama dengan STEM (Sekolah Tinggi Energi dan Mineral) serta pendidikan Strata 2 (S2) di institusi pendidikan terkemuka dalam dan luar negeri.
Program Pendidikan Lanjutan Advanced Education
Sekolah Tinggi Energi & Mineral (STEM)
College of Energy & Mineral (STEM)
129
4
Tugas Belajar Dalam Negeri S3
Domestic Study Assignment S3
0 0
Tugas Belajar Luar Negeri S2
Overseas Study Assignment S2
17 14
Tugas Belajar Luar Negeri S2
Overseas Study Assignment S2
5 2
Tugas Belajar Dalam Negeri S2
Domestic Study Assignment S2
40 8 Jumlah Peserta/Participants
Jumlah Program/Batch
Program Pelatihan Jangka Panjang dan Pendek Program Pelatihan Jangka Panjang dan Pendek Short and Long Term Training Program
Jumlah Peserta/Participants
Jumlah Program/Batch
Program Berbasis HSE
HSE Based Program
7,152
229
Program Berbasis Maritim
Maritime Based Program
29,070
193
Program Overseas Training
Overseas Training Program
306 176 Program General dan Functional 7,903 559 Program Mandatory