The Company recognizes the significance of strengthening the fundamental aspects of business support in order to attain success. Hence, we are committed to always improving the quality of Human Resource (HR) management and the use of Information Technology (IT) so as to become the main capital of the Company
Perseroan dalam menghadapi persaingan industri yang semakin masif dan mewujudkan pertumbuhan bisnis yang berkelanjutan.
Pengelolaan Sumber Daya Manusia
Perseroan memandang SDM sebagai aset penting yang harus selalu ditingkatkan dan dikembangkan kompetensinya dalam rangka mencetak SDM yang memiliki integritas dan kapabilitas tinggi dan mampu berkontribusi dalam mewujudkan Visi, Misi, dan Strategi Bisnis Perseroan. Strategi yang ditetapkan dalam pengembangan berbagai tingkat dan fungsi SDM Perseroan antara lain:
• Enhancing Top Leaders Effectiveness
Melalui strategi ini, Perseroan berusaha meningkatkan kemampuan strategi bisnis para Top Leaders serta menjalin cohesiveness dan sinergi para pimpinan Krakatau Steel & Group.
• Creating Excellent Leadership Performance
Strategi ini bertujuan untuk meningkatkan kemampuan kepemimpinan Middle Management dalam menyelaraskan dan mengimplementasikan rencana bisnis serta meningkatkan kapabilitas organisasi untuk kinerja yang terbaik.
• Assigning Talent People into Key Positions for Enhancing Company Performance
Melalui strategi ini, Perseroan berupaya untuk menempatkan karyawan terbaik (Talent People) pada posisi kunci (key position) serta penugasan Talent People pada posisi tertentu (Talent Mobility) agar dapat menghasilkan kinerja terbaik dan meningkatkan kinerja Perseroan.
• Designing Structure, System, and Innovation Culture to Build High Performance and High Engaged Workforce
Strategi ini bertujuan untuk membangun kinerja dan keterlibatan yang tinggi melalui pengembangan desain organisasi, revitalisasi proses bisnis dan budaya inovatif, sehingga produktivitas karyawan dapat meningkat dan struktur biaya dapat menjadi lebih kompetitif.
• Building Competency through effective learning and talent mobility
Melalui strategi ini, Perseroan berusaha untuk meningkatkan kompetensi karyawan dan menjaga agar kompetensi tersebut tetap terjaga di dalam organisasi melalui transfer knowledge, learning program, serta pengembangan Corporate University.
Penerapan Teknologi Informasi
Saat ini Perseroan telah menerapkan penggunaan Teknologi Informasi (TI) pada hampir seluruh proses bisnis yang berjalan dalam rangka mempercepat proses dan membuat kinerja operasional menjadi lebih efektif dan efisien, dengan tetap mengacu pada Panduan Tata Kelola Informasi.
in addressing the increasingly massive industry competition and realizing sustainable business growth.
Management of Human Resources
The Company regards the aspect of HR as the key asset of which the competency must always be enhanced in order to create human capital with high integrity and capability, able to contribute to the realization of the Company’s Vision, Mission, and Business Strategies. To that end, the Company has implemented a number of strategies to develop its HR, among others:
• Enhancing Top Leaders Effectiveness
With this strategy, the Company strives to improve the capabilities of the Top Leaders’ business strategies and build cohesiveness and synergy of the leaders of Krakatau Steel &
Group.
• Creating Excellent Leadership Performance
This strategy aims to improve Middle Management leadership capabilities in aligning and implementing business plans, as well as increasing organizational capabilities for the best performance.
• Assigning Talent People into Key Positions for Enhancing Company Performance
Through this strategy, the Company aims to place Talent people in key positions and assign Talent People to certain positions (Talent Mobility) in order to produce the best performance and improve company performance.
• Designing Structure, System, and Innovation Culture to Build High Performance and High Engaged Workforce,
This strategy aims to build high performance and engagement through the development of organizational design and revitalization of innovative business process and culture, so that employee productivity can be increased and the cost structure can be more competitive.
• Building Competency through effective learning and development,
Through this strategy, the Company aims to improve and maintain employee competencies within the organization through knowledge transfer, learning program, and the development of Corporate University.
