S u b - 1 0 0 s e a t e r C a p a b i l i t y D e v e l o p m e n t

7. Pencapaian hingga Desember 2013 adalah 51. OJT akan dilaksanakan di GMF saat C-Check pertama GA dengan bantuan expert dari Bombardier. Untuk pengajuan STE AMEL masih progress dalam pengisian Experience Log Book yang direncanakan akan diajukan pada Februari 2014 ke DGCA. Untuk kebutuhan Tools Equipments, sampai saat ini pembelian Tools C-Check CRJ masih belum terealisasi. Sedangkan, pengadaan dock facility dibatalkan. 8. Pengembangan IT dalam Maintenance Process Hingga Desember 2013, perkembangan SWIFT sudah sampai pada tahap key user training dan end user training untuk persiapan Go Live di 2014. 9. Sampai dengan bulan Desember 2013, pengerjaan konstruksi hangar 4 sudah mencapai 75,93 dari target 74,14. Pengerjaan ini akan terus dilanjutkan di tahun 2014. Pembangunan Hangar 4 ditargetkan selesai pada Juni 2014. Aktivitas Base Maintenance tahun 2013 terdiri atas perawatan pesawat Garuda Indonesia dan pesawat Non Garuda Indonesia, secara rinci dijelaskan sebagai berikut: 136 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia u r s r s v w ¡¢ r t ¡ s r £ us ss t 7. Achievement until December 2013 was 51. OJT will be implemented in the first GA C-Check in GMF with expert assistance from Bombardier. For filing STE AMEL is still in progress in filling Experience Log Book filling which is planned to be submitted in February 2014 to DGCA. For the needs of Tools Equipments, Up to now, the purchase of Tools C-Check CRJ has not been realized. Meanwhile, the procurement of dock facility was canceled. 8. Development of IT in the Maintenance Process As of December 2013, the development of SWIFT has reached the stage of key user training and end user training for the preparation for Go Live in 2014. 9. As of December 2013, construction of hangars 4 has reached 75.93 of the target of 74.14. This work will be done continued in 2014. Development of Hangar 4 is targeted for completion in June 2014. Base Maintenance activities in 2013 consisted of aircraft maintenance of Garuda Indonesia and Non Garuda Indonesia, in detail described as follows: ¤ ¥¦ § ¨ © ª t « v « t ¥¬ Base Maintenance GARUDA Narrow Body B 737 series Daily-Check A Check C Check D Check Major Modification SR Wide Body B 747; A 330 Daily-Check A Check C Check D Check Major Modification SR Maintenance Event Maintenance Event ® ¯ ° ±² ¤ ³ ¯´ µ ¶ µ ´ ¤ Realisasi 2012 Actual 2012 Realisasi 2013 Actual 2013 Target RKAP 2013 Target CBP 2013 Pencapaian Achievement Pertumbuhan Growth 65 4 38 - - 31 - 1 6 2 - 33 24 10 30 - 5 52 - - 6 8 3 1 10 60 12 38 - - 1 - - 6 4 - 8 40 83 79 5200 133 75 125 -63 150 -21 68 500 33 50 70 ¤ ¥ ¦¨§ © · t « v « ty ¸ ¹ º¥¬§ »¥« ¼ t § ¼ ¥ ¼ · § PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 137 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia NON GARUDA Narrow Body B 737 Daily-Check A Check C Check D Check Major Modification SR Wide Body B 747 A 330 Daily-Check A Check C Check D Check Major Modification SR TOTAL GA NON GA Narrow Body B 37 series Daily-Check A Check C Check D Check Major Modification SR Wide Body B 747; A 330, DC-10 Daily-Check A Check C Check D Check Major Modification SR Maintenance Event Maintenance Event PRODUCTION EVENT Realisasi 2012 Realisasi 2012 Realisasi 2013 Realisasi 2013 Target RKAP 2013 Target RKAP 2013 Pencapaian Achievement Pertumbuhan Growth - 34 31 1 - 241 - 7 12 5 - 4 65 38 69 1 - 272 - 8 18 7 - 37 - 84 43 1 - 590 - - 8 15 1 - 7 24 94 73 1 5 642 - 14 23 4 1 17 - 12 36 2 - 228 - 4 12 6 - 4 60 24 74 2 - 229 - - 4 18 10 - 12 700 119 50 259 200 125 17 175 40 392 99 50 280 350 128 40 142 147 39 145 14 25 -80 75 -63 147 6 136 75 28 -43 -54 Indikator utama yang dijadikan ukuran kinerja Base Maintenance, yaitu: 1. Operating Profit Margin tercapai 11 dari target 9 2. TAT airframe C-Check dan D-Check menjadi 98,5 dari target 99,0 3. Manpower productivity tercapai 77,46 dari target 77 Component Maintenance Aktivitas Component Maintenance hingga bulan Desember 2013 Garuda dan Non Garuda sebanyak 43.669 maintenance order event dengan total manhours sebesar 149,899. Berdasarkan pencapaian produks i komponen hingga Desember 2013 maka produksi komponen pesawat Garuda tahun 2013 mengalami kenaikan 10,4 terhadap realisasi 2012, dan mencapai 109,6 terhadap budget 2013. Bila dibandingkan dengan realisasi tahun 2012, component maintenance event yang mengalami peningkatan pada 2013 adalah Electro Mechanical 10,08, Landing Gear WB 11,56 dan NDT 31,32. Untuk Non Garuda realisasi 2013 terjadi kenaikan 48,8 terhadap realisasi 2012 dan mencapai 120,4 terhadap budget 2013. Bila dibandingkan realisasi tahun 2012, component maintenance event yang mengalami peningkatan pada 2013 adalah Electro Mechanical sebesar 49,42, Avionic sebesar 181,05, Calibration sebesar 3,64 dan NDT sebesar 51,87. Pencapaian produksi bulanan dari unit yang menangani komponen Electromechanical, Landing Gear WB, Avionic hingga Desember 2013 mencapai 23.599 komponen atau 101 dari target produksi 2013. 138 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia ½ ¾ ¿ ÀÁ u Á¿ Â Ã Ä r Á s ¾ Ã Ä r Å Ä ÆÇ Ä ¿ È s Á É Á ÊÄ v ¾ Ä w ËÌ Â Ã Ä r Á t ¾ Ë¿ s Ã Ä r Í us ¾ ¿ Ä ss Å Ä ÆÇ Ä ¿ t Î Ï ÐÑ Ò ÓÒ ÔÒ Ð Ó ÕÖ× ØÙ s Ô Ú Ø Û Ò Ð Ò Ð ×Ò r Ô u Ð Ô t y Ò Ð Ü Ý Ï Ð Ò Ð ÜÒ Ð Ô Ù Ö ÝÓÖ ÐÏÐ Þ Electromechanical, Landing Gear ß à á âã Avionic ä åÔ Ð Ü ÜÒ æ Ï s ÏÝÚÏÕ çè éê Ý Ï ÐÑÒÓÒ Ô ç ê ëìíí Ù Ö ÝÓÖ ÐÏÐ Ò t Ò u éè é î ×ÒÕ Ô t ÒÕ Ü Ï t ÓÕÖ×Ø Ù s Ô ç è é ê ë ï Ñ å Ô Ï v Ï Ý Ï Ð t Ö ð t å Ï Ý Ö Ð t å Û y Ó Õ Ö × u Ñ t Ô Ö Ð Ö ð t å Ï u Ð Ô tt å Ò t å Ò Ð × Û Ï s Ñ Ö Ý Ó Ö Ð Ï Ð t Þ ñ ÛÏ Ñ t Õ Ö ÝÏ Ñ å ÒÐ Ô Ñ Ò Û ã ò ÒÐ × ÔÐ Ü ó Ï ÒÕ ß à á â ã ï v Ô ÖÐ Ô Ñ s ä u Ð t Ô Û æ Ï ÑÏ Ý ÚÏ Õ ç èé ê Õ Ï Ò Ñ å Ï × çê ã ìíí ÓÒ Õô s ÖÕ é è é î Ö ð ç è é ê ÓÕ Ö×ØÑ t ÔÖ Ð t Ò ÕÜ Ï t ë The main indicators used as measurement of Base Maintenance performance, namely 1. Operating profit margin reached 11 of the target of 9 2. TAT Airframe C-Check and D-Check reached 98.5 of the target of 99.0 3. Manpower productivity reached 77.46 of the target of 77 Component Maintenance Activity of Component Maintenance until December 2013 Garuda and Non Garuda was as many as 43,669 maintenance orders event with total manhours 149.899. Based on the achievement of component production until December 2013 component production of Garuda aircraft in 2013 increased 10.4 to realization in 2012, and reached 109.6 of the budget of 2013. When compared with the year 2012, component maintenance events increasing in 2013 was Electro Mechanical 10.08, Landing Gear W B 11.56 and NDT 31.32. For realization of Non Garuda in 2013 increased 48.8 to the realization of 2012 and reached 120.4 of the budget of 2013. When compared to the year 2012, component maintenance events increased in 2013 Electro Mechanical by 49.42, Avionics 181,05, Calibration 3.64 and NDT 51.87. Achievement of the monthly production of the unit that handles component Electromechanical, Landing Gear W B, Avionics until December 2013 reached 23,599 parts or 101 of 2013 production target. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 139 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia õ ö÷øù úû t ü v ü t ö ý þ ÿ ÿ ø t öü t øö ø ú ú ú ú þ Electro Mechanical Landing Gear WB Avionics Calibration Int GMF NDT TOTAL GA ú ú ú ú þ Electro Mechanical Landing Gear WB Avionics Calibration Int GMF NDT TOTAL GA ú ú Electro Mechanical Landing Gear WB Avionics Calibration Int GMF NDT TOTAL ALL TC Maintenance Event Maintenance Event PRODUCTION EVENT Realisasi 2012 Realization 2012 Realisasi 2013 Realization 2013 Target 2013 Target 2013 Pendapatan Achievement Pertumbuhan Growth 7,411 6,723 2,804 5,581 7,238 29,757 2,774 728 306 330 3,133 7,271 10,185 7,451 3,110 5,911 10,371 37,028 8,158 7,500 2,220 5,465 9,505 32,848 4,145 716 860 342 4,758 10,821 12,303 8,216 3,080 5,807 14,263 43,669 8446 7426 2869 5296 5933 29,970 3378 805 491 372 3943 8,989 11,824 8,231 3,360 5,668 9,876 38,959 97 101 77 103 160 109.6 123 89 175 92 121 120.4 104 100 92 102 144 112 10.08 11.56 -20.83 -2.08 31.32 10.40 49.42 -1.65 181.05 3.64 51.97 48.80 20.80 10.27 -0.96 -1.76 37.53 17.94 õ ö ÷ù ø þ ÿ ÿø t öü t øö ø ú t ü v ü ty Pencapaian tertinggi Electro Mechanical terjadi pada bulan September 1.179 komponen dan terendah terjadi pada bulan Januari 770 komponen. Pencapaian tertinggi Landing Gear dan Wheel brake terjadi pada bulan November 806 komponen dan terendah pada bulan Februari 517 komponen. Pencapaian tertinggi Avionics terjadi pada bulan Desember 345 komponen dan terendah pada bulan Maret 164 komponen. The highest achievement of Electro Mechanical occurred in September 1,179 components and the lowest occurred in January 770 components. The highest achievement of Landing Gear and Wheel Brake occurred in November 806 components and the lowest in February 517 components. The highest achievement of Avionics occurred in December 345 components and the lowest in March 164 components. 140 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia u r s r s v w r t s r us ss t r u v + t ,- .-+ + t + t + +0 1 2 34 r . - 5 - t v + t , -. - + + t + t + +0 + 12 3 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Realisasi 2013 Realization 2013 Budget 2013 Budget 2013 239 770 591 180 968 517 164 932 618 252 992 648 262 1,006 634 287 869 692 308 1,166 1,149 1,179 1,132 1,105 1,035 12,303 11,824 8,231 3,360 8,216 3,080 769 345 806 310 793 294 729 222 770 217 649 200 - 400 600 800 1,000 1,200 1,400 2,000 - 4,000 6,000 8,000 10,000 12,000 14,000 Avionics Electro Mechanical Landing Gear, Wheel Brake Pada tahun 2013 total manhours yang digunakan untuk memproduksi 23.599 order komponen di unit Electro Mechanical, Landing Gear Wheel Brake, dan Avionic, sebesar 116.157 dari alokasi manhours sebesar 141,480 yang direncanakan untuk menyelesaikan 23.415 order komponen. Hal ini menunjukkan perbaikan penggunaan manhours sebesar 17,9 dari standard manhours budget 2013. Bila dibandingkan dengan realisasi tahun 2012, realisasi penggunaan manhours tahun 2013 menurun sebesar 15 terjadi efisiensi. Untuk produk Electro Mechanical, penggunaan manhours tertinggi terjadi pada bulan Juli 5.313 dan terendah pada bulan Juni 3.128. Penggunaan manhours tertinggi untuk Landing Gear Wheel Brake terjadi pada bulan Oktober 4.275 dan terendah pada bulan Desember 3,205. Untuk Avionics, manhours tertinggi terjadi pada bulan Juli 2.460 dan terendah pada bulan Maret 1.199. In 2013 the total manhours used to produce 23,599 component orders in the units of Electo Mechanical, Landing Gear Wheel Brake, and Avionics, amounting to 116,157 of the allocation of 141.480 manhours planned to complete 23,415 component orders. This shows usage improvement of 17.9 manhours of standard manhours budget 2013. When compared with the year of 2012, the realization of the manhours usage in 2013 decreased by 15 occured efficiency. For Electro Mechanical products, the highest use of manhours in July 5,313 and the lowest in June 3128. The use of the highest manhours for Landing Gear Wheel Brake occurred in October 4,275 and lowest in December 3,205. For Avionics, the highest manhours ware in July 2,460 and the lowest in March 1,199. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 141 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia 6 r 7 8 9 : ; u =7 ?7 A urs BA CA D t ?79 t D 7ED FGHI 6 r 7C A8 J A t 7 = ?7 A urs B A C AD t ? 7 9 t D 7ED 9 F GHI 1.00 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Realisasi 2013 Realization 2013 Budget 2013 Budget 2013 - Avionics Electro Mechanical Landing Gear, Wheel Brake 2.00 3.00 4.00 5.00 6.00 10 20 30 40 50 60 70 80 90 1.47 3.25 3.34 1.31 4.60 3.37 1.20 3.76 3.85 1.71 3.91 3.69 4.25 1.58 3.26 1.86 3.13 3.76 2.46 5.31 3.82 1.48 5.04 4.09 1.50 5.03 4.03 1.67 1.67 1.48 4.58 4.28 4.76 4.06 4.42 3.21 19.37 52.04 44.75 15.25 78.10 48.13 Sesuai dengan sasaran perusahaan yang direncanakan pada tahun 2013, Component Maintenance memiliki beberapa program utama dengan pencapaian sebagai berikut: 1. Penambahan kapabilitas perawatan komponen pesawat B737NG, A320, CRJ1000, dan B777; 2. Pengembangan kapabilitas Landing Gear B737NG telah sampai tahap overhaul dengan minor part repair sedangkan untuk A320 sudah sampai level repacking; 3. Telah dilaksanakan evaluasi terhadap software untuk perawatan komponen A330 di ATEC5000. Dari evaluasi yang dilakukan GMF bersama Cassadian dan AFI disimpulkan bahwa software ATEC5000 untuk komponen A330 tidak lagi di-support oleh manufaktur. Akan dilanjutkan bersama AFI untuk pengembangan 3 software sesuai dengan kapabilitas AFI; According to company target planned in 2013, Component Maintenance has several major programs with the following achievements: 1. Additions of aircraft component maintenance capabilities of B737NG, A320, CRJ1000, and B777; 2. Capability development of Landing Gear B737NG has reached up phase of overhaul with minor part repair, while parts for the A320 had reached the level of repacking; 3. It has been implemented for the evaluation of software for components maintenance A330 in ATEC5000. From the evaluation performed by GMF with Cassadian and AF, it can be concluded that ATEC5000 software for A330 component is no longer supported by manufacturing. It will be continued with the AFI for 3 software development according to AFI capability; 142 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia K L M NO u OM P Q R r O s L Q R r S R TU R M V s O W O XR v L R w YZ P Q R r O t L YM s Q R r [ us L M R ss S R TU R M t 4. Menambah customer international yaitu Global Airtech untuk komponen B737 series dan SR Technic untuk komponen pesawat A330 dan B737-800 ; 5. Aktivitas sales component B737 classic telah dilaksanakan dengan hasil bertambahnya jumlah order dari Global dan Sriwijaya; 6. Pengembang bisnis NDT masih fokus pada aktivitas untuk aircraft yang dikerjakan oleh GMF di hangar maupun line station yang peningkatannya cukup signifikan pada tahun 2013; 7. Melaksanakan aktivitas