Managerial Training Center TRAINING AND HUMAN RESOURCES DEVELOPMENT

388 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 388 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 388 2. Balai Pelatihan Sinyal Telekomunikasi Fungsional Bidang Sintelis Functional Training in Signalling, Telecommunication, and Electricity Perawatan Fasilitas Pengoperasian KA Tingkat Pelaksana Maintenance of Train Operation Facilities for Staff Pelatihan Teknik Change Unit Radio Lokomotif Technical Training in Change Unit of the Locomotive Radio Perbaikan Modul Berbasis SMD SMD-Based Module Improvement Sistem Traindispatching Traindispatching System Perawatan Persinyalan Mekanik Mechanical Signalling Maintenance Pelatihan Teknik Sintelis Technical Training of Signalling, Telecommunication, and Electricity Sistem Proteksi Petir Thunderbolt Protection System Perawatan Pintu Perlintasan Crossing Gate Maintenance Perawatan Sistem Persinyalan SSI SSI Signalling System Maintenance Peralatan dalam Persinyalan VPI VPI Signalling Equipment Teknik Multiplexing dan Transmisi Telekomunikasi Multiplexing and Telecommunication Transmission Techniques Pelatihan Penjaga Pengamanan Aset PPA dan Pelaksana Aset Tanah PAT Assets Security Officer PPA and Land Asset Officer PAT Training Sistem persinyalan Signalling System Perawatan persinyalan dan peralatan telekomunikasi Maintenance of Signalling and Telecommunication Equipment Sistem Radio Lokomotif Locomotive Radio System Teknik Perbaikan Komponen SMD SMD Component Improvement Technique Sistem Traindispatching Traindispatching System Sistem Perawatan dan Perbaikan Persinyalan Mekanik Mechanical Signalling Maintenance and Repair System Sistem persinyalan Sintelis Signalling, Telecommunication, and Electricity System Instalasi dan perawatan pelatan proteksi petir Thunderbolt Protection Installation and Maintenance Equipment Perawatan dan perbaikan pintu perlintasan Crossing Gate Maintenance and Repair Perawatan Sistem Persinyalan SSI SSI Signalling System Maintenance Perawatan Sistem persinyalan SSI SSI Signaling System Maintenance Perawatan sistem multiplexing dan transmisi telekomunikasi Multiplexing and Telecommunication Transmission Maintenance Equipment Peraturan dan pengamanan aset Regulations and Assets Security Jenis Pelatihan Angkatan Kompetensi Materi Utama Pelatihan I Hard skill IX - XXXX Hard Skill I - III Hard skill I, II, Hard Skll I -IV Hard Skill I ,II Hard Skill I, II III Hard Skill I - IV Hard Skill I - V Hard Skill I Hard Skill I , II Hard Skill I Hard Skill I Hard Skill 2. Telecommunication Signals Training Center Business Prospects and Corporate Strategy Analysis and Managerial Discussion PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 389 PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 389 Supporting Business Report 3. Balai Pelatihan Operasi dan Pemasaran 3. Operation and Marketing Training Center Kompetensi Teknik Operasi LTO Competence in Operational Technique LTO Kompetensi Dasar Teknik Operasi DTO Basic Competence of Operational Technique DTO Pengembangan Kompetensi Supervisor Developing Supervisory Competence Customer Care Customer Care Pembuatan Gapeka Grafik Perjalanan Kereta Api Gapeka Making Graphic of Train Trip Pengendali KA Train Controller Penguasaan Stasiun Station Mastery Pemeliharaan Sarana KA Maintenance of Train Facilities Operasionalisasi KA Train Operasionalization Teknik operasional KA dasar Basic Train Operational Technique Pengetahuan dasar perkeretaapian Basic Knowledge on Railway Supervisory perkeretaapian Railway Supervisory Pelayanan pelanggan Customer Service Teknik pembuatan Gapeka Gapeka Making Technique Pengendalian kereta api Train Controlling Manajemen stasiun KA Railway Station Management Pengendalian dan pemeliharaan sarana KA Control and Maintenance of Train Facilities Prinsip-Prinsip Operasionalisasi