by four Corporate Foundations
and five Strategic Pillars. Among
the five Strategic Pillars, there
is one Pillar that spefically
focuses on Sustainability and
Circular Economy. Sustainability
has evidently been the focus
of Pupuk Kujang that does not
only seek to generate profit, but
also to provide benefits to the
community and be responsible
for the environment
Tentang Laporan Keberlanjutan About the Sustainability Report
Laporan Direksi Report from the Board of Directors
Topik Ekonomi Economic Topics
Topik Sosial Social Topics
Indeks Referensi Silang GRI Standards - CORE Option Sustainability Report GRI Standards Reference Index CORE Topik Lingkungan Environmental Topics Tata Kelola Perusahaan Corporate Governance Profil Perusahaan Company Profile
Keberlanjutan telah menjadi fokus Pupuk Kujang dalam menjalankan praktik bisnis dan menghasilkan produk berkualitas tinggi. Pupuk Kujang tidak hanya mengejar profit dan kemajuan ekonomi perusahaan, tetapi juga melakukan banyak aksi nyata untuk masyarakat dan lingkungan sesuai dengan konsep bisnis 3P (Profit, People, Planet).
Kami berusaha memastikan bahwa seluruh pemangku kepentingan terutama masyarakat dapat merasakan manfaat dari kegiatan bisnis kami serta menjalankan operasional yang bertanggung jawab terhadap lingkungan.
Kemajuan ekonomi, kesejahteraan masyarakat, dan kelestarian lingkungan memang telah menjadi fokus Pupuk Kujang. Meski demikian, ketiga hal tersebut juga menjadi tantangan yang dihadapi masyarakat global. Dunia berubah sangat cepat, tidak terduga, kompleks, dan penuh ketidakpastian. Ditambah era disrupsi, pergeseran pasar, perubahan perilaku konsumen, dan persaingan yang semakin ketat atau disebut dengan Volatility, Uncertainty, Complexity, Ambiguity (VUCA).
Untuk menghadapi era VUCA ini, Pupuk Kujang telah melakukan transformasi di berbagai lini usaha serta organisasi terutama di bidang tata kelola agar Perusahaan dapat lebih gesit dalam menghadapi setiap tantangan yang muncul. Transformasi diperlukan untuk membangun keseimbangan bisnis yang mengarah pada keberlanjutan dan mencapai visi pada tahun 2024 dengan Menjadi Industri Kimia dan Pendukung Pertanian yang Berdaya Saing dalam Skala Nasional.
Pupuk Kujang kemudian merumuskan Strategic House yang ditopang oleh empat Fondasi Perusahaan dan lima Pilar Strategis. Fondasi dan pilar strategis ini lalu diturunkan menjadi beberapa insiatif strategis yang kemudian menjadi landasan dalam penyusunan berbagai tujuan dan sasaran Perusahaan pada tahun 2024. Adapun di antara kelima Pilar Strategis tersebut, terdapat satu Pilar yang secara khusus memfokuskan pada keberlanjutan dan ekonomi sirkular (Sustainability dan Circular Economy).
Sustainability has been the focus of Pupuk Kujang in carrying out business practices and producing high-quality products. Pupuk Kujang does not only seek to generate profit and create economic advancements for the company, it also undertakes various concrete actions for he community and the environment, in accordance with the 3P (Profit, People, Planet) business concept. We strive to ensure that all stakeholders, especially the community can benefit from our business activities, as well as carrying out environmentally responsible operations.
Economic advancements, community welfare, and environmental sustainability have evidently been the focus of Pupuk Kujang. However, these three things also have become challenges faced by the global community. The world is changing very rapidly, unpredictable, more complex, and full of uncertainty. Complemented with the era of disruption, market shifts, changes in consumer behavior, and tightening business competition, also referred to as Volatility, Uncertainty, Complexity, Ambiguity (VUCA).
To prepare the for the VUCA era, Pupuk Kujang has made transformations in various business lines and organizations, particularly in governance, enabling the Company to be more agile in encountering any challenges that may arise. Transformation is required to build business balance, which leads to sustainability and to achieve the 2024 vision to Become Competitive Nation-wide Chemical Industry and Agriculture Support Industry.
Pupuk Kujang has established the Strategic House, which is supported by four Corporate Foundations and five Strategic Pillars. Such foundations and strategic pillars are then derived into a number of strategic initiatives, which then serve as a basis for preparing various goals and objectives for the Company in 2024. As for the five Strategic Pillars, there is one Pillar that specifically focuses on Sustainability and Circular Economy.