Supply Chain Management dengan unit terkait dengan penandatanganan service level agreement. Telah dilaksanakan evaluasi vendor untuk penambahan item pengadaan material yang akan dikontrakkan kepada partner yaitu Avial dan Wencor; 8. Memastikan ketersediaan tools equipment dengan memulai penerapan TPM dan 5R, dan penambahan tools equipment untuk mendukung pengembangan kapabilitas; 9. Telah ditunjuk koordinator LCU untuk meningkatan pelaksaan production training dan sharing session dalam pemenuhan kompetensi; 10. Ketersediaan dan kualitas data dikontrol melalui KPI Data Quality Integrity. Indikator utama yang dijadikan ukuran kinerja Component Maintenance, yaitu: 1. Menargetkan pendapatan dari perawatan komponen pesawat Non Garuda sebesar USD2 million melalui Kontrak dan Retail. Pencapaian sampai dengan Desember 2013 adalah USD5,575 million; 2. Memperbaiki rasio pencapaian TAT semua komponen menjadi 96. Pencapaian TAT rata-rata sampai dengan bulan Desember 2013 adalah 96,2. Akan dilakukan perbaikan terus melalui program Work ManagementProject Management improvement program, serta perbaikan Supply Chain Management Improvement Program; 3. Menambah kemampuan untuk perawatan komponen meliputi komponen B737NG sebesar 24 PN tercapai 41 PN, komponen A320 sebesar 45 PN tercapai 54 PN, komponen CRJ1000 sebesar 20 PN tercapai 8 PN dan komponen fast moving B777 sebesar 9 PN tercapai 19 PN. 4. Adding international customer, Global Airtech, for the B737 series components and SR Technic for aircraft components of A330 and B737-800; 5. Activity of B737 classic component sales has been carried out with the result of the increasing number of orders from the Global and Srivijaya; 6. Developers of NDT business still focused on activities of aircraft undertaken by GMF at hangar and line station with a significant increase in 2013; 7. Implementing Supply Chain Management activities with associated units with the signing of a service level agreement. It has been carried out Vendor evaluation to increase the procurement of material items that will be contracted to partners, avial and Wencor; 8. Ensuring availability of tools equipment to begin the implementation of TPM and 5R, and the addition of tools equipment to support the development of capabilities; 9. It has been appointed coordinator of LCU to improve implementation of training production and sharing session in the fulfillment of competence; 10. Availability and quality of data are controlled through KPI Data of Quality Integrity. The main indicators used as measures of Component Maintenance performance, namely: 1. Targeting revenue from aircraft component maintenance of non Garuda US 2 million through the Contract and Retail. Achievement up to Dece mber 2013 was US5, 575 m illion; 2. Fixing achievement ratio of TAT all the components was to be 96. Average TAT achievement by the end in December 2013 was 96.2. It will be improved continuously through the Work Management program Project Management improvement programs, as well as the improvement of Supply Chain Management improvement program; 3. Adding the ability of component maintenance includes B737NG components for 24 P N reached 41 P N, for A320 components 45 P N reached 54 P N, CRJ1000 components by 20 P N reached 8 P N and fast moving components B777 at 9 P N reached 19 P N. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 143 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Strategic Business Unit GMF Engine Maintenance Pada tahun 2013, Strategic Business Unit SBU GMF Engine Maintenance membukukan pendapatan sebesar USD5.65 juta. Pendapatan tahun 2013 mengalami penurunan sebesar 85 dari pendapatan yang dibukukan pada tahu n 2012 se besar US D38.11 j uta. SBU GMF Engine Maintenance memiliki kapabilitas untuk melakukan pekerjaan overhaul dan module replacement untuk Engine dan Auxiliary Power Unit APU pesawat dari berbagai tipe dengan sertifikasi dari DKU-PPU dan FAA. SBU ini juga mampu melakukan pekerjaan repair untuk mesin-mesin industrial gas turbine. SBU GMF Engine Maintenance beroperasi melalui tiga lini produksi yaitu unit APU Services, Engine Services, serta Turbine Parts Services, dengan tenaga kerja sebanyak 156 karyawan tetap dan 12 PKWT dengan total pegawai sebanyak 174 pegawai pada tahun 2013. SBU GMF Engine Maintenance melakukan langkah- langkah persiapan untuk menghadapi perkembangan pasar perawatan mesin pesawat ke depan dengan meningkatkan kapabilitasnya bagi perawatan mesin- mesin pesawat jenis baru seperti mesin tipe CFM56-7B dan APU tipe GTCP 131-9A-9B yang dipakai di pesawat jenis B737 NG dan A320 series. Investasi juga telah dilakukan dengan melakukan pengadaan mesin-mesin yang diperlukan seperti Vertical Turning Late VTL dan High-Speed Grinding HSG. VTL digunakan untuk peningkatan kemampuan dan kualitas grinding pada Stator kompresor dan rotor CFM56 yang akan memberikan manfaat peningkatan kualitas EGT Margin dan TAT. Sementara High-Speed Grinding HSG digunakan untuk peningkatan kemampuan Grinding pada Rotor CFM56 kompresor dan turbin yang akan memberikan manfaat dalam pemendekan TAT +- 7 hari. Selain itu, teknisi SBU GMF Engine Maintenance juga telah memperoleh pelatihan yang dibutuhkan untuk melakukan perawatan mesin tipe tersebut. Pengembangan kapabilitas dilakukan melalui partnership dengan GE dimana kontrak kerjasamanya terus berjalan selama tahun 2013. Selain itu, program Supply Chain Management dan Project Management juga dilakukan untuk meningkatkan produktivitas dan efisiensi SBU GMF Engine Maintenance. \ tr ] _àb c us a d _ ss e d a t f gh ijk lj m gnl j t m j nj o m In 2013, Strategic Business Unit SBU of GMF Engine Maintenance posted revenues of USD5.65million. Revenues in 2013 decreased by 85 of the revenue recorded in 2012 amounted USD38.11million. SBU of GMF Engine Maintenance has the capability to do the work of overhaul and module replacement for Engine and Auxiliary Power Unit APU of various types of aircraft with a certification from the DKU-PPU and FAA. SBU is also able to perform repair on industrial machines gas turbine. SBU of GMF Engine Maintenance operates through three production lines, namely unit of APU Services, Engine Services, Turbine Parts and Services, with a workforce of 156 permanent employees and 12 PKWT with total 174 employees in 2013. SBU of GMF Engine Maintenance performed preparatory steps to deal with the development of aircraft engine maintenance market forward with improving capabilities for maintenance machines such as new types of aircraft type CFM56-7B engines and APU type GTCP 131-9A-9B used in aircraft types B737 NG and A320 series. Investments have also been executed to procure the necessary machines such as Vertical Turning Late VTL and High-Speed Grinding HSG. VTL is used to increase the capacity and quality of grinding on stator compressor and rotor CFM56, which will provide the benefits of increasing quality EGT margin and TAT. While High-Speed Grinding HSG is used to increase the ability of Grinding on the Rotor CFM56 compressor and turbine that will provide benefits in shortening TAT + - 7 days. In addition, GMF SBU of Engine Maintenance technicians also received training required to perform the type of engine maintenance. Capability development is done through a partnership with GE whereby cooperation contract continues to run during the year of 2013. Besides that, programs of Supply Chain Management and Project Management are also done to improve the productivity and efficiency of SBU of GMF Engine Maintenance. 144 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Berikut ini adalah aktivitas SBU GMF Engine Maintenance dalam melaksanakan perawatan Engine dan APU Garuda dan Non Garuda selama tahun 2013: The following is SBU of GMF Engine Maintenance activity in implementing maintenance of Engine and APU Garuda and Non Garuda during 2013: p qr s t u v t w v w t qx y z { |} ~ w} s zqw} t s }q} s p q r t s u t w v w ty y z{ |} ~ w }s zqw} t s} q} s y u u APU GTCP 85 GTCP 131-9B GT 131 9A ENGINE CFM56-3 CFM56-7 NON GARUDA APU GTCP 85 TSCP 700 GTCP 131-9B GT131-9A ENGINE CFM56-3 CFM56-7 SPEY Maintenance Event Maintenance Event PRODUCTION EVENT Realisasi 2012 Realization 2012 Realisasi 2013 Realization 2013 Target RKAP 2013 Target CBP 2013 Pencapaian Achievement Pertumbuhan Growth 10 12 7 7 3 14 2 8 9 7 7 8 24 10 200.00 28.57 100.00 37.50 0.00 40.00 -83.33 14.29 28.57 -100.00 PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 145 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia GMF Power Services Industrial gas turbine engine bergerak di bidang perawatan light industrial turbine engine, heavy industrial turbine engine, dan power generation. Selama tahun 2013, pencapaian produksi untuk engine turbin non aviation mencapai 56 event dari 82 event yang ditargetkan. GMF Power Services Industrial gas turbine engines are engaged in light industrial turbine engine maintenance, heavy industrial turbine engines, and power generation. During the year 2013, the achievement of production for non-aviation turbine engines reach 56 events of 82 events targeted. Tabel Aktivitas GMF Power Services Table Activities of GMF Power Services TZP-3 PART REPAIR PT PJB PJB _ M. KARANG112350 PJB_ GRESIK PT. INDONESIA POWER IP_ SEMARANG, UNIT TAMBAK LOROK IP_SEMARANG, UNIT SUNYARAGI IP _BALI, PESANGGARAN IP_BALI UNIT GILIMANUK IP_BALI UNIT PEMARON IP_UBHAR PLN INDONESIA BARAT_ SBU UNIT PAYA PASIR UNIT GLUGUR UNIT BELAWAN UNIT TELUK LEMBU PLN INDONESIA BARAT_ SBS UNIT INDRALAYA UNIT KERAMASAN UNIT TALANG DUKU UNIT TARAHAN UNIT BATANGHARI UNIT PAUH LIMO PLN INDONESIA BARAT_ Kalbar PLN_UNIT KAPUAS PLN INDONESIA TIMUR PLN_UNIT TELLO PLN_UNIT TRISAKTI 3 1 1 1 Maintenance Event Maintenance Event PRODUCTION EVENT 2012 Realisasi 2013 Realization 2013 Target 2013 Target 2013 Pencapaian Achievement Pertumbuhan Growth Target RKAP 2013 Target CBP 2014 24 1 2 3 2 2 2 1 1 3 1 39 2 1 3 2 2 1 4 1 2 1 1 2 1 1 1 2 1 2 3 1 43 3 1 3 3 2 2 3 2 2 4 3 3 2 1 1 2 2 62 50 67 100 200 50 100 50 300 50 700 146 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Tinjauan Operasi per Segmen Usaha Review of Operations per Business Segment PERTAMINA PLAJU PKT Others TZP-2 ENGINE OVERHAUL CHEVRON PERTAMINA UP PERTAMINA EP FIELD RANTAU PERTAMINA EP JAWA PLN KIT IT PLN KIT IB PLN KIT IB_SUMBAGUT PLN MAKASAR CONOCOPHILIPS CONOCOPHILIPS CNOOC VICO MITRA ENERGYDALLE ENERGY-BATAM PERTAMINA UP II MEDCO POWER OTHERS TZP-4 POWER GENERATION PKT TRAKINDO SEWATAMA PJB INDONSIA POWER OTHERS PLN 4 1 3 6 6 3 1 2 26 2 15 3 6 1 2 2 15 1 1 2 4 2 1 1 1 1 1 28 4 6 6 4 4 4 1 1 2 24 2 12 1 1 1 2 1 1 2 1 16 3 3 7 1 1 1 300 40 150 100 93 50 250 75 150 550 100 400 Maintenance Event Maintenance Event PRODUCTION EVENT 2012 Realisasi 2013 Realization 2013 Target 2013 Target 2013 Pencapaian Achievement Pertumbuhan Growth Target RKAP 2013 Target CBP 2014 PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 147 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Untuk part repair, maintenance event yang terjadi selama 2013 sebagai berikut: Perawatan untuk part engine turbine Combustion Liner, 1 st Stg Nozzle, Cross Fire Tube PLN Pekan Baru; Perawatan untuk part engine turbine 1 st Stage Bucket, 2 nd Stage Bucket, 1 st Stage Shroud, 2 nd Stage Shroud PLN Keramasan; Perawatan untuk part engine turbine 2 nd Stage Bucket Indonesia Power UP Sunyaragi; Perawatan untuk part engine turbine Power Turbine Stator PT. Surya Kencana Dirgantara; Perawatan untuk part engine turbine Turbine Disk PT. Benvors Sarana Utama; Perawatan untuk part engine turbine Combustion Liner, Transition Piece, Cross Fire Tube PLN Talang Duku; Perawatan untuk part engine turbine Combustion Liner, Transition Piece, Cross Fire Tube PLN Keramasan; Perawatan untuk part engine turbine Combustion Liner, Transition Piece, Cross Fire Tube PT Cogindo Daya Bersama; Perawatan untuk part engine turbine Combustion Liner IP UBP Pemaron; Perawatan untuk part engine turbine 1 st Stage Bucket PT. Prakasa Putra Wiratama Sakti; Perawatan untuk part engine turbine Turbine Blade, Combuster Basket Indonesia Power Bali; Perawatan untuk part engine turbine Combustion Liner I n do ne si a P o we r P ay o S el i nc ah Jam b i; Perawatan untuk part engine turbine Transition Piece, 1 st Stage Nozzle, 1 st Stage Shroud Indonesia Power Sunyaragi; Mapping untuk part engine turbine Ring Nozzle PT. Wika Bali; Perawatan untuk part engine turbine EV Burner Indonesia Power Bali Unit Gilimanuk; Perawatan untuk part engine turbine 2 nd Stage Bucket PT. Prakarsa Putra Wiratama Sakti; Perawatan untuk part engine turbine Combustion Liner, Transition Piece PJB Muara Karang; Perawatan untuk part engine turbine 1 st Stage Nozzle Indonesia Power Unit Tambak Lorok; Perawatan untuk part engine turbine 1 st Stage Bucket Indonesia Power Unit Sunyaragi; Perawatan untuk part engine turbine 1 st Stage Nozzle, 2 nd Stage Nozzle, 3 rd Stage Nozzle Indonesia Power Unit Tambak Lorok; For repair parts, maintenance events that occurred during 2013 as follows: Maintenance for turbine engine parts Combustion Liner, 1st Stg Nozzle, Cross Fire Tube PLN Pekan Baru; Maintenance for turbine engine parts 1st Stage Bucket, Bucket 2nd Stage, 1st Stage Shroud, 2nd Stage Shroud PLN Keramasan; Maintenance for turbine engine parts 2ns Stage Bucket Indonesia Power UP Sunyaragi; Maintenance for turbine engine parts Power Turbine Stator PT. Surya Kencana Aerospace; Maintenance for turbine engine parts Turbine Disk PT. Benvors Sarana Utama; Maintenance for turbine engine parts Combustion Liner, Transition Piece, Cross Fire Tube PLN Talang Duku; Maintenance for turbine engine parts Combustion Liner, Transition Piece, Cross Fire Tube PLN Keramasan; Maintenance for turbine engine parts Combustion Liner, Transition Piece, Cross Fire Tube PT Cogindo Daya Bersama; Maintenance for engine turbine part Combustion Liner IP UBP Pemaron; Maintenance for engine turbine part 1st Stage Bucket PT. Prakasa Putra Wiratama Sakti; Maintenance