KA Principles of Train Operasionalization Jenis Pelatihan Angkatan Kompetensi Materi Utama Pelatihan I - VI Hard skill I,II Hard Skill I Hard skill I - V Hard Skill Angkatan I Hard Skill I , II Hard Skill I, II Hard Skill I Hard Skill I Hard Skill 390 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 390 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 390 4. Balai Pelatihan Teknik Perkeretaapian 4. Railway Engineering Training Center 5. Traction Training Center Operasionalisasi Kereta Rel Listrik Electric Multiple Unit EMU Operation Operator Mesin Perawatan Jalan Rel MPJR Railway Maintenance Machine Operator MPJR Perawatan Jembatan Tingkat Lanjutan Bridge Maintenance for Advanced Level Perawatan Jalan Rel Tingkat Pelaksana Railway Maintenance for Staff Level Petugas Pemeriksa Jalur Track Inspection Officer Training of trainer masinis Training of trainer for Locomotive engineer KRL Series 80008500 EMU 80008500 Series Sarana Penggerak Non Listrik Non-Electric Traction Perawatan Sarana Perkeretaapian Tanpa Penggerak Non-Traction Rolling Stock Maintenance Perawatan Sarana Perkeretaapian dengan Penggerak Non Listrik Non-Electric Traction Maintenance Pelatihan Pemeriksa Sarana Tanpa Penggerak Training for Inspector of Non-Traction Rolling Stock Teknisi Kereta Api Train Technician Pemeliharaan Lok CC 206 Maintenance of CC 206 Locomotive Pemeliharaan AC AC Maintenance Training for Trainer Training for Trainer Prinsip-prinsip pengoperasian KRL EMU Operation Principles Teknik perawatan jalan rel Track Maintenance Technique Teknik perawatan jembatan Bridge Maintenance Technique Perawatan rel Track Maintenance Teknik pemeriksaaan dan penyiapan jalur Track Inspection and Preparation Technique Teknik instruksi masinis Instruction for Locomotive Engineer Technique Sistem KRL Serie 80008500 Dipo Depok EMU Serie 80008500 System of Depok Depot Sistem sarana penggerak nonlistrik Non-Electric Traction System Teknik perawatan Sarana Perkeretaapian Tanpa Penggerak Non-Traction Rolling Stock Maintenance Technique Teknik Perawatan Sarana Perkeretaapian dengan Penggerak Non Listrik Non-Electric Traction Maintenance Technique Teknik Pelatihan Pemeriksaan Sarana tanpa Penggerak Non-Traction Rolling Stock Inspection Technique Teknik Perkeretaapian Railway Technique Teknik Pemeliharaan Lok CC 206 CC 206 Locomotive Maintenance Technique Teknik perawatan dan perbaikan AC AC Maintenance and Repair Techniques Training for Trainer Training for Trainer Jenis Pelatihan Jenis Pelatihan Angkatan Angkatan Kompetensi Kompetensi Materi Utama Pelatihan Materi Utama Pelatihan VIII - XI Hard skill Angkatan I Hard Skill Angkatan I Hard skill I - VI Hard Skll I - IV Hard Skill I II Hard Skill I, II III Hard Skill I - V Hard skill I , II, III Hard skill I, II Hard Skll I-IV Hard Skill I Hard Skill I, II Hard Skill I, II, II Hard Skill I-IV Hard Skill 5. Balai Pelatihan Teknik Traksi Business Prospects and Corporate Strategy Analysis and Managerial Discussion PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 391 PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 391 Supporting Business Report 6. Pelatihan di Pusdiklat D. STUDI BANDING D. COMPARATIVE STUDY PT Kereta Api Indonesia Persero mengadakan program benchmarking ke tiga negara, yaitu China, Jepang, dan Perancis. Studi banding ke China terutama ditujukan untuk meningkatkan pengetahuan SDM dalam bidang teknik perkeretaapian, seperti perencanaan dan pengendalian, pemeliharaan kereta api dan sistem persinyalan. Program ini dilaksanakan dalam dua tahap, yaitu bulan Februari dan bulan November. Sepanjang 2013 telah dikirim sebanyak 1.008 pegawai. Studi banding ke Jepang bertujuan untuk mempelajari sistem perkeretapaian dan pengelolaan SDM perkereta- apian. Selama tahun 2013 telah dikirim 52 pegawai ke Jepang. PT Kereta Api Indonesia Persero held a