Adapun Strategic House Pupuk Kujang dapat dilihat seperti gambar di bawah ini:
The Strategic House of Pupuk Kujang is described in the following table:
Digital & Advanced Analytic Capability
Pondasi Perusahaan | Company FoundationPilar Perusahaan | Corporate Pillar
Melakukan transformasi digital dan meningkatkan kemampuan analisa yang difasilitasi teknologi digital.
Perform digital transformation and improve analytical skills facilitated by digital technology.
Strong and Good Corporate Governance
Menjalankan perusahaan sesuai kaidah perundang-undangan dan etika bisnis.
Manage the Company’s operations in accordance with regulations and business ethics.
Excellent Human Capital 1. Mengintegrasikan manajemen karier, manajemen talenta, dan pengembangan SDM.
Integrate career management, talent management, and HR development.
2. Memperkuat Human Capital sourcing dan engagement pada karyawan Pupuk Kujang.
Strengthen Human Capital sourcing and employee engagement in Pupuk Kujang.
3. Menciptakan kultur perusahaan yang kolaboratif dan high performing.
Create collaborative and high performing culture.
Member of Pupuk Indonesia Holding Company
Menyelaraskan strategi dan operasional perusahaan dengan Holding dan anak perusahaan lainnya untuk meningkatkan efisiensi dan efektivitas.
Align the Company’s strategy and operations with its Holding company and its subsidiaries to improve efficiency and effectiveness.
1A. Memperkuat kemitraan dengan pelanggan untuk meningkatkan pangsa pasar agrokimia.
Strengthen partnership with customer to expand agrochemical market share.
1B. Menjadi solusi andal agribisnis untuk meningkatkan engagement kepada petani.
Become a reliable solution for agribusiness to improve farmer engagement.
1C. Menerapkan Key Account Management untuk large estates.
Adopt Key Account Management for large estates.
Customer Centric Model
2A. Mengembangkan customer-centric R&D dan produk-produk yang dapat memenuhi nutrisi tanaman.
Develop customer- centric R&D and products that can fulfill the nutritional demand for plants.
2B. Mengembangkan agri- solutions/services untuk memastikan customer engagement.
Develop agri- solutions/ services to ensure customer engagement.
2C. Mengembangkan Knowledge Management System R&D.
Develop Knowledge Management System of R&D.
2D. Melakukan riset pasar.
Perform market research.
R&D and Innovation Driven
3A. Mendorong operation excellence di pabrik Encourage operation excellence at the factories.
3B. Melakukan kajian kelayakan dan revamping fasilitas produksi yang sudah kurang efisien.
Perform feasibility study and perform revamping of production facilities that are no longer efficient.
3C. Mengoptimalkan koordinasi dengan anak perusahaan lain, lisensor, dan pihak terkait lainnya untuk meningkatkan sinergi operasi dan supply chain.
Optimize coordination with subsidiaries, licensor, and other related parties to improve operational and supply chain synergy.
R&D and Innovation Driven
“Menjadi Industri Kimia dan Pendukung Pertanian yang Berdaya Saing dalam Skala Nasional”
“To Become Competitive Nation-Wide Chemical Industry and Agriculture Support Industry”
Visi Pupuk Kujang | Vision of Pupuk Kujang
4A. Memastikan kecukupan pasokan gas alam pabrik dari sumber gas alam Jawa Barat, Sumatera Selatan, maupun alternatif lainnya.
Ensure adequate supply of the Company’s natural gas from natural gas resources in West Java, South Sumatra, and other alternatives.
4B. Menjaga keamanan suplai untuk pengadaan input non- gas (e.g. terutama P&K).
Safeguard the supplies for procurement of non-gas inputs (e.g., P&C in particular).
Feedstock Security and Optimization
5A. Memastikan budaya safety dan Lindung Lingkungan menjadi prioritas utama dalam setiap aktivitas Perusahaan.
Ensure safety culture and Environmental Protection to become the priority in each of the Company activities.
5B. Memperkuat sinergi circular economy dari proses utama dengan industri lainnya.
Strengthen the synergy of circular economy with other industries starting from the main process.
5C. Mengoptimalkan kinerja anak Perusahaan.
Optimize the performance of subsidiaries.
5D. Melakukan optimalisasi aset tidak produktif.
Optimize assets that are no longer productive.
Sustainability & Circular Economy
Tentang Laporan Keberlanjutan About the Sustainability Report
Laporan Direksi Report from the Board of Directors
Topik Ekonomi Economic Topics
Topik Sosial Social Topics
Indeks Referensi Silang GRI Standards - CORE Option Sustainability Report GRI Standards Reference Index CORE Topik Lingkungan Environmental Topics Tata Kelola Perusahaan Corporate Governance Profil Perusahaan Company Profile