for engine turbine part Turbine Blade, Combuster Basket Indonesia Power Bali; Maintenance for engine turbine part Combustion Liner Indonesia Power Payo Selincah Jambi; Maintenance for engine turbine part Transition Piece, 1st Stage Nozzle, 1st Stage Shroud Indonesia Power Sunyaragi; Mapping for engine turbine part Ring Nozzle PT. Wika Bali; Maintenance for engine turbine part EV Burner Indonesia Power Bali Unit Gilimanuk; Maintenance for engine turbine part 2nd Stage Bucket PT. Prakarsa Putra Wiratama Sakti; Maintenance for engine turbine part Combustion Liner, Transition Piece PJB Muara Karang; Maintenance for engine turbine part 1st Stage Nozzle Indonesia Power Unit Tambak Lorok; Maintenance for engine turbine part 1st Stage Bucket Indonesia Power Unit Sunyaragi; Maintenance for engine turbine part 1st Stage Nozzle, 2nd Stage Nozzle, 3rd Stage Nozzle Indonesia Power Unit Tambak Lorok; 148 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia u r s r s v w r t s r us ss t Perawatan untuk part engine turbine 2 nd Stage Nozzle, 3 rd Stage NozzlePLN Jambi; Perawatan untuk part engine turbine 1 st Stage Nozzle PLN Indralaya; Perawatan untuk part engine turbine EV Indonesia Power Unit Gilimanuk; Perawatan untuk part engine turbine 1 st Stage Bucket Indonesia Power Unit Batanghari. Untuk engine overhaul, maintenance event yang terjadi selama 2013 sebagai berikut: Overhaul Engine TM 2500 PT PLN Kaltim; Assessment Engine Kongsberg PT Dewaruci; Inspeksi Fuel Nozzle PT PLN Kaltim; Pengadaan Spare Part General Electric PT PLN Kaltim; Major Inspection GE Frame 9 PLN Teluk Lembu; Boroscope Vibration Analysis PT Medco Power Indonesia. Untuk power generation, maintenance event yang terjadi selama 2013 sebagai berikut: Perawatan untuk Rotor Generator PT. Sumberdaya Sewatama; Perawatan untuk Generator PT. Sumberdaya Sewatama; Perawatan untuk Induction Motor Electric Motor P2- PM-102A PT. PKT; Perawatan untuk Induction Motor Electric Motor Toshiba PT. PKT; Perawatan untuk Electric Motor PT. Unindo; Perawatan untuk Induction Motor Mitsubishi PT. PJB MK; Perawatan untuk Generator - Bima PT. Sumberdaya Sewatama 3 Phase Excitation PT. Unindo; Perawatan untuk Generator PN : SR-4BGD PT. Sumberdaya Sewatama; Perawatan untuk Generator SN : 7TN01106 PT. Sumberdaya Sewatama; Perawatan untuk Generator SN : BMGS1740016 PT. Sumberdaya Sewatama; Perawatan untuk Generator On Site Pontianak PT. Sumberdaya Sewatama; Perawatan untuk Generator Pagatan PT. Sumberdaya Sewatama; Assessment untuk Generator PT. Sumberdaya Sewatama; Perawatan untuk Generator Gorontalo On Site PT. Sumberdaya Sewatama; Maintenance for engine turbine part 2nd Stage Nozzle, 3rd Stage NozzlePLN Jambi; Maintenance for engine turbine part 1st Stage Nozzle PLN Indralaya; Maintenance for engine turbine part EV Indonesia Power Unit Gilimanuk; Maintenance for engine turbine part 1st Stage Bucket Indonesia Power Unit Batanghari. For engine overhaul, maintenance events that occurred during 2013 as follows: Overhaul Engine TM 2500 PT PLN Kaltim; Assessment Engine Kongsberg PT Dewaruci; Inspection of Fuel Nozzle PT PLN Kaltim; Procurement of Spare Part General Electric PT PLN Kaltim; Major Inspection GE Frame 9 PLN Teluk Lembu; Boroscope Vibration Analysis PT Medco Power Indonesia. For power generation, maintenance event that occurred during 2013 as follows: Maintenance for Rotor Generator PT. Sumberdaya Sewatama; Maintenance for Generator PT. Sumberdaya Sewatama; Maintenance for Induction Motor Electric Motor P2- PM-102A PT. PKT; Maintenance for Induction Motor Electric Motor Toshiba PT. PKT; Maintenance for Electric Motor PT. Unindo; Maintenance for Induction Motor Mitshubisi PT. PJB MK; Maintenance for Generator - Bima PT. Sumberdaya Sewatama 3 Phase Excitation PT. Unindo; Maintenance for Generator PN : SR-4BGD PT. Sumberdaya Sewatama; Maintenance for Generator SN : 7TN01106 PT. Sumberdaya Sewatama; Maintenance for Generator SN : BMGS1740016 PT. Sumberdaya Sewatama; Maintenance for Generator On Site Pontianak PT. Sumberdaya Sewatama; Maintenance for Generator Pagatan PT. Sumberdaya Sewatama; Maintenance for Generator PT. Sumberdaya Sewatama; Maintenance for Generator Gorontalo On Site PT. Sumberdaya Sewatama; PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 149 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Perawatan untuk Exciter PT. Sumberdaya Sewatama; Troubleshoot untuk Generator KPC Sangatta PT. Sumberdaya Sewatama; Perawatan untuk Generator Gorontalo On Site PT. Sumberdaya Sewatama; Perawatan untuk Exciter PMG PT. Sumberdaya Sewatama; Jasa Pemasangan Thermocouple PT. PJB Muara Karang; CNC Machining Seal Ring PT. PJB Muara Karang; Perawatan untuk Induction Motor Indorama; Assessment Generator PT Dewaruci; Perawatan untuk Exciter Rotor, Exciter Stator, dan PMG PT. Sumberdaya Sewatama; Perawatan untuk Induction Motor dan Compressor PT. MDP; P en guj ian Im p u ls G en era to r P T . Mog en . Realisasi pendapatan usaha mencapai USD230,294,144 atau 88 dari RKAP sebesar USD260,529,350. Kontribusi pendapatan usaha berasal dari realisasi pendapatan pe rawat an p es awat m il ik G arud a se be sar USD162,491,836 atau 115 dari RKAP dan dari pihak lain sebesar USD67,802,307 atau 74 dari RKAP. Realisasi pendapatan usaha dari perawatan pesawat Garuda sebesar 115 dari RKAP selain disebabkan karena adanya perubahan tarif PBTH juga disebabkan karena adanya penambahan event maintenance armada pesawat Garuda Indonesia yang sebelumnya tidak dianggarkan. Realisasi pendapatan usaha dari perawatan pesawat Non Garuda sebesar 74 dari RKAP terutama disebabkan adanya penundaan ataupun pembatalan perawatan pesawat. r ¡¢ t £¢ ¤¢ t Realisasi laba sebelum pajak mencapai USD24,932,512 atau 118 dari RKAP sebesar USD21,136,355. Hal ini disebabkan realisasi laba usaha sebesar USD19,111,192 atau 121 dari RKAP dan realisasi beban usaha sebesar USD212,481,454 atau 89 dari RKAP. Realisasi laba usaha sebesar 121 dari RKAP terutama disebabkan oleh meningkatnya pendapatan. Maintenance for Exciter PT. Sumberdaya Sewatama; Troubleshoot for Generator KPC Sangatta PT. Sumberdaya Sewatama; Maintenance for Generator Gorontalo On Site PT. Sumberdaya Sewatama; Maintenance for Exciter PMG PT. Sumberdaya Sewatama; Installation Services of Thermocouple PT. PJB Muara Karang; CNC Machining Seal Ring PT. PJB Muara Karang; Maintenance for Induction Motor Indorama; Assessment Generator PT Dewaruci; Maintenance for Exciter Rotor, Exciter Stator, and PMG PT. Sumberdaya Sewatama; Maintenance for Induction Motor and Compressor PT. MDP; Testing Impuls Generator PT. Mogen. ¥ r ¢ ¦ § v ¨ s Realization of operating revenues reached USD230, 294.144 or 88 of RKAP of USD260, 529.350. Contribution of operating revenues derived from maintenance revenue of Garuda owned aircraft by USD162, 491.836 or 115 of RKAP and other parties of USD67, 802.307 or 74 of RKAP. Realization of operating revenues from Garuda aircraft maintenance at 115 of RKAP It was due to changes of PBTH fare and also due to the addition of maintenance events of Garuda Indonesia fleet that that was not previously budgeted. Realization of operating revenues from non Garuda aircraft maintenance by 74 of RKAP, it was primarily due to the delay or cancellation of aircraft maintenance. r ¡¢ t £¢ ¤¢ ty Realization of Income before tax reached USD24, 932.512 or 118 of RKAP of USD21, 136.355. It was due to the realization of Income for Operation of USD19, 111.192 or 121 of RKAP and the realization of operating expenses amounted to USD212, 481.454 or 89 of RKAP. Realization of Income for Operation of 121 of RKAP was primarily due to the increase of revenues. © tru ª tur « r ¬® ¯ s °¯ ± u ² ® ³ ´¯ t µ Sistem manajemen, dan pengelolaan sumber daya manusia GMF Aeroasia berada dibawah tanggung jawab Direktur Human Capital and Corporate Affairs. Implementasinya dijalankan oleh Departement Human Capital Management, Learning Center Corporate Culture, Facility Management, Security Management, Occupational Safety Health, Halon Environment Management. ¶· ¸¹º u º ¸ »¼¸½ u ¾ u ¸¿ À · s ¸· s Á Â º ÃÄ r º ¸ Å u Æ Ç ¼ r È º y º É º ¸ us ·º Ê v ¼ rv · ¼ w Ä Ë À Ì s ·¸ ¼ ss Å u ÃÃÄ rt Á Í¼ ÃÄ rts Ä Ë Î u Æ º ¸ Í ¼ s Ä ur Ï ¼ s 150 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia « r ¬ ® ¯ z Ð ¯Ñ ® µ © t Ò ÓÔ t ÓÒ Õ Ñ Ö ±Ó² ® ³ ´ ¯ t µ Management systems and human resource management of GMF Aeroasia are under the responsibility of the Director of Human Capital and Corporate Affairs. Its Implementation is carried out by Department of Human Capital Management, Learning Center and Corporate Culture, Facility Management, Security Management, Occupational Safety Health, Halon Environment Management. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 151 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Human Capital Corporate Affair Facility Management Security Management Occupational Safety Health Halon Environment Management Human Capital Management Learning Center Corporate Culture 152 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia × Ø Ù ÚÛ u ÛÙ Ü Ý Ù Þ u ß u Ù à á Ø s Ù Ø s â ã Û äå æÛÙ ç u èé Ý æ ê Û y Û ë Û Ù u s Ø Û ì v Ý æ v Ø Ý w å í á u s ØÙ Ý s s ç u ä ä å æ t â î Ý äå æ ts å í ï u èÛÙ î Ý s å u æ ð Ý s ñ ò ó ôõöõ ÷ õó ñ øùú øõû üò ø ý õ þ ÷ÿõó ú õ ó Untuk menjaga kesinambungan program pengelolaan SDM yang telah dijalankan di tahun 2013 dan searah dengan rencana program perusahaan di tahun 2014 maupun program jangka panjang perusahaan, Human Capital Management perlu meningkatkan kualitas dan kinerja Sumber Daya Manusianya. Beberapa program perusahaan yang sudah dijalankan hingga Desember tahun 2013 sebagai berikut: 1. Melaksanakan Managing HCR selaras dengan bisnis perusahaan dikaitkan dengan penetapan target Revenue per Employee RE sebagai berikut: a. Rekrut teknisi, siswa dan calon pegawai capeg: u u t u u t t Kategori Category Spesifikasi Specification Jumlah Number Keterangan Description Licensed SLTA D3S1 D3S1 75 115 48 56 Berubah status menjadi Pegawai Tetap Termasuk ex Batavia Change of status to Permanent Employees Including ex Batavia Siswa BAM Cabin Students of BAM Cabin Siswa BAM Students of BAM Teknisi Siswa Capeg technicians student prospective employees Licensed Senior High School DiplomaBachelor DiplomaBachelor ô ÷ ò v ò û òó t ù u ûõ ó ò s ù u øô ò s ñøùúø õ û ÷ ó To maintain the continuity of human resources management programs that have been implemented in 2013 and in line with the company program plan in 2014 and the company long-term program, Human Capital Management needs to improve the quality and performance of Human Resources. Some company programs that have already run until December 2013 as follows: 1. Implementing Managing HCR aligned with the company business related to the target of Revenue per Employee R E as follows: a. Recruit technicians, students and prospective employees: PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT u y u y + , - . u - t 1 , VP Human Capital Management 23 4 567 3 689 :; = ; ; ? = 6 7 6 ;? ; = ; A3 ;6;8 B6 C D 2 3D 6 = D8? E B 2 F G 3 6 D 5 3 4 5 67D C ; 8 HD D D 8 68 ?D 23 4 567D B6CD 2 3D 6=D 8 ? EB2F 153 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia I JKLM N u OMJP QL s L rt J Technical Training RS T U I J KLM V u O K L r W X Q J Y t Z [ Z \J ] ts WX I L P ] Z [J M I r JZ ] Z ] Z ] RS T U AC Type Subject Jumlah Pegawai Number of Employees A320 AP A320 Module 2 Continuation Training Type A319320321 Module 2 A320 EA A330 module 2 Asiana Maintenance Initial Training A330 B737-300400500 Continuation Training Module 2 B737-300400500 Recurrent Airframe Powerplant B737-300400500 Recurrent Electrical Avionics B737-600700800900 Ramp Transit Level 2 B737-600700800900 Continuation Training Module 2 B737-600700800900 Airframe Powerplant B747-200 Continuation Training Module 2 B747-400 Continuation Training Module 2 Differences B747-300 from B747-200 B777 Cabin B777-200200ER300300ER ETOPS B777 Ramp Transit Level 2 Sub Total AC Type Training Basic Training, regulasi, Human Factor dll Sub Total Non AC Type Training Grand Total 23 15 12 23 33 17 124 10 4 92 96 22 11 31 18 35 42 11 619 3.653 3.653 4272 A320 B737-Classic B737-NG B747-Series B777 Non AC Type b. Memborongkan outsource pekerjaan yang bersifat non-core dan simple task telah dilaksanakan seluruhnya. c. Melaksanakan Annual Training Program 2013 mengacu pada Personal Competency Manual PCM dan GMF Career System selaras dengan target capability dan capacity sesuai dengan Rencana Ja n g k a P a n j a n g P e r u s a h a an R J P P . d. Melaksanakan training sebagai berikut: Technical Training b. Outsourcing jobs that are non-core and simple task already implemented entirely. c. Implement Annual Training Program in 2013 refers to the Personal Competency Manual PCM and GMF Career System aligned with the target capability and capacity in accordance with the Company Long-Term Plan CLTP. d. Implement training as follows: Technical Training 154 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia _ ` a bc u ca d e a f u g u a h i ` s a ` s j k c lm nca o u pq e n r c y c s c a u s ` c t v e n v ` e w m u i u s à e s s o u l l m n t j v e lm n ts m u w u pca v e s m u n x e s Soft Competency Development Post Assignment OLP Training Program dengan jumlah 39 peserta. Coaching Counseling dengan jumlah peserta 17 oleh Counselor. e. Melaksanakan corporate mentoring program di Line Maintenance and Base Maintenance dengan telah ditetapkannya mentor koordinator, LCU Koordinator, dan mentor di masing masing dinas. Mentoring program akan menjadi program percepatan dalam pengembangan pegawai, sehingga: Meningkatkan workmanship level untuk Teknisi dan Engineer; Mengurangi tingkat delay, TIA rate, and COPQ; Mempercepat AMEL development; Pelaksanaan mentoring system berjalan berkelanjutan untuk semua dinas baik di Cengkareng ataupun OSA. f. Membudayakan Learning Organization melalui d is t an c e l ea r n i n g , e -l ea r n in g, d a n s e lf developmentlearning, sehingga