benchmarking program to three countries, i.e. China, Japan, and France. The comparative study to China was primarily intended to improve the employees’ knowledge in the railway engineering such as planning and control, train maintenance and signalling system. This program was carried out in two stages in February and November. During 2013, as many as 1,008 employees had been sent to this country. The comparative study to Japan was aimed to learn the railway system and railway Human Resources Management. During 2013, as many as 52 employees had been sent to Japan. Polsus KA Special Police for Train Pribadi Efektif Effective Person WeldingPengelasan Welding Audit Internal Internal Audit Manajemen Pemasaran Marketing Management Leadership Kepala Stasiun Leadership as Head of Station Survei Pasar 2013 Market Survey 2013 Ahli Keselamatan dan Kesehatan Kerja Umum Occupational Health and Safety Experts ISO 9001:2008 ISO 9001:2008 Internal Auditor SPI Capacity Bulding Internal Auditor SPI Capacity Bulding Teknik pengamanan Security Technique Kerja sama tim dan hubungan antar pribadi Teamwork and Interpersonal Communication Teknik welding Welding Technique Audit internal Internal Audit Manajemen Pemasaran, Teknik Pemasaran Marketing Management and Technique Kepemimpinan stasiun Leadership in Station Survei pasar Market Survey Sistem K3 K3 System ISO 9001:2008 ISO 9001:2008 Good Corporate Governance Good Corporate Governance Jenis Diklat Angkatan Kompetensi Materi Utama Pelatihan I Hard skill I, II Soft Skill III Hard skill I Hard Skll Angkatan I Hard Skill I-II Soft Skill I 20 peserta Hard Skill I 30 peserta Hard Skill I 21 ,II 29 peserta Hard Skill I 65 peserta Soft Skill 6. Training Center 392 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 392 PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 392 PT Kereta Api Indonesia Persero melaksanakan penilaian kinerja karyawan setiap tahun sebagai evaluasi atas kinerja individu karyawan. Hasil pengukuran kinerja digunakan sebagai dasar pengembangan karyawan oleh atasan, pengembangan diri karyawan oleh atasan, pengembangan diri karyawan, dasar kenaikan pangkatgolongan, dasar pertimbangan promosimutasi, dan dasar penentuan kebutuhan pendidikan dan pelatihan. Penilaian kinerja dilaksanakan sebagai evaluasi pencapaian kinerja individu karyawan yang merupakan turunan dari sasarantarget Perseroan. Target individu karyawan ditetapkan bersama atasan, karena pada dasarnya target bawahan merupakan turunan dari targetsasaran atasannya dan juga sejalan dengan Key Performance Indicator KPI Direksi dan RKAP Perseroan. Pengukuran kinerja dilaksanakan berdasarkan prinsip obyektivitas dan keadilan. Sistem penilaian yang dibangun harus mampu menjadi pembeda antara karyawan berkinerja tinggi dengan karyawan berkinerja rendah. PT Kereta Api Indonesia Persero appraises the performance of its employees every year as the evaluation on the individual employee performance. The results of performance appraisal are used as the basis for employee development by superior, employee self-development by superior, employee self-development, and as the base for periodic raise of job level consideration for employee promotionmutation, and base for defining the needs of education and training. The performance appraisal is conducted as an evaluation on individual employee performance which is a derivative of the Company’s target. The individual employee’s target is decided along with hisher superiors, because the target of a subordinate is basically derived from the target set by hisher superiorand in line with the Board of Directors’ Key Performance Indicator KPI and the Company’s RKAP. The performance appraisal is based on the principles of objectivity and fairness. Its scoring system should be able to distinguish the high performers and the employees with low performance. E. SISTEM