Implementation of Information Technology
Currently, the Company has applied Information Technology (IT) in almost all business processes in order to accelerate the process and boost the effectiveness and efficiency of operational performance, while continuously referring to the Information Technology Governance Guidelines.
Dalam melakukan penerapan TI untuk mendukung kinerja bisnisnya, Perseroan mengacu Rencana Jangka Panjang Perusahaan (RJPP) dan Program Making Indonesia 4.0 yang dituangkan ke dalam Master Plan Teknologi Informasi untuk mengadopsi digital transformation.
Strategi Perseroan ini difokuskan pada setidaknya tiga area utama, yaitu proses yang terkait dengan pemahaman perubahan pola interaksi oleh pelanggan (customer experience), digitalisasi proses internal dan proses yang berkaitan dengan hubungan ke eksternal (operational processes), dan perubahan model bisnis yang mengadopsi sistem digitalisasi (business model).
Implementasi TI pada Perseroan dilakukan dengan menggunakan beberapa pendekatan, diantaranya:
• Untuk level korporasi, Perseroan sudah menggunakan Enterprise Resource Planning (ERP) berbasis SAP ECC 6.0 yang mengintegrasikan seluruh proses bisnis inti (core business processes). Untuk melengkapi aplikasi ERP dalam fungsi-fungsi pendukung, Perseroan mengembangkan aplikasi berbasis online (web).
• Untuk mengelola dan mengoptimalkan proses produksi, Perseroan menerapkan Manufacturing Execution System (MES) untuk fasilitas produksi Long Product di pabrik DRP, BSP, dan WRM, serta fasilitas produksi Flat Product di pabrik SSP, HSM, dan CRM.
• Selain itu, Perseroan juga memanfaatkan teknologi otomasi proses untuk mengendalikan proses produksi di seluruh fasilitas produksi.
Sepanjang tahun 2018, untuk mendukung proyek strategis Perseroan, dilakukan pengembangan proses bisnis ERP, SAP, dan MES serta infrastruktur TI pendukung pada proyek Blast Furnace Complex (BFC) dan Hot Strip Mill #2 (HSM #2). Sementara itu, untuk mendukung pengembangan bisnis Perseroan, dilakukan implementasi tolling eksternal material produksi di ERP, SAP, dan MES Flat Product dan proses bisnis penjualan material eksternal di ERP dan SAP.
Perseroan juga melakukan peningkatan efektivitas bisnis internal berbasis digital dengan penerapan pengelolaan anggaran secara online, implementasi aplikasi SDM berbasis web, serta pengembangan e-payroll, e-procurement, dan e-commerce. Di samping itu, untuk meningkatkan keandalan dan keamanan data, Perseroan sedang melakukan implementasi IT Disaster Recovery Center (IT DRC).
In implementing IT to support its business performance, the Company refers to the Long Term Plan (RJPP) and Making Indonesia 4.0 Program, which have been set out in the Information Technology Master Plan to adopt digital transformation. The Company’s strategy is focused on at least three main areas, namely processes related to understanding changes in customer interaction patterns (customer experience), digitizing internal processes and processes related to external relations (operational processes), and changing business models that adopt digitization systems (business model).
IT implementation in the Company is carried out using several approaches, including:
• For the corporate level, the Company has used the Enterprise Resource Planning (ERP) based on SAP ECC 6.0 which integrates all core business processes. To complete the ERP application in the supporting functions, the Company has developed an online (web) based application.
• To manage and optimize the production process, the Company has implemented a Manufacturing Execution System (MES) for the production facilities of Long Product at DRP, BSP and WRM plants, as well as the production facilities of Flat Product at SSP, HSM and CRM plants.
• In addition, the Company has utilized process automation technology to control the production process in all production facilities.
Throughout the reporting year, the Company has also developed ERP, SAP, and MES business process as well as the supporting IT infrastructure to support its strategic projects of Blast Furnace Complex (BFC) and Hot Strip Mill #2 (HSM #2). Meanwhile, to support business development, the Company has implemented external tolling of production materials at ERP, SAP, and MES of Flat Product and the sales of external material at ERP and SAP.
The Company also improved the effectiveness of digital-based internal business through the implementation of online budget management and web-based HR application, and the development of e-payroll, e-procurement, and e-commerce. Furthermore, to improve data reliability and security, the Company is currently implementing the IT Disaster Recovery Center (IT DRC).