proses development merupakan tanggung jawab perusahaan dan masing-masing pegawai serta akselerasi pertumbuhan teknologiinformasi dapat diikuti dengan cepat dan efisien. g. Menyiapkan suksesi pejabat struktural melalui assessment Hard dan Soft Competency dengan telah dilaksanakannya assessment center untuk Level Manager 243 peserta, Level GM 21 peserta, level VP 36 peserta, dan Manager OSA 13 peserta. Leadership Manajemen Training ELP tiga batch 63 orang, OLP dua batch 39 orang, CBM Module HRM 16 orang, Finance 11 orang, Operation 2 orang dan PSCM 2 orang, Marketing 1 orang dan Strategic Management 5 orang. Program formal training S2 dalam negeri 5 orang dan luar negeri 3 orang, dan Mapping English Ability sebanyak 1834 orang dimana untuk struktural bekerja sama dengan ITC International Test Center sebanyak 106 orang. Leadership Training Management ELP 3 three batches 63 people, OLP 2 two batches 39 orang, CBM Module HRM 16 people, Finance 11 people, Operation 2 people and PSCM 2 people, Marketing 1 person and Strategic Management 5 people. S2 training formal Program in the Indonesia 5 people and in the foreign country 3 People, and Mapping English Ability as many as 1834 people where or the structural cooperate with ITC International Test Center of 106 people. Soft Competency Development Post Assignment OLP Training Program with a number of 39 participants. Coaching Counseling with the number of 17 participants by Counselor. e. Implement corporate mentoring programs in Line Maintenance and Base Maintenance with the enactment of the mentor coordinator, LCU coordinator, and mentor in each department. Mentoring program will be the accelerated program in employee development, so that: Increase the level of workmanship for Technician and Engineer; Reduce the level of delay, TIA rate, and COPQ; A c c e l e r at e t h e A ME L d e v e l o p m e n t ; Implementation of an ongoing mentoring system is running well for all offices in Cengkareng or OSA. f. Cultivating a Learning Organization through distance learning, e-learning, and self development learning, so that the development process will be the responsibility of the company and also each employee as well as the acceleration of the growth of technology information can be followed quickly and efficiently. g. Preparing a succession of structural officials through Hard and Soft Competency assessment by implementing the assessment center to Manager Level 243 participants, GM Level 21 participants, VP level 36 participants, and Manager of OSA 13 participants. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 155 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia 2. Melaksanakan evaluasi dan implementasi kebijakan Compensation and benefit yang telah dilaksanakan sepanjang tahun 2013, antara lain: a. Annual salary increase sebesar 10-16 yang dikaitkan dengan hasil dari penilaian performance individu IPR. b. Penyesuaian gaji bagi unit tertentu, jabatan professional core tertentu Technician, Engineer, Planner, Inspector dan individu tertentu terkait dengan penerapan system manajemen karir yang baru, yang besarnya secara akumulasi dengan annual salary increase mencapai sampai dengan 30. c. Penerapan clean-wage salary system, yaitu mengintegrasikan komponen tunjangan transportasiDaily Working Allowance DWA yang dihitung sebesar Rp 2.028.00 masuk ke dalam gaji pokok base salary. d. Dengan kenaikan gaji dari annual salary increase, gaji dari manajemen karir, dan penerapan clean- wage salary system membuat nilai gaji pegawai dapat lebih menarik dan kompetitif dengan market, dan mempengaruhi terhadap total penghasilan pegawai secara tahunan karena perubahan gaji tersebut akan mempengaruhi terhadap komponen penghasilan lainnya, seperti THR, BIT, insentif, dan tunjangan pensiun. e. Seiring dengan perubahan gaji annual salary increase dan penyesuaian gaji terkait manajemen karir dan sesuai dengan ketentuan undang-undang yang berlaku, maka telah diterapkan kebijakan untuk pegawai level professional tidak berhak atas upah lembur. f. Kebijakan pemberian Flexible W orking AllowanceFWA bagi jabatan tertentu Technician, Engineer, Planner, Inspector sehubungan dengan penerapan pola waktu kerja flexible hoursdays, yang besarnya sebagai berikut: 2. Conducting evaluation and implementation of Compensation and benefit policies that have been implemented throughout the year 2013, among others: a. Annual salary increase of 10 -16 associated with the results of the assessment of individual performance IPR. b. Salary adjustments for certain units, certain office professional core Technician, Engineer, Planner, Inspector and certain individuals associated with the implementation of the new career management system, which is the accumulated amount to the annual salary increase of achieving up to 30. c. Implementation of clean-wage salary system, which integrates components of the transportation allowance Daily Working Allowance DWA calculated at Rp 2.028.00 included into the basic salary base salary. d. With the annual salary increase, salaries of career management, and implementation of clean-wage salary system makes the value of employee salaries can be more attractive and competitive with the market, and the influence of the total annual income for employees in the salary changes will affect the components of other income, such as THR, BIT, incentives, and retirement benefits. e. Along with the change in salary annual salary increase of salary adjustments related and career management and in accordance with the provisions of applicable law, the policy has been applied to the professional level employees are not entitled to get overtime pay. f. Policy of Flexible Working Allowance FWA for certain positions Technician, Engineer, Planner, Inspector in connection with the implementation of working time of flexible hours days patterns, which amount as follows: 156 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia y z { |} u }{ ~ { u u { z s { z s } }{ u } y } } { u s z } v v z w u s z{ s s u t ts u }{ s u s x w ¡ x w ¡ Flexible Working Allowance FWA-3 Aircraft Maintenance Engineer Senior Aircraft Maintenance Engineer No. Nama Jabatan Name of Position Per Hari Rp Per Day Rp 90.000 95.000 ¢£¤ x ¥¦ £¤ § ¨ ©ª¥« ¬ ££¨ w ®« ¯ ¤ ° ¢ § ±² ³ No. Nama Jabatan Name of Position Per Hari Rp Per Day Rp Aircraft Maintenance Engineer Senior Aircraft Maintenance Engineer 75.000 80.000 ¢£¤ x ¥¦ £¤ § ¨ ©ª¥« ¬ ££¨ w ®« ¯ ¤ ° ¢ § ± ´ ³ No. Nama Jabatan Name of Position Per Hari Rp Per Day Rp Aircraft Maintenance Engineer Senior Aircraft Maintenance Technician 35.000 45.000 1 2 1 2 1 2 g. Kebijakan pemberian Bantuan Uang Transportasi BUT khusus sebesar Rp 300.000,- tiga ratus ribu rupiah bagi kelompok jabatan ProfesionalSales profesional yang pada hari liburnya harus masuk bekerja danatau di luar jam kerjanya atas kepentingan kedinasan harus kembali masukdatang bekerja, dengan harijam kerja dimaksud tidak digantikan pada hari libur lainnya. 3. Sudah disetujui system management career dan penggajian pegawai yang baru dan sudah disusun formasi jabatan untuk seluruh unit produksi dan unit supporting. 4. Telah dilaksanakan evaluasi dan penataan atas produktivitas pegawai dan menyelaraskan dengan standar industri, serta dikaitkan dengan rewarding system. 5. Untuk menciptakan high performance climate dalam perusahaan telah dilakukan terminasi terhadap pegawai yang bermasalah low performance, low potensial atau kontra produktif g. Transportation Money Assistance policy of TMA specifically as much as Rp 300,000, - three hundred thousand rupiah for the occupation group of Professionals Sales professionals must be present on the day off work and or outside due to the official working hours of the interests must be re-present get to work, with days hours of work is not replaced on other holidays. 3. It has been approved system of career management and payroll of new employee and constructed positions formations for the entire production unit and supporting units. 4. It has been implemented the evaluation and management of employee productivity and align with industry standards, and associated with the rewarding system. 5. To create a high performance climate within the company, it has been conducted the termination to employee having problems low performance, low potential or counter-productive PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 157 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia 6. Proyek pengembangan dan implementasi integrated HRIS phase I melalui SAP System TCS untuk Personnel Administration PA dan Organization Management OM, Time Management TM Payroll mulai dilaksanakan September 2013. Pencapaian sampai dengan Desember 2013 adalah 25. 7. Peraturan Kerja Bersama Periode 2013 - 2015 telah terdaftar pada Kementerian Tenaga Kerja dan Transmigrasi RI Direktorat Jendral Pembinaan Hubungan Industrial dan Jaminan Sosial tenaga Kerja No.108Pdf.5PKBVII2013. Pelaksanaan sosialisasi PKB 2013 - 2015 telah dilaksanakan untuk seluruh Pegawai yang ada di CGK, sedangkan untuk pegawai OSA akan dilaksanakan pada tahun 2014. 8. Mengevaluasi pola PSL di aspek kepegawaian yang masih ada dan diarahkan ke pola insurance dan atau iuran pasti. 6. Development projects and implementation of integrated HRIS phase I via the SAP System TCS for Personnel Administration PA and Organization Management OM, Time Management TM Payroll became effective in September 2013. Achieving up to December 2013 was 25 . 7. Regulations of Collective Work Period 2013-2015 has been registered at the Ministry of Manpower and Transmigration Directorate General of Industrial Relations and Manpower Social Security No.108Pdf.5PKBVII2013. Dissemination CLA 2013 - 2015 has been implemented for all existing employee in CGK, while for OSA employees will be implemented in 2014. 8. Evaluating PSL patterns in aspects of staffing pattern that still exists and is directed to a pattern of insurance and defined contribution. Tabel Komposisi Manpower tahun 2013 Table Manpower Composition in 2013 Job Group 75 25 100 Realisasi Desember 2013 Realization of December 2013 Number Number RKAP 2013 CBP 2013 Direct Manpower Indirect Manpower Total 2,457 991 3,448 71.25 28.75 100 2,601 867 3,468 Perencanaan kebutuhan pegawai tahun 2013 disusun dengan memperhatikan tingkat produktivitas Pegawai RevenueEmployee Ratio sebesar USD75,000 dan perbandingan pegawai direct dan indirect direct-indirect ratio sebesar 75:25. Dari parameter tersebut, maka diperoleh total kebutuhan manpower sebanyak 3.468 orang dengan komposisi direct manpower sebanyak 2.601 orang dan indirect manpower sebanyak 867 orang. Dibanding target RKAP 2013, realisasi jumlah pegawai pada Desember 2013 berada sedikit di bawah target. Realisasi jumlah direct manpower tidak mencapai target sedangkan terjadi penambahan indirect manpower di atas target sebanyak 124 orang. Hal ini terjadi karena adanya perubahan organisasi dibeberapa unit. µ u ¶ ·¸ ¹ º »¼ ¸ w ¸ ½ ¾» r ¿ ¸ s ¸ r À¸ Á Â ½· ¸ y ¸¹ Ã » r Ä ¸ Wilayah kerja GMF tersebar di 28 dua puluh delapan titik di seluruh dunia, yaitu di Jakarta, Denpasar, Surabaya, Medan, Makassar, dan daerah-daerah lain baik di dalam negeri maupun luar negeri Amsterdam, Riyadh, Jeddah, Singapura. Pegawai terdiri dari engineer, teknisi, dan staf. Planning needs of employees in 2013 was established by considering the level of employee productivity Revenue Employee Ratio of USD75,000 and comparison of direct and indirect employees direct- indirect ratio of 75:25. From these parameters, the obtained total manpower needs as many as 3,468 people with the composition of direct manpower as many as 2,601 people and indirect manpower as many as 867 people. Compared to the target of CBP 2013, the realization of the number of employees in December 2013 was slightly below the target. Realization of direct manpower did not reach the target, while the addition of indirect manpower was above the target as many as 124 people. This was due to changes of the organization on several units. Å u ¶ Æ » r Ç È É ¶ Ê · Ç y » » s ¾ ¸ s » ¿ Ç Á t ¹ » Â Ç r À Ë r » ¸ GMF working area spread over 28 twenty eight points around the world, namely in Jakarta, Denpasar, Surabaya, Medan, Makassar, and other areas both domestic and abroad Amsterdam, Riyadh, Jeddah, Singapore. Employees consist of engineers, technicians, and staff. 158 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Ì Í Î ÏÐ u ÐÎ Ñ Ò Î Ó u Ô u Î Õ Ö Í s Î Í s × Ø Ð ÙÚ ÛÐÎ Ü u ÝÞ Ò Û ß Ð y Ð à Ð Î u s Í Ð á v Ò Û v Í Ò w Ú â Ö u s ÍÎ Ò s s Ü u Ù Ù Ú Û t × ã Ò ÙÚ Û ts Ú â ä u ÝÐÎ ãÒ s Ú u Û å Ò s æçè é ç s ê s ê ë ìíîïîê ðçè é ç ñê t êç ò ç ó ôè éõ ç ö ìì s PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT Komposisi jumlah pegawai tetap dan Pegawai Kontrak Waktu Tertentu menjadi 3.448 pada akhir Desember 2013, dengan rincian sebagai berikut: Composition of permanent employees and definite time Contracted employees become 3,448 by the end of December 2013, with the following details: 159 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia ÷ ø ùúû ü ý þ ÿ ý s s ú ø w ø t ú r ø s ø r ø ûø y ø ü ú r ø ÷ ø u ÷ ø ù ûú ýþ ÿ ý s t ý ý t v ú þ ÿû ý y úú ù ø s ú ý t ú ý r r ú ø Lokasi Location 2011 2012 2013 Jakarta Denpasar Surabaya Medan Makassar Daerah lainnya Indonesia Other areas Indonesia Luar Indonesia Out of Indonesia 2.584 131 43 17 26 59 9 2.822 129 55 18 30 80 8 2.852 132 58 16 41 88 8 r u w r r u r + y , r 2011 2012 2013 Jakarta Denpasar Surabaya Medan Makassar Daerah Lainnya Indonesia Other areas Indonesia - . . . 1 2 3 4 5 6 7 8 2 9 : . 1 ; = . . ? 9 3 = . : . 9 ? ; 3? 3= . 0 . 3 6A BC D 9 ; D E ? E ? 0F G E .F ; = . .? H I J K F D . E ? . F : 0 . ? L . . F 0 . 1 . : ? 3 ? ? E G . G . 3 D : 1 G ? 8 . . 3 9 . 3 . 8 9 3 M . 3 = G F 2 8 2 . 3 2 3 2 9 3 = 9 G .3 = . 3 . ;. E ?0 . E . 3 . ; . G ? :?0 . E ; F 2 E . 1 . . 3 2 3 0 2 9 3 . 3 = . 3 ? 8 3 ? E ; F . . 0 . 3 ; E . . F G . 3 = M . 