PENILAIAN KINERJA E. PERFORMANCE APPRAISAL SYSTEM Alur Proses KPI Korporat ke KPI Individu Flow Process of Corporate KPI to Individual KPI KPI KORPORAT KPI DAOP-DIVRE KPI JABATAN KPI INDIVIDU KONTRAK MANAJEMEN Anak Perusahaan CORPORATE KPI DAOP-DIVRE KPI KPI LEVEL INDIVIDUAL KPI MANAGEMENT CONTRACT Subsidiaries Studi banding ke Perancis terutama ditujukan untuk mempelajari sistem pelayanan hospitality dalam bisnis jasa kereta api. Tahun 2013 Perseroan telah mengirim 186 pegawai ke Perancis. The comparative study to Franch was primarily intended to learn the hospitality system in the business of railway service. In 2013, the company has sent 186 employees to France. Business Prospects and Corporate Strategy Analysis and Managerial Discussion PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 393 PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 393 Supporting Business Report Kategori penilaian KPI individu berdasarkan atas nilai prestasi sebagai berikut: a. Istimewa Nilai 4 : Skor 400 b. Baik Sekali Nilai 3 : Skor 300-400 c. Baik Nilai 2 : Skor 200-300 d. Kurang Nilai 1 : Skor 200 Bagi pegawai, pelaksanaan KPI memberikan manfaat yang cukup besar bagi peningkatan semangat dan motivasi dalam bekerja. Dengan demikian, pegawai bisa melakukan tugas atau pekerjaan sehari-hari dengan maksimal. Semakin baik kinerja yang diberikan maka Perseroan akan memberikan apresiasi. Demikian pula sebaliknya bila kinerja suatu pegawai kurang maksimal, maka Perseroan akan memberikan pembinaan agar pegawai bisa kembali pada performance terbaiknya tersebut. Secara umum Perseroan akan gembira apabila kinerja para pegawainya meningkat. Karena itu Perseroan juga akan memberikan kesempatan kenaikan pangkat atau jabatan bagi pegawai yang berprestasi sesuai dengan ketentuan berikut ini: 1. Jika pegawai tersebut berkategori Istimewa apabila dalam 4 kali penilaian KPI selalu memberikan hasil sempurna dengan inisiatif yang tinggi 2. Jika pegawai tersebut berkategori baik sekali apabila dalam 3 kali penilaian KPI selalu memberikan hasil yang sesuai target dan baik sekali 3. JIka pegawai tersebut berkategori baik apabila dalam 2 kali penilaian KPI selalu konsisten dengan hasil pekerjaan yang sudah dilakukan. 4. Jika dalam dua kali masa penilaian, namun indeks prestasinya di bawah standar maka telah terjadi penurunan kinerja sehingga pegawai tersebut perlu mendapatkan pembinaan dari Perseroan. The categories of individual KPI appraisal are based on the achievement scores as follows: a. Excellent value 4: Score 400 b. Very Good Value 3: Score 300 - 400 c. Good Value 2: Score 200 - 300 d. Poor value 1: Score 200 The implementation of KPI provides substantial benefits for employees to enhance their spirit and motivation to work. Therefore, employees can perform their job or daily tasks maximally. The better performance shown to the Company will be more appreciate. On the contrary, when the employees performance is not maximal, thus the Company will provide assistance in order to improve the employees best performance. In general, the Company will be satisfied if the employees performance improved. Therefore, the Company will also give opportunity of promotion or position raise for those who perform in accordance with the following provisions: 1. An employee is categorized Excellent if in 4 times KPI appraisal heshe always gives perfect results with high initiative. 2. An employee is categorized Very Good if in 3 times KPI appraisal heshe always gives very good results and appropriate to the target. 3. An employee is categorized Good if in 2 times KPI appraisal heshe is always consistent with the results of the work heshe has done. 4. If in two times of appraisal, the performance index of an employee is below the standard, which means a declining performance, so that the Company will need to develop himher.