3 = : G? 1 GF . = .9 N O 3 4 5 6 7 0 1 32 9 G F D P 9 ; : D M E 1 . E ? 3 Q F .E G M 6 N B C 1 9 D E Q D 9 ; D E ?0 ? D 3 D P H I J K F D . E ? . 9 ; : D M E : D Q . 0 ? 3 L . .F 0 . A 0 1 ? E ? E Q .2 E G M . 9 . 3 .= 9 3 ;D : ?Q M 01.0 .? 9 E 0D R : D ; 01 Q .;.Q ? 0M . 3 Q . ; . G? :? 0M D P 1 Q D 9 ; . 3 M D 1 . 3 : 1 M ; D P . ? F Q F . P 9 . ? 3 0 3.3 Q 9 D F ? R F E N 160 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia S T U VW u WU X Y U Z u [ u U \ ] T s U T s _ W à bWU c u de Y b f W y W g W U u s T W h v Y b v T Y w a i ] u s TU Y s s c u ` ` a b t j Y à b ts a i k u dWU j Y s a u b l Y s m u n op q r st p w p u v s w x p s p w y p z { t p tu s GMF Aeroasia membagi jumlah karyawan berdasarkan status kepegawaian, yaitu pegawai kontrak waktu tidak tertentu dan pegawai kontrak waktu tertentu. Jumlah pegawai GMF Aeroasia berdasarkan status pada tahun 2013 adalah sebanyak 3.195 pegawai, lebih tinggi dibandingkan tahun 2012 sebanyak 3.152 pegawai. | }~ t } u s }} } } } t } u s | } u | } ~ } y t } tu s t } u s Status 2011 2012 2013 Pegawai Waktu Tidak Tertentu Pegawai Waktu Tertentu Jumlah 2.880 176 3.056 3.152 198 3.350 3.195 253 3.448 Indefinite time contracted employees Definite time contracted employees Total Grafik Jumlah Pegawai Berdasarkan Status Graph Number of Employee Based on Status 2011 2012 2013 Pegawai Waktu Tidak Tertentu Indefinite Time Contracted Employees Pegawai Waktu Tertentu Definite Time Contracted Employees 2,880 176 3,152 198 253 3,195 m u n op q r st p w p u v s w x p s p w y p z m sz u s sop n u z GMF AeroAsia berusaha untuk memberi perlakuan yang sama kepada semua pegawai tanpa membedakan gender atau jenis kelamin. GMF AeroAsia mengapresiasi pegawai berdasarkan kompetensi pada masing-masing tanggung jawab yang diberikan. Pada tahun 2013 jumlah pegawai pria sebanyak 2.974 pegawai, sedangkan pegawai wanita sebanyak 221 pegawai. u n s w n o y ss s y { t p tu s GMF Aeroasia divides the number of employees based on employment status, i.e. indefinite contracted employees and definite contracted employees. Number of Employees of GMF Aeroasia based on status in 2013 is as many as 3.195 employees, higher than in 2012 as many as 3,152 employees. u n s w n o y ss s v p s s x z sz x sw GMF Aeroasia seeks to give equal treatment to all employees regardless of gender or sex. GMF Aeroasia appreciates employees based on individual competency of the given responsibility. In 2013 the number of Male employees of 2.974 and Female Employees as many as 221 employees. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 161 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Tabel Jumlah Pegawai Berdasarkan Jenis Kelamin tahun 2011-2013 Table Number of Employee Based on Gender in 2011-2013 Jenis Kelamin Gender 2011 2012 2013 Pria Wanita Jumlah 2.688 181 2.869 2.932 210 3.142 2.974 221 3.195 Male Female Total Grafik Jumlah Pegawai Berdasarkan Jenis Kelamin Graph Number of Employee Based on Gender 2013 2012 2011 2,688 181 2,932 210 2,974 221 Pria Male Wanita Female Jumlah Pegawai Berdasarkan Usia Number of Employee Based on Age Tabel Jumlah Pegawai Berdasarkan Usia Tahun 2011-2013 Table Number of Employee Based on Age in 2011-2013 Usia Age 2011 2012 2013 56 51-56 46-50 41-45 31-40 25-30 25 Jumlah Total 489 661 652 227 266 574 2.869 488 689 594 178 354 839 3.142 545 696 502 177 505 770 3.195 162 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia ¡ ¢£ u £¡ ¤ ¥ ¡ ¦ u § u ¡ ¨ © s ¡ s ª « £ ¬ ®£¡ ¯ u °± ¥ ® ² £ y £ ³ £ ¡ u s £ ´ v ¥ ® v ¥ w µ © u s ¡ ¥ s s ¯ u ¬ ¬ ® t ª ¶ ¥ ¬ ® ts µ · u °£¡ ¶ ¥ s u ® ¸ ¥ s ¹ º »¼ ½¾ ¿ u À Á »Â Ã ÄÅ » Æ »½ Ç Ä º È»É» º ¾»Ê Ë É ½ » ¹ º »ÌÂ Í u ÀÎ Ä º Ï¼ ÐÀ ÌÁ Ï y Ä Ä Ç »É Ä È Ï Ê Ñ ÅÄ Dampak dari kebijakan zero growth yang berlaku hingga pertengahan dekade 2000-an membuat komposisi pegawai GMF didominasi oleh pegawai berusia di atas 31 tahun pada tahun 2008. Di tahun ini, jumlah pegawai GMF dengan usia di bawah 30 tahun hanya 97 orang atau 4,15 saja dari keseluruhan jumlah pegawai. Namun, dengan program perekrutan yang cukup masif semenjak tahun 2006 guna mempersiapkan pengganti tenaga kerja yang akan pensiun, komposisi pegawai GMF di tahun 2013 mengalami perubahan pola yang cukup signifikan. Kelompok pegawai dengan usia di bawah 25 tahun, yang didominasi oleh kelompok teknisi, menjadi kelompok yang terbanyak di GMF. The impact of zero growth policy in force until the mid- 2000s made GMF employee composition is dominated by employees over the age of 31 years in 2008. During this year, the number of employees of GMF with age under 30 years only 97 people or 4.15 of the total number of employees. However, with a fairly massive recruitment program since 2006 to prepare replacement workers who would retire, the composition of GMF employees in 2013 experienced a significant change in the pattern. Group of employees under the age of 25 years is dominated by a group of technicians becoming the largest group in the GMF. Ò u Ó ÔÕ Ö × ØÙ Õ w Õ Ú Û Ø Ü Ý Õ s Õ Ü Þ Õ ß à Ú ß ÙÞ Õ t × Ø ß Ý Ú Ý Ú Þ Õ ß Dalam rangka peningkatan kinerja GMF Aeroasia, tidak hanya didukung oleh aspek finansial dan sumber daya yang dimiliki, tetapi didorong oleh kualitas sumber daya yang dimiliki. Terutama untuk jabatan strategis yang akan berpengaruh terhadap pengambilan keputusan dan kebijakan perusahaan. á u Ó â Ø Ü ã ä å Ó æÔ ã y ØØ s Û Õ s Ø Ý ã ß åÝ u ç Õ t Úãß è Ø v ØÔ In order to improve the performance of GMF Aeroasia, it is not only supported by the financial aspects and its resources, but it is driven by the quality of its resources. Especially for strategic positions that will affect the companys decision-making and policy. 2011 2012 2013 51-56 46-50 41-45 31-40 25-30 25 56 PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 163 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Untuk itu, GMF Aeroasia memberikan perhatian khusus terhadap tingkat pendidikan pegawai. Selama tahun 2013, dari total seluruh pegawai, jumlah pegawai didominasi pegawai dengan tingkat pendidikan SLTA. Jumlah pegawai dengan tingkat pendidikan Pascasarjana sebesar 2,50, Sarjana sebesar 21,44, Diploma sebesar 17,43, dan SLTA sebesar 58,62. Therefore, GMF Aeroasia pays special attention to the education level of employees. During the year 2013, of the total employees, dominated with a high school education level. The number of employees with education levels of Post Graduade S.2 2.50, Graduate S.1 of 21.44, Diploma of 17.43, and high school of 58.62. Tabel Tingkat Pendidikan Pegawai tahun 2011-2013 Table Employee Education Level in 2011-2013 Grafik Jumlah Pegawai Berdasarkan Tingkat Pendidikan Graph Number of Employee Based on the Education Level 2011 2012 2013 SLTA Senior High School Diploma Diploma Sarjana Bachelor Master Master Doktoral Doctoral Jumlah Pegawai Berdasarkan Jenjang Jabatan Komposisi pegawai GMF telah melalui pertimbangan efektifitas dan efisiensi, untuk mencapai porduktifitas maksimal. Sehingga dicapai suatu pembagian struktur untuk saling mendukung kegiatan operasi. Pada tahun 2013 jumlah pegawai dengan jabatan staf sebesar 2.865 atau 89,67 dari total pegawai. Number of Employees Based on Position Level Composition of GMF employees was considered for effectiveness and efficiency, to achieve maximum productivity. Thus, It is achieved a division structure to support each others operations. In 2013, the number of employees with staff positions as many as 2,865 or 89.67 of the total employees. Tingkat Pendidikan Education Level 2011 2012 2013 Doktoral Master Sarjana Diploma SLTA Total 1 73 641 445 1.709 2.869 2 79 649 435 1.977 3.142 3 77 685 557 1.873 3.195 Doctoral Master Bachelor Diploma Senior High School Total 164 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia é ê ë ìí u íë î ï ë ð u ñ u ë ò ó ê s ë ê s ô õ í ö÷ øíë ù u úû ï ø ü í y í ý í ë u s ê í þ v ï ø v ê ï w ÷ ÿ ó u s êë ï s s ù u ö ö ÷ ø t ô ï ö÷ ø ts ÷ ÿ u úíë ï s ÷ u ø ï s u y s t v Jenjang Jabatan Position Level 2011 2012 2013 Board of Management Vice President General Manager Manager Staff Total Wanita Female Pria Male Wanita Female Pria Male Wanita Female Pria Male 1 2 128 131 6 15 68 195 2.321 2.605 1 3 82 86 6 14 62 182 2.027 2.291 8 6 207 221 6 15 84 217 2.658 2.980 2011 2012 2013 Wanita Female Pria Male Wanita Female Pria Male Wanita Female Pria Male Staff Manager General Manager Vice President Board of Management u t Sumber Daya Manusia SDM merupakan merupakan faktor penggerak utama kegiatan bisnis perusahaan, oleh karena itu GMF Aeroasia menyadari bahwa sumber daya potensial yang dimiliki perusahaan perlu dijaga dan ditingkatkan kualitas dan kuantitasnya. Proses recruitment yang baik sangat menentukan keberhasilan perusahaan kedepannya. GMF Aeroasia memiliki sistem untuk mendapatkan kandidat yang sesuai dengan tujuan perusahaan, yakni dengan melakukan rekrutmen dua pola yaitu eksternal dan internal. + , t - Human Resources HR is a major driving factor of the company business activities. Therefore, GMF Aeroasia realizes that the potential resources of the company need to be maintained and improved its quality and quantity. Good recruitment process will determine the future success of the company. GMF Aeroasia has a system to get the candidates according to the objectives of the company, namely the recruitment of two patterns, external and internal. . u . u y s s t v PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 165 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Rekrutmen dari Eksternal dilakukan dengan dua pola yakni bersifat Make dan Buy. Pola rekrutmen eksternal Make berlangsung dengan memilih kandidat fresh graduated dari lulusan SLTA, D3 dan Perguruan Tinggi S1 yang dikembangkan sesuai dengan tahap yang ditentukan. Serta GMF Aeroasia juga melakukan kerjasama dengan sejumlah institusi untuk mendapat calon terbaik. Pola Make ini digunakan untuk mencetak teknisi, engineer, planner dan inspector. Sedangkan pola Buy merupakan prosedur yang dilakukan untuk mencari tenaga kerja yang siap pakai dan relatif tidak di develop lagi sehingga tahapannya langsung pada program pengenalan bisnis siap pakai, organisasi perusahaan, sistem dan prosedur perusahaan, serta budaya perusahaan. Pola rekrutment buy digunakan untuk memenuhi kebutuhan tenaga siap kerja dengan kuailifikasi expert atau professional seperti Aircraft Maintenance Engineering, Internal Auditor, Treasury Management dan Quality Inspector. Sistem penempatan jabatan juga menjadi perhatian divisi SDM didasarkan pada data talent pool dan data personel yang dituangkan dalam Replacement Table Chart RTC. Komite SDM akan mengevaluasi dan menetapkan personel yang dinominasikan untuk setiap jabatan. Sistem rekruitmen di GMF Aeroasia menggunakan persyaratan nilai Indeks Prestasi Komulatif IPK, kemampuan berbahasa inggris, psikotes, wawancara dengan user dan juga tes kesehatan. Sedangkan rekrutmen sistem buy dilakukan dengan assessment kompetensi melalui review terhadap CV, referensi, wawancara atau dengan cara lain yang dianggap tepat. Recruitment of External conducted in two patterns, namely Make and Buy. External Make recruitment patterns last by selecting a candidate of fresh graduated from high school, D3 and Higher Education S1 graduates which is developed in accordance with the specified phase. GMF Aeroasia also gets cooperation with a number of institutions to get the best candidate. The pattern of Make is used to creat technician, engineer, planner and inspector. While the pattern of Buy is a procedure done to find a ready-made work force and relatively no longer develop in stages directly on the program so that the introduction of ready-made business, company organization, systems and procedures, and corporate culture. Recruitment buy patterns used to ready to meet the needs of working with an expert or professional kuailifikasi like Aircraft Maintenance Engineering, Internal Auditor, Treasury Management and Quality Inspector. Placement office systems is also a concern of HR division based on the talent pool and data personal outlined in Replacement Table Chart RTC. HR Committee will evaluate and assign personnel nominated for each office. Recruitment system at GMF Aeroasia using requirements of a cumulative Grade Point Achievemt GPA, English language skills, psychological test, interviews with users and also medical tests. While recruitment of system buy is done by the competency assessment through a review of the CV, references, interview or by any other methods considered appropriate. 1 2345 647 rut 8 4 9 :4;22= t 2 u 9 ? A B? C D 1 2 35 4 E8 F 5 G y 44 64H ru = t 8 4 9 t = 9 ? C B ? C D Grup Group 2013 AC Technician BAM AC Technician Others Structure Technician Shop Technician D3 Academic D3S1S2 21 52 22 10 74 Total 2012 2011 2010 2009 2008 2007 2006 2005 1 20 2 5 48 3 25 47 9 47 314 99 9 34 108 53 3 107 315 39 2 57 758 358 22 36 352 166 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia I J K LM u MK N O K P u Q u K R S J s K J s T U M VW XMK Y u Z[ O X \ M y M ] M K u s J M v O X v J O w W _ S u s JK O s s Y u V V W X t T ` O VW X ts W _ a u ZMK ` O s W u X b O s GMF telah melaksanakan rekrut pegawai sebanyak 73 orang Aircraft Technician dan Aircraft Engineer dengan rincian 21 orang merupakan lulusan program pendidikan Basic Aircraft Maintenance BAM dan 52 orang merupakan hasil rekrut teknisiengineer yang sudah berpengalaman. Selain itu, GMF juga merekrut Structure Technician sebanyak 22 orang yang telah menyelesaikan pendidikan Basic Aircraft Structure BAS, program pendidikan basic technician kerja sama antara GMF dan Solo Techno Park STP. Untuk mengisi posisi tingkat akademik, GMF telah melakukan rekrut sebanyak 10 orang lulusan D3 untuk Shop Technician dan 74 orang lulusan D3, D4S1, S2, dan S3 untuk berbagai posisi lainnya, seperti Planner, Development Engineer, Planning Engineer, Procurer, Inspector, Legal Officer, Financial Analyst, Mar keti ng Anal yst, Secr eta ry , dan lain- lain. GMF has conducted employee recruitment as many as 73 persons of Aircraft Engineer Aircraft Technician with details of 21 persons graduated from education program of Basic Aircraft Maintenance BAM and 52 persons are the result of hiring a technician engineer with experience. In addition, GMF also recruited Structure Technician as many as 22 persons who have completed the education of Basic Aircraft Structure BAS, education program of basic technician, cooperation between GMF and Solo Techno Park STP. To fill the position of academic level, GMF has conducted recruitment as many as 10 persons of D3 for Shop Technician and 74 persons graduated from D3, D4S1, S2, and S3 for a variety of other positions, such as Planner, Development Engineer, Planning Engineer, Procurer, Inspector, Legal Officer, Financial Analyst, Marketing Analyst, Secretary, and others. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 167 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Selain rekrut pegawai, GMF melaksanakan rekrut siswa untuk kemudian diikutsertakan dalam pendidikan, antara lain: a. 116 orang siswa Basic Aircraft Maintenance level SMASMK, yang akan selesai pendidikan dan menjadi Aircraft Technician pada tahun 2015. b. 48 orang siswa Basic Aircraft Maintenance level D3S1, yang akan selesai pendidikan dan menjadi Senior Aircraft Technician pada tahun 2014. c. 44 orang siswa Basic Aircraft Structure, yang akan selesai pendidikan dan menjadi Structure Technician pada tahun 2014. d. 23 orang siswa Basic Cabin, yang akan selesai pendidikan dan menjadi Cabin Technician pada tahun 2014 e. 15 orang siswa Basic Component, yang akan selesai pendidikan dan menjadi Wheel Brake Landing Gear Technician pada tahun 2014. Kecuali program Basic Aircraft Structure BAS yang bekerja sama dengan institusi lain, yaitu Solo Techno Park STP, semua program pendidikan tersebut di atas dilaksanakan oleh GMF Learning Services selaku salah satu divisi di PT GMF AeroAsia. In addition to recruite employees, GMF recruited students then they were participated in education, among others: a. 116 students of Basic Aircraft Maintenance level SMA SMK, which will complete education and become Aircraft Technician in 2015. b. 48 students of the Basic Aircraft Maintenance D3S1 level, which will complete the education and become Senior Aircraft Technician in 2014. c. 44 students of Basic Aircraft Structure, who will complete their education and become Structure Technician in 2014. d. 23 students of Basic Cabin, who will complete their education and becoming Cabin Technician in 2014 e. 15 students of Basic Component, who will complete their education and become Wheel Brake Landing Gear Technician in 2014. Except for the program of Basic Aircraft Structure BAS in collaboration with other institutions, namely Solo Techno Park STP, all the education programs mentioned above are conducted by GMF Learning Services as a division of PT GMF Aeroasia. c t d e f d r g s d s g c g st h i j h k rut i h e l m n o p q o r s t sw u Basic Aircraft Maintenance c t d e f d r f g z d t g v e v w j h x y u g t i h e t c y s t hi s tu z m { t |} o u q o ~ u s t t } } u ~ t ut { t m { u { m Pendidikan Education SMK Teknik SMK ofEngineering SLTA IPA High School of Science Fit Tidak Buta Warna Not Color Blind Tidak Berkacamata No Glasses Usia Age 18 - 23 TinggiBerat HeightWeight Pria 160 cm Male 160 cm Wanita 155 cm Female 155 cm Berat proporsional Proportional weight Nilai Score Kesehatan Kesehatan Nilai rata rata Ujian UAN + UAS, 7 dengan ketentuan B Inggris, Matematika, Fisika 7 Average scores Exams UAN + UAS, 7 with the provisions of English, Mathematics, Physics 7 168 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia u u u s s u y u s v v w u s s s u t ts u s u s ¡¢ £ ¤ £ ¥ ¦¡ §£ ¤ ¨ ¥ ¦ ¡ § ¨ © ª u ¢ Pendidikan Education D3 S1D4 S2 Fit Fit Fit Usia Age 25 28 32 TinggiBerat HeightWeight Proporsional Proportional Kesehatan Health Indeks Prestasi GPA 2.75 2.75 3 TOEIC 475 530 600 ¡¢ £ « ª ¢¬ ¥ ¥ ¡ ¥ ¬ ® x ¢ ª § ¬ ¨ ¦ © ª u ¢ Pendidikan Education Min SMK Teknik SLTA IPA Min SMK Engineering High School Science Min 1 thn Min 1 thn Min punya Basic License Min having Basic Licence Pengalaman Kerja Experience Kesehatan Health Tidak buta warna Not color Blind berlaku bagi Teknisi, Inspektor valid for Technician, Inspector Perusahaan dapat menetapkan status Calon Pegawai menjadi Pegawai Tetap setelah melalui proses pengangkatan Pegawai Tetap sesuai persyaratan yang ditentukan Perusahaan. Usia maksimal pengangkatan Pegawai Tetap adalah 35 tahun. Apabila usia 35 tahun perlu mendapat persetujuan dari Direksi. Kesempatan Karir yang Sama pada Seluruh Pegawai Sumber Daya Manusia SDM bukan hanya sebagai aset bagi GMF Aeroasia melainkan juga sebagai sustainable competitive advantage sumber daya potensial perusahaan. Oleh karena itu GMF Aeroasia memberi kesempatan yang sama untuk tumbuh, memperoleh pendidikan, fasilitas, dan kesempatan karir dimana kesemua diukur berdasarkan kompetensi kerja. Company can determine the status of Prospective Employees become Permanent Employees after going through the process of appointment of Permanent Employees based on the requirement set by Company. The maximum age of Permanent Employee Appointment is 35 years old. If age 35 years it requires the approval of the Board of Directors. Equal Career opportunities to the entire employee Human Resources HR is not only an asset for GMF Aeroasia but also as a sustainable competitive advantage potential resource of company. Therefore GMF Aeroasia gives equal opportunity to grow, to get education, facilities, and career opportunity where all work is measured based on work competency. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 169 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Bukti dari perhatian besar GMF Aeoroasia dalam pengembangan karir pegawai yaitu dengan memberikan kesempatan yang sama, yang dibuktikan dengan kebijakan career path yang menentukan proses promosi dan demosi berdasar kinerja pegawai. Perusahaan menetapkan career management dan mengevaluasinya untuk mengakomodir kebutuhan dari sisi pegawai dan sisi perusahaan. Career management juga dipakai sebagai salah satu toolssystem dalam retention program. Career management yang ditetapkan align dengan kebutuhan pelanggan dan bisnis perusahaan. Evidence of GMF Aeoroasia major concern in employee career development is to provide equal opportunities, as evidenced by policies that determine the career path of promotion and demotion process based on employee performance. The company set a career management and evaluate it to accommodate the needs of the employee and the company. Career management is also used as one of the tools systems in retention programs. Career management set align with the needs of the customer and the company business. ¯ °±² ° ³´ µ ±²µ± ¶·³´ ° r ¸ µ ¹ µ º µ±· »¼ µ GMF Aeroasia melakukan beberapa upaya dalam meningkatkan kemampuan dan ketrampilan kerja, yaitu dengan memberikan kesempatan kepada setiap pegawai y a n g m e m e n u h i s y a r a t u n t u k m e n g i k u t i pendidikanpelatihan yang diselenggarakan oleh GMF Aeroasia maupun oleh pihak luar. Program pengembangan SDM dilakukan melalui pendidikan karir, pendidikan profesi, ketrampilan, serta berbagai kursus, pelatihan, penataran, seminar, lokakarya dan pelatihan manajemen dan teknis yang disesuaikan dengan kebutuhan GMF Aeroasia. Pengelolaan pengembangan sumber daya manusia di GMF Aeroasia dilakukan oleh unit knowledge management. ½ ¾ ¿ w ÀÁ ÂÃ Á ÄÅ ¾ÅÃ ÁÆ Á¾ t Program Knowledge Management pada 2013 berfokus pada aktivitas yang mendukung pertumbuhan bisnis GMF. Inisiatif Knowledge Management diselaraskan dengan strategi perusahaan dengan melaksanakan kegiatan peer assist, share learning, project retrospective, dan juga mendorong tumbuhnya Community of Practices di setiap bidang keahlian. Semua inisiatif ini akan didukung dengan teknologi berupa knowledge management portal. Pada 2013, telah dibuat innovation system untuk menampung dan mengaplikasikan ide inovasi yang muncul di GMF. Ç u ³ µ± È° s É · Ê Ë ° ¸ ° v ° Ì É Í ³ °±Î GMF Aeroasia conducted several attempts to improve the ability and skill work, by providing opportunities to all employees who are eligible to participate in education training organized by GMF Aeroasia as well as by outsiders. Human resources development program is conducted through career education, professional education, skills, as well as a variety of courses, training, refresher courses, seminars, workshops and technical training and management tailored to the needs of GMF. Management of human resources development in GMF Aeroasia is performed by a knowledge management unit. ½ ¾ ¿ w ÀÁÂÃ Á Ä Å ¾Å Ã Á Æ Á ¾ t Knowledge Management program in 2013 to focus on activities that support the business growth of GMF. Knowledge Management initiatives is aligned with corporate strategy by conducting peer assists, shared learning, project retrospective, and also encourage the growth of the Community of Practices in each area of expertise. All of these initiatives will be supported by a knowledge management portal technology. In 2013, it has been made innovation system to accommodate and apply innovative ideas that appear in the GMF. 170 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Ï Ð Ñ ÒÓ u ÓÑ Ô Õ Ñ Ö u × u Ñ Ø Ù Ð s Ñ Ð s Ú Û Ó ÜÝ ÞÓÑ ß u àá Õ Þ â Ó y Ó ã Ó Ñ u s Ð Ó ä v Õ Þ v Ð Õ w Ý å Ù u s ÐÑ Õ s s ß u Ü Ü Ý Þ t Ú æ Õ ÜÝ Þ ts Ý å ç u àÓÑ æ Õ s Ý u Þ è Õ s Sebagai salah satu bentuk penangkapan, penyimpanan, dan penyebarluasan pengetahuan di GMF AeroAsia, Unit Knowledge Management menyelenggarakan kegiatan sharing session setiap bulannya dengan koordinasi bersama Learning Center Unit LCU. Lebih dari 50 sharing session terlaksana setiap bulannya di GMF AeroAsia. Bentuk berbagi dan penyebarluasan pengetahuan juga dilakukan dalam bentuk kegiatan Community of Practices, pembuatan majalah Frontline, pembuatan video-video tutorial dan buku saku yang berisi praktek-praktek terbaik yang ada di perusahaan yang berguna dalam melaksanakan pekerjaan sehari-hari para karyawan. Media teknologi pun dipergunakan untuk kegiatan knowledge management, selain berbentuk sharing data dalam public folder, Unit Knowledge Management pun membuat Knowledge Management KM Portal, yang memungkinkan semua karyawan untuk penyimpan, berbagi, dan mengambil pengetahuan yang ada, baik pengetahuan yang berkaitan langsung dengan pekerjaan bersifat teknikal maupun pengetahuan lainnya non- teknikal. Bersama unit Learning Services, e-learning telah dibuat dan dimanfaatkan sebagai media untuk mempermudah proses belajar dan pengembangan karyawan. Sebagai penguatan pondasi dalam menjadi organisasi pembelajar, pengembangan budaya dilakukan oleh Unit Knowledge Management bersama Unit Corporate Culture. Selain itu, pengembangan karyawan dari sisi managerial dan leadership dilaksanakan pula oleh Unit Knowledge Management bersama Unit Human Capital Development dalam bentuk Leadership Development Program. Untuk menciptakan budaya berfikir kreatif dan inovatif, kegiatan Best Idea Innovation diadakan sebagai kegiatan rutin tahunan di GMF AeroAsia. Pada tahun 2013, kegiatan Best Idea Innovation memilki konsep open space innovation. Kompetisi di tahun ini dibagi menjadi dua kategori. Kategori pertama adalah untuk Individu Tim, yang melahirkan 49 ide-ide inovatif. Kemudian kategori kedua adalah untuk Dinas SBU, yang melahirkan 23 inovasi yang telah dilaksanakan diperusahaan, yang kemudian dipamerkan dalam acara Culture Convention Innovation Expo di penghujung tahun. As one of the capture, storage, and dissemination of knowledge in GMF Aeroasia, Knowledge Management Unit held a sharing session every month in coordination with the Learning Center Unit LCU. More than 50 sharing sessions were carried out every month in GMF Aeroasia. Form of knowledge sharing and dissemination activities are also conducted in the form of Community of Practices, Frontline magazine, video making-of video tutorials and a pocket book containing the best practices that exist in company that are useful in carrying out the daily work of employees. Media technology is also used for knowledge management activities, in addition to the form of sharing data in the public folder, Knowledge Management Unit also makes Knowledge Management KM Portal, which allows all employees to storage, sharing, and taking existing knowledge, good knowledge directly related to work to be technical knowledge and other non- technical. Joint Learning Services unit, e-learning has been made and used as a medium to facilitate the learning and development of employees. As strengthening the foundation in becoming a learning organization, cultural development is conducted by Knowledge Management Unit with Corporate Culture Unit. In addition, the Employee development of the managerial staff and leadership is carried out also by the Knowledge Management Unit with Human Capital Development Unit in the form of the Leadership Development Program. To create a culture of creative and innovative thinking, Best Idea Innovation activities as an annual event held in GMF Aeroasia. In 2013, Best Idea Innovation activities have the concept of open innovation space. The competition this year is divided into two categories. The first category is for individual team, who gave birth to 49 innovative ideas. Then the second category is for the Department SBU, which gave birth to 23 innovations that have been implemented in the company, which then exhibited in Culture Convention Innovation Expo at the end of the year. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 171 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Pengukuran kematangan dan komitmen dalam mengaplikasikan knowledge management, dilakukan dengan mengikuti Most Admired Knowledge Enterprise MAKE Study. MAKE Study merupakan salah satu metode yang terbaik, yang diakui secara global sebagai media penilaian organisasi-organisasi berbasis pengetahuan kelas dunia. MAKE Study merupakan studi tentang perusahaan berbasis pengetahuan yang paling dikagumi. Di Indonesia kegiatan ini diselenggarakan oleh Dunamis Organization Services. Pada tahun 2013, GMF AeroAsia kembali menjadi finalis bersama 14 organisasi lainnya, dari 65 organisasi yang dinominasikan. Partisipasi tersebut membawa GMF AeroAsia menjadi salah satu pemenang 2013 Indonesian MAKE Study, karena dinilai sebagai organisasi yang kuat dalam dua kriteria yaitu kuat dalam membentuk budaya pengetahuan organisasi dan menciptakan serta mempertahankan kultur organisasi pembelajar. Kisah GMF AeroAsia dalam mengimplementasikan knowledge management beserta 20 organisasi lainnya telah ditulis dalam buku Successful Implementation of KM in Indonesia dan telah dipublikasikan pada bulan Juli 2013. Buku terebut berisi pembelajaran mengenai bagaimana organisasi-organisasi di Indonesia menerapkan knowledge management dalam upayanya menjadi knowledge-based enterprise. Buku tersebut juga menampilkan hasil wawancara eksklusif dengan President Direktur CEO PT GMF AeroAsia, Bapak Richard Budihadianto untuk melihat bagaimana dukungan manajemen terhadap kesuksesan pengelolaan pengetahuan di GMF AeroAsia. Measurement of maturity and commitment in applying knowledge management, is carried out by following the Most Admired Knowledge Enterprise MAKE Study. MAKE Study is one of the best method, which is globally recognized as a medium for assessment of knowledge- based organizations worldwide. MAKE Study is a study of the knowledge-based company most admired. In Indonesia this activity is organized by Dunamis Organization Services. In 2013, GMF Aeroasia became a finalist along with 14 other organizations, from 65 organizations were nominated. Participation brings GMFAeroasia to be one of the winners of 2013 Indonesian MAKE Study, as it is considered as a strong organization in two criteria: strong knowledge in shaping organizational culture and creating and maintaining a learning organization culture. The story of GMF Aeroasia in implementing knowledge management along with 20 other organizations has been written in the book Successful Implementation of KM in Indonesia and was published in July 2013. The book contains lessons on how organizations in Indonesia to implements knowledge management in its efforts to become a knowledge-based enterprise. The book also features exclusive interviews with the President Director and CEO of PT GMF Aeroasia, Mr. Richard Budihadianto to see how management support to the success of knowledge management in GMFAeroasia 172 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia é ê ë ìí u íë î ï ë ð u ñ u ë ò ó ê s ë ê s ô õ í ö÷ øíë ù u úû ï ø ü í y í ý í ë u s ê í þ v ï ø v ê ï w ÷ ÿ ó u s êë ï s s ù u ö ö ÷ ø t ô ï ö÷ ø ts ÷ ÿ u úíë ï s ÷ u ø ï s Learning Center and Corporate Culture Learning Center Pada tahun 2013, telah dibuka kelas Basic Cabin sebanyak 1 kelas, Basic Structure sebanyak 2 kelas, 4 kelas Basic Aircraft Maintenance BAM regular, dan 2 kelas BAM D3S1. Program kerja sama GMF Airbus Training School dimulai dengan persiapan pemenuhan Quality System dan kualifikasi instruktur, yaitu Type Rating dan AMIC Airbus Maintenance Instructor Course. Disebabkan adanya program pemenuhan kualifikasi instruktur yang panjang, maka pembukaan kelas pertama akan dilaksanakan di Q1 2014. GMF Learning Center telah mendapatkan approval B737NG EASA 147 pada bulan Juli tahun 2013. t t u tu t In the year 2013, it has been opened the class of Cabin Basic as many as 1 class, Basic Structure 2 classes, Basic Aircraft Maintenance BAM regular 4 classes, and BAM D3S1 2 classes. Cooperation programs of GMF Airbus Training School began with the preparation of the Quality System compliance and qualification of instructors, namely Type Rating and AMIC Airbus Maintenance Instructor Course. Due to the compliance program instructor qualifications taking a very long time, then the opening of the first class will take place in Q1 2014. GMF Learning Center has received approval B737NG EASA 147 in July of 2013. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 173 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia Untuk mendukung operasional Garuda Fleet, pada tahun 2013 telah dilaksanakan beberapa tipe training B737 Classic, B737NG, B747-400, A330, A320, B777, ATR, dan CRJ1000 baik yang bersifat full course maupun refreshing. Untuk tipe training B777 dilaksanakan 1 kelas refreshing dan 3 kelas B777 ETOPS. Di samping itu, Learning Center telah men-deliver secara rutin training yang bersifat mandatory seperti Module 1, Module 2, Initial Continuation Human Factor, dan Fuel Tank Safety. Jumlah training yang diadakan pada tahun 2013 adalah sebagai berikut: To support Garuda Fleet operations, in 2013 it had been implemented some type of training B737 Classic, B737NG, B747-400, A330, A320, B777, ATR, and CRJ1000 both full course and refreshing. B777 type was conducted 1 refreshing classroom and 3 classes of B777 ETOPS. In addition, the Learning Center has been delivering on a regular basis mandatory training such as Module 1, Module 2, Initial Continuation Human Factor, and Fuel Tank Safety. The amount of training that was held in 2013 as follows: u r u t r Q1 Total Training 101 Q2 Total Training 96 Q3 Total Training 77 Q4 Total Training 128 s u y s + v t Jenis Pendidikan dan Pelatihan Types of Education and Training Orientation Training Basic Training Type Training Mandatory Training Task Training Others 145 533 858 2.804 611 2.009 30 1.870 374 3.451 408 114 71 1.270 240 3.339 33 165 2011 2012 2013 Jumlah Peserta Number of Participants 174 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia , - . 0 u 0. 1 2 . 3 u 4 u . 5 6 - s . - s 7 8 0 9: ;0. u = 2 ; ? 0 y . u s - 0 A v 2 ; v - 2 w : B 6 u s -. 2 s s u 9 9 : ; t 7 C 2 9: ; ts : B D u =0. C 2 s : u ; E 2 s Selama tahun 2013, GMF Aeroasia telah mengeluarkan biaya sebesar Rp20.757.600.000 untuk berbagai macam program pendidikan internal dan eksternal. During the year 2013, GMF Aeroasia has to pay for Rp20,757,600,000 for a wide range of internal and external educational programs. F GH I J K L GMG NI OP I QH G O P GO F GR u O STU U VS T U W F G H J I X I v I JY ZQ I O t [Y s t LO S T U U V ST U W Jenis Pendidikan dan Pelatihan Types of Education and Training Orientation Training Basic Training Type Training Mandatory Training Task Training Others Total 346.720.000 8.379.083.333 9.751.330.000 3.562.068.000 1.143.303.800 2.211.540.125 25.395.145.258 72.000.000 15.674.528.000 4.716.000.000 3.458.000.000 343.200.000 267.200.000 24.530.928.000 312.400.000 5.588.000.000 7.113.600.000 6.872.400.000 145.200 726.000.000 20.757.600.000 2011 2012 2013 Jumlah Biaya Rp juta Number of Cost Rp millions KL GMG N I O PI QHGOP G O X I v I JYZ Q I O t [ Y s t 2011 2012 2013 30.000.000.000 25.000.000.000 20.000.000.000 15.000.000.000 10.000.000.000 5.000.000.000 Others Task Training Mandatory Training Type Training Basic Training Orientation Training PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 175 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia \ ] _ ] ` a b \ u c tur b Nilai-nilai utama yang dianut jajaran organisasi GMF disebut sebagai GMF Core Values merupakan redefinisi dari budaya perusahaan GMF sebelumnya dan telah dicanangkan pada bulan Oktober 2011, Penjabaran dalam praktik bisnisnya sehari-hari dalam bentuk sebagai berikut: CORPORATE CULTURE Concern for People Integrity Professional Teamwork \ ] _ ] ` a b \ u c tur b Core values espoused GMF ranks of the organization referred to as GMF Core Values is a redefinition of the corporate culture and has previously GMF launched in October 2011, elaboration in everyday business practices in the following forms: de f gh ij k h l m hn o lh l p q rs t lloh u vw i j k x y m zhk o {h | h } l x w lh l ~w h ~ }u } x t w k j t } h Laporan Sumber Daya Manusia Overview of Business Support Reports of Human Resources C ¡ ¢ £ ¤ ¥ ¦ ¤ ¤£ § ¨¦ © ¡¢ £ § ¥ ¦ ¥ ª¦ £ «¦ ¦ ¥ ¨ ¬ § ¦ ¬ ¥ ¦ ¥ ª ¤ ¡ ¡ ª¡ ¤ ¤ ¬ ¡ ¢ ¡ © ¢ £ ¤ ¨ ¦ ® ¬ £ ¥ ¦ ¢ ¢ ¡£ £ ¬ ¦ ¥ ¨ ¦ ¦ « ¡ ¬ § ¨ ¦ ¦ ¥ ¨ ¬ § ¨ ¦ ¤ ¦ ¥ ª ¤ § © ¨ ¦ ¥ ª ¦ © ¯ ° ¦ ® ¬ ¦ ª ¡ « § © £¢§ ±ª ¦ « ¬ £ ² § © ¨ ±¨± £± ¢ ³ ´ µ ¶ · µ¸ ¡ ¥ ¦ ¥ £ ¢£ « £ « ¦ ¬¡ ¢ ¡ © « ¦ ¢ ¡ ¡ ¬£ § ¤ © £ ¦ « ¨ ¦ £ « ¥ ¦ ¢ ¢ ¡ £ ¬ ¡ « ¬ © ¦ ¤ ¨ ¦ ª ¡ ¬ © ¢ ¥ ¥ ¦ ¦ ¨ « £ ¢ £ ¹ £ ¢ £ § ¦¬£ « ª £ £ © ¨ ± ²¦ £ § ¦ ¬ ¨ ¦ ¬ ¡ ¨¦ ¡ ¦ ® «± £ ¬ ¦ ¥ ¦ « £ ¨ ¡ © ¢ ¥ « ¦ © ¤ ¡ ¢ £ ¬ ¡ ¬¡ « ¥ ¦ ¢ « ¡ « ¦ £ ¤ ¤ © ¨ ¬ © £¨ ¦ ® ³ º º · » ¡ ¨£ ¼ £ © ¡ ¤ ¤¡ ¹¡¤¤¡ © ¢ ¥ ¥ ¦ ¡ ¬ « ¬ ¡ ¤ ¦ ¡£ ¬ © ¬ ¦« £ § ª £ £§ © ¦ ¬ £« ¤ ª¦ ¢ « ¡ ³ ½ » ¾ work ¡ ¦ ¬ £ ª ¦ « ¦ ¿ ¥ ¦ ® « ± ¥ ¨ « ¤ © £ ¢ © £ ± ¢¦ ¢£ ¤ ¥ ¦ ¤± ¥ ¬ £ § ¢ £ ¤ ¥ ¦ ¥ ¥ £ ² ¡ ¤ £ © ¨ ¦ ¥ £ ¤ ¹ ¥ £ ¤ ¤ ©¨ ¬ ¥ ¦ ¦ ¢ ¦ £ « ¨¦ «¦ ¿ ¥ ¨£ ¬ ¡ ¬ © ¦ ¤ ¥ ¦ ¥ ª¦ © « ¦ ¢ ¡ ¡ ¡ ¥ ª¦ © ¤ © £ ¥ £ ¢ £ « £ ¡ ¬ ¡ « ¥ ¦ ®¨£ ¬ ¡ ¿ ¡ ¨ ¦ ¡ ³ Customer Focused ¡ ¦ ¬ £ ¥ ¦ ¢« ¡ « ¦ ¤¢ ¡¨ © ¬ £ © « ¡ ¬ ¡ « ¥ ¦ ¥ ¦ ¡ £ « ¦ ª ¡ ¬¡ ª « ¢ ¦ ª £ © £ ¤ © £ ¨ « ¨ ¦¢ ¤ ¤ § ¦ ® ¬¡ ¢ ¡ § © ¨ ¦ ¡ ¦¥ ¤ ¬ ³ Concern for People ¨ ¦ ± ¨ ¢¦ ¥ ¡ ¬ ¦ ¨¦®¬ § ® ¦ § ¨ ± À£© ¦ ± ¨ ¨ ± ¬ ¡ £¬ £¦ § © ¬ ± ª ¡ £ ¢ © ¤ ¦ ¡ £ ¦ ¦ ¢ ¬ £ ± £¨ © ¥ ¡ ¬ ¡ ¢ ¬ ¡ ¬ ª ¦ ¬ ¼ ¦ ¦ ¨ ¦ ± ¨ ¢ ¦ ¬ ± ¡ ¤ ¬ ¦ ¬ ¦ ¥ ± ² ¦® ¡ £ ¬ ¥ ¦ ¬§ ¨ ¢ ® ¦ ¥ ¦ ¬ § © ¦ À ¦ ¢ ± ¨ ¥ ¦ ¬ § © ¡ ¥ ¦ ± ¡ ® ¦ © ¦ À ¦¢ ± ¨ ¥ ¦ ¬ £ ± ¨ ¦ § ² £ § ± ª ¿ ¦® ¬ £ À ¦ § © ¨ ± ¨ ± ¬ £ ± ¬ ¦ ³ Integrity ¨ ¦±¨ ¢ ¦ ¥ ¡ ¬ À ¦ £ ® ¦ £ ¬ © ¡ ¨ £ ¤ ¬ ¦ § ¼ £® £ ¦ Á ¨ ¦ ¦© ± ¢ ¬ ±¡ ¤ ¼ ± © ¼ £ ¬ © ¦¦ © £ ¨¨ ¢ £ ¤ ¬ ¦ À ¢¡ ¦ § ª ¡ £ ¦ ¦¬ £® © ¬ ¦ ¨ ± ² ¦ £ ± § ¼ ¦ ¢ ¢ ® ± ¥ ¨ ¡ ¢ ¦ ® ± £ ¬ ¦ ¬ ¢ ¦ À ¦ £ © £ ² ² £ ® ¡ ¢ ¬ ® £ ® ¡ ¥ ¬ ® ¦ ¬ ± © ± ± ¬ ¬ £ ¬ ® ª ¦ ¬ ¡ ¬ ¦ © ³ Professional ¨ ¦ ± ¨ ¢ ¦ ¥ ¡¬ ª ¦ « £ ¢ ¢ ¦ © ¨ ¦ ± ¦ ¢ © ± ¡¢© ª ¦ ¦ ¦ ¬ £ ® ± ¥ ¨ ¢ ¦ ¬ £ ¤ ¬ « ® ® ± © £ ¤ ¬ ± ¬ ¦ ® £ ® ¢ ¬ © © § ª ¡ £ ¦ § © ¦¬ £® ³ Teamwork ¨ ¦ ± ¨ ¢ ¦ ¥ ¡¬ ¢ ¼ ¼ ± « ¬ ± ¤¦ ¬ ¦ £ ® ± ¥ ¨ ®¬ ¥ ¦ ¬ ¬ £ ª ¦ © ± ¥ ¡ ¬ ¡ ¢ ¦ ¨ ¦ ® ¬ § ¥ ¡ ¬ ¡ ¢ ¡ © ¦ ¬ © £ ¤ ¬ ¦ ²¡ ® ¬ £ ± © ± ¢ ¦ ± ² ¦ ® £ ± © ¦ ¬± ² £ £ ¬ ¦ ¿ ± ª ± ® ¦ © ² ± ¢ ¢ ª ¦ ¥ ¨± ¼ ¦ £ ¤ ¢ ¢ £ ¬ ¦ ±¡ ® ¦ ¬± ®£¦À¦ £¬ ¤ ± ¢ ³ Customer Focused ¨ ¦± ¨ ¢ ¦ ±¡ ¢ © ¢ ¼ ¥ « ¦ ¦ À ¦ ¦ ² ² ± ¬ © ® ¬ £ ± ¬ ± ¥ ¦ ¦ ¬ ¬ ¦ ¦ ¦ © ± ² ¦ À¦ ¥ ± ¦ ¬ ¦ Á ¨¦ ® ¬ ¦ © ª ®¡ ¬± ¥ ¦ § £® ¦ ¦ ¢ § © ¨ £ ± ¬¦ ¢³ y ÂÃ Ä t Å Æ g Æ t Ã ÇÃ m v È Ä Æ É m Ç È Ã yv È Ç g y Â v ÆÊ t Å tt Ã É È | y t Ã Ë yv È Ç g Â t Ã t g Ç Ê t Ä t Ã y Â | Ì t Å t Ê t Ã |t Ã tÍ Â | ÂÃ |t Ã tz Â | ÂÃ m Ä Ç Ê É Æ Ê ÊÇ È Ã t Ã Ä t Ã tg Ë Ê Ç Ê m t m t Î Â g È g t y Â v ÆÊ t Å t t Ã É È v y È v tm Â z È Ï Â v Ã t Ã ÉÂ m t Ã zz Æ Ã z Ít Ð t Ì ÊÈ Ê Ç tg y Â v Æ Ê t Å tt Ã É È vy È vtm Â ÊÈ ÉÇ t g v ÂÊ y ÈÃ ÊÇ ÌÇ g Ç m Ë g t y È v t Ã Î Â Æ t Ã z t Ã Ç Ã t Ã É Ç t g v Â y È vm ÑÒ Ò Ó ÔÕ Ö × Ô Ø Ù ÔÚ ÛØ ÔØ ÜÝ Þ ß àØ Ø Û Ôá âã Õ Ö× ä å Ù æ Ô × Ûç Ô è ÔéØ ä ã Ø ÔØ êã ë Ôêéá é äì à ã × Ö àí éÔ î ïðñòóôõó òó C ö÷ ø ö ÷ ùú û C üýúü÷ û þ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ : + , - . 1. 2 3 - + 4 +2 5 6 7 8 + , -. 9. . 4 : + ; ; . 3 + + : ÿ . = ? - ÿ ÿ ÿ ÿ ÿ ÿ ÿ ÿ ? A ÿ B C D E C B F C B , = ? 2013 þ G H I , A ÿ J ÿ ÿ ÿ H ÿ A ÿ ÿ ÿ ÿ 308 ÿ ; b. K C B C - perlombaan pembuatan K C B GMF dengan pemenang adalah peserta dari TQ, TL, dan TZ; c. BC C GMF L M - setiap bulannya termuat tulisan yang berkaitan dengan pembangunan ; d. C D C E - penguatan motivasi dan penambahan pemahaman tentang kepada Sel Pengubah, Di C D C E 2013 ini menghadirkan pembicara dari PT Telkom; e. C F C C - merupakan ajang perlombaan C N E F O C Pengubah selama tahun 2013 dengan pemenang adalah TB, TH, dan TC; f. Sel Pengubah Development Program - meliputi Cross Sharing F C bertemunya para PDCA untuk C B aktivitas di dinasSBU masing-masing, P sarana CB C yang menghadirkan pembicara dari luar GMF untuk memberikan motivasi, C C B , maupun E E pembangunan di perusahaan lain, C E sarana coaching clinic dari TWB kepada para Sel Pengubah, Q R S 4 . T 5 6 7 8 + ,-. : 2 U. V. 2 9 . W + ,+ T : 4 . T 56 7 a. N BC C GMF F dengan E C B C , C M X E F C C C C B , C E , C B C F C , C D D E Y F C Z b. N B C C GMF F dengan PDCA y , IT MRO, SMS D y [ C B C y , PMS \ O D C E [ C B C y , dan WBS ] M y . _ï `ï ab cð ï ód b e f b g cb g òd ï fõ a dõ g ï In development of Corporate Culture, some programs which are grouped into 3 segments Values-System- Leadership has been implemented, namely: 1. Values - Strengthening GMF values to every employee a. BOOST Camp Culture - is one part of the cell modifier agents of change development program, BOOST Camp 2013 followed by GMF Board of Directors, Trustees and Partners Modifier with total participants of 308 people; b. Jingle Values Competition - Competition of Jingle Values GMF with the winner come from of TQ, TL, and TZ; c. Corporate Culture Campaign on GMF News - month publication of articles relating to the development of Corporate Culture; d. Corporate Culture Conference - strengthening motivation and increasing to the understanding of Corporate Culture to Cells Modifiers, In Culture Conference 2013, speakers from PT Telkom was invited; e. Corporate Culture Convention - a competition in activity plan implementation of Plan Modifier cells during 2013 with the winners are TB, TH, and TC; f. Modifier cells of Development Program - includes Cross Sharing PDCA Culture event for sharing of Culture activities in offices each unitSBU, Culture Forum means sharing session with speakers from outside GMF to provide motivation, inspiring stories, and success story Corporate Culture development in other companies, Culture Clinic means coaching clinic from TWB to the modifier cell , 2. System - GMF values inherent to the GMF system a. Alignment GMF values with company regulation, new employee executive orientation training, promotion criteria, leadership management development, talented performers fast track development; b. Alignment GMF values with PDCA system, IT MRO, SMS Safety Management System, PMS Performance Management System, and WBS Whistle Blower System. hi j kl mn o l p q lr s pl p t u vw x ppsl y z{ m n o | } q ~lo s l l p | { pl p { l y | x { o n x l Laporan Sumber Daya Manusia Overview of Business Support Reports of Human Resources

3. Leadership

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3. Leadership

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T TM C; ;M EK9G = I OMS Q H ? P 9M C ; H ? ; O ? G : ;M 9 ? L H 9 P9 E ; H Y M = I ? S I CT M C = ? L ; ? CE ;R K 9 ; : ? G 9 G9P9 G K ? O : I C MT : :9M ? O I C TM C= ? L R ? G LM KC ? E L M = = K 9 L ? ;9 M Q ;F :K I C9MC: ? G : K Q M C G 9 ?; : 9 MC G C ; M G P O MI T T L ;9 P = IO M S ? G F MC J P 9C M = ; ;H ?; :K I I MC; : ;H ?LH9 P = ; M T ;H Y M = I ? S I C T M C = ? L ? G M I ; 9 = ? O = I O M S U Z [ \] \ _ Z `abc b _ d = I O = ; ? : 9 = ? ? A = J ? C 9 C G 9 e f g C M g : 9 ? Q C = ? T ? ?; K ; K J = E 9 G ; 9 T9 J ?: 9 J Q K ; K H ? J ?C S ? F ? J = K G 9 ? = S O ?C ?: J ? G E ? J Q K ; K H ? G ? ; K A K ? D C K : ? H? ? U h ? C 9 :9 : 9 I C K : ? H ? ? R = ? ? A = J ? C 9 C G 9 Q K ; K H J ? G ? O ? = = E 9 : 9 J J M : M E ? A ? Q ? ; ? R = S K : K i j k k l i i m n o p q r o o m o s t I C K : u I C K : I M ; : 9 ? O K ; K J = G K G K J 9 : K ? ; K A ? Q ? ; ? v R = E 9 G ; 9 T 9 J? :9 IM ; : 9 J ? CS ? F ? R G ? = = ? : ; 9J ? Q ? H F? : OKCK H J ? C S? F? = G ? I ? ; J : = I? ; ? S ? E : ? = ? K ; K J = S K : K ; K A K ? J ? C 9 C G ? I C M E C ? = I E = Q ? E ? K ; K J = L ? I ? 9 ; K A K ? ; C : Q K ; U w ; K J = = T ? : 9 O 9; ? : 9 I E = Q? E? J ? C 9 C J ? C S ? F ? R e f g C M g : 9 ? I C O K = C K = K : J ? T M C = ? : 9 A ? Q ? ; ? G 9 O E J ? I 9 G E ? J K ? O 9 T 9 J ? : 9 S ? E H ? C K : G 9 = 9 O 9 J 9 : : M C ? E G ? O ? = = G KG K J 9 A ? Q ? ;? ; C : QK ; U h ? ;? ; C: Q K; G 9E K ?J ? K ; KJ = S K:K x ? O KC B ? C 9CU e f g C M g :9 ? = = 9 O 9 J 9 y jr q zr{ l l { | r }~ tx ? O K C B ? C9 C e ? G? v R S ? 9 ;K i } { jk } j { r q G? p {n l iim n o rq U x ? OKC J ? C9 C IC MT : 9M? O = = Q C9 J? J : = I? ;? J ? C 9C J I ? G ? J? C S ? F ? S ? E 9 E 9 = J K 9 J ? I ?Q 9 O 9 ; ?: ; J 9 : tl p l { } m i l G ?O ? = : K ? ; K Q 9 G ? E v U x ? O K C J ? C 9C I C M T : 9 M ?O = = Q K ?; J ?C S ?F ? O Q 9H G 9 H? C E? 9 G ? O ? = J = ? = I K ? ; J 9 : U 8 G ? E J ? A ? O K C J ? C 9 C i } { j k } j { r q = = Q C 9 J ? J : = I ? ; ? J I ? G ? J? C S? F ? G E ? J = ? = I K? = ? ? A C9? O S? E G ? I? ; = C A = ? H J ? P 9 : 9 G ? = 9 : 9 I C K : ? H? ? J G ? O ? = IC M EC ? = J CA ? I CK: ? H ?? U 8 ; O ? H G 9 J ; ? H K 9 T M C = ? : 9 A ? Q? ;? S ? E ; C : G 9 ? G ? L ? O M u L ? O M I = E ? E A ? Q ? ; ? R D C K : ? H ? ? I C O K = O ?J K J ? I C M : : r i i l i i l o } K ; K J = 9O ?9 J L M L M J ? A ? Q ? ; ? G E ? L ? O M I = E ? E A ? Q ? ; ? U ] \ `` Z [ \] \ _\ d = I O = ; ?; 9 M MT L ?C C = ? ?E = ; ?; e f g C M ?: 9 ? 9 : K : T K O ;M 9 G ; 9T S ; H G : MT = I OM S : ? G ;H ?O9E F9;H ;H G: ? G M Q A L ;9 P : M T ; H Y M= I? S U d ; C= : MT LM = I ? 9 : R L ? C C = ? ? E = ; 9 : G G 9 T 9 O O 9 E ; H P ? L? ; I M : 9 ; 9 M R I C I ?C 9 E : K L L : : 9 M I O ? 9 E t IM ; ; 9 ? O :K L L :: M C : ;M M L L K I S ? I M : 9 ; 9 M v R 9G ; 9T S IM ; ; 9? O = I O M S : R ? G :KC 9 E ;H ? ; ? O O = I O M S : H? P ? K ? O M I I M C ; K 9 ; S ; M : ; E M ? O : ? G L ? C C G P O M I = ; I CM E C? = : ;M ? L H9 P ; H : M QA L ; 9 P : U M T ? L 9 O9 ; ?; ; H L? C C G P O MI= ; MT = IO M S : R e f g C M ? : 9 ? G : ; M T M C = K O ? ; I M : 9 ; 9 M : T M C = ? ; 9 M : K9 I I G F 9 ;H ; H K ? O9 T9 L?; 9 M : ;H ? ; = K :; Q M F G Q S : M = M 9 ; H ?; I M : 9; 9 MU H G ?; ? 9 : K : G T M C LM= I9 O 9 E Y ? C C D ?; H : U e f g C M ?: 9 ? H ? : h K ?O Y ?C C D ?; H R F H 9 L H 9 : :; C K L ;KC? O OS ? G I CMT : : 9M ? O OS U D C MT ::9M ? O L ? C C I? ; H : I CM P 9G L ? C C MI IM C; K9 ; 9 : ;M = I OMS : F H M F 9 : H ; M IK C: K ; L H 9 L ? O L? I ?Q 9O 9; S t W I C ;9 : 9 ? T9 O G v U D C M T : : 9 M ?O L?C C I ?; H = ? J : = I O MS : = M C P ?O K G 9 ; L H 9 L ? O ? Q 9 O 9 ;S U H 9 O ; H : ; C K L ; K C? O L ? C C I ? ; H I C MP 9 G : ; H M I I M C ;K 9 ; S TM C = I O M S : F 9; H = ? ?E C 9 ?O ;H ? ; ? Q O ; M ;C ? :O? ; ; H P9 : 9 M ? G = 9 : : 9M M T ; H L M = I ? S ; M ; H L M = I ? S : F M C J I C M E C ? = U g T ; C J M F 9 E I M: 9;9M : TM C = ? ; 9 M ? G ; H 9 L K= Q ; L ? G 9 G ? ; : R L M = I ? S G : ; M G M ? ? : : : : = ; I C M L : : ;M ? : : :: ; H : K 9; ? Q9 O 9; S M T ; H L ? G 9G? ; T M C ;H I M: ; M T MTT 9 L H M O G C:U

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3. Leadership

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PENDAHULUAN STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DI PT. GMF AEROASIA JAKARTA.

PENUTUP STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DI PT. GMF AEROASIA JAKARTA.

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Surat Edaran | GMF AeroAsia

Kebijakan Pengadaan Barang dan Jasa PT GMF AeroAsia

Pendaftaran Vendor Umum PT GMF AeroAsia

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Annual Report 2015 PT GMF AeroAsia

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S u b - 1 0 0 s e a t e r C a p a b i l i t y D e v e l o p m e n t

3. Leadership

3. Leadership

Parts

Dokumen yang terkait

STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DIPT. GMF AEROASIA JAKARTA STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DI PT. GMF AEROASIA JAKARTA.

PENDAHULUAN STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DI PT. GMF AEROASIA JAKARTA.

PENUTUP STRATEGI SOSIALISASI BUDAYA PERUSAHAAN DI PT. GMF AEROASIA JAKARTA.

Open Recruitment PT GMF AeroAsia (Garuda Indonesia Group)

Surat Edaran | GMF AeroAsia

Kebijakan Pengadaan Barang dan Jasa PT GMF AeroAsia

Pendaftaran Vendor Umum PT GMF AeroAsia

Vendor Approval Questionnaire PT GMF AeroAsia

Annual Report 2015 PT GMF AeroAsia

Investor Relations | GMF AeroAsia

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