2017 halo vale filenerja perusahaan misalnya hasil pencapaian pelaksanaan program sosial pt vale ......

Halo Vale

INTERNAL MAGAZINEPT VALE INDONESIA Tbk201719

Menuju 90 Kilo Ton

L i m a Ta h u n P T P M

Ti m E R G B a nt u Ko r b a n G e m p a Ace h

Wawa n c a ra D i re k t u r B a s e M e t a l s J e n n i fe r M a ki

PT Vale Continuous Improvement

Pelindung/Patron: Board of Directors PT Vale Indonesia Tbk, Penasihat/Advisor: Gunawardana Vinyaman (Director of Communications & External Affairs), Penanggung jawab/Editors in Chief: Bayu Aji Suparam (Senior Manager of Communications), Redaksi Pelaksana/ Managing Editor: Sihanto B. Bela, Redaksi/ Editors: Rohman Hidayat Yuliawan, Nala Dipa Alamsyah, Nuki Adiati, Maman Ashari, Wahyudi, Dimas Marendra Fotografer/Photographer: Harris Gunawan, Desain & Tata Letak/Design & Layout: Luki Ahmadi Hari Wardoyo, Alamat Redaksi/Address: Jl. Ternate No. 44 Sorowako, Kabupaten Luwu Timur, Sulawesi Selatan, Telp. 021-5249100, Ext. 9628 & 9888, Fax. 021-5289587.

Redaksi Halo Vale menerima sumbangan naskah dari pembaca. Naskah ditulis dengan bahasa yang mudah dimengerti dan populer. Panjang naskah maksimal satu setengah halaman kuarto, spasi satu setengah. Sertakan foto atau ilustrasi baik gambar maupun grafik jika diperlukan. Saran dan naskah dikirimkan ke alamat email editor: [email protected] dan [email protected].

Readers are welcome to contribute articles for publication in Halo Vale. Articles should be written in prose that is easy to understand, with a line-space of 1.5 and a maximum length of 1.5 A4 pages. Include photos or illustrations, drawings or graphs, if necessary. Please send suggestions and articles to the editor at [email protected] and [email protected].

Anda dapat mengunduh Halo Vale edisi digital (PDF) di vale.com/indonesia pada bagian Pers/Publikasi. Digital version of Halo Vale can be downloaded from vale.com/indonesia on Press/Publication section.

2 Halo Vale 19 I Tahun 2017

Editorial

Pembaca yang Budiman.

PT Vale menargetkan peningkatan volume produksi tahunannya menjadi 90.000 metrik ton. Tentu hal ini menjadi pekerjaan besar. Di mana seluruh lini operasi dan pendukung perlu bergerak bersama untuk menggapai hal tersebut.

Peningkatan target volume produksi itu juga tidak muncul begitu saja. Ketentuan tersebut merupakan salah satu obligasi perusa-haan terhadap pemerintah Indonesia yang tercantum pada butir renegosiasi Kontrak Karya yang berlangsung 14 Oktober 2014 silam. Di ketentuan tersebut PT Vale berkewajiban meningkatkan volume produksi tahunannya sebesar 25% dari rata-rata yang volume tahunan sebelum renegosiasi berlangsung. Bagaimana langkah PT Vale merealisasikan target ini? Apa saja tahapan, projects, dan tantangannya? Hal tersebut akan diulas di rubrik Laporan Utama edisi 19 ini.

Selain itu, kami juga akan menyajikan beberapa artikel terkait ki-nerja perusahaan misalnya hasil pencapaian pelaksanaan program sosial PT Vale (PTPM) dan hibah perusahaan kepada masyarakat Luwu Timur berupa fasilitas publik.

Yang tak kalah menarik adalah wawancara kami dengan Presiden Komisaris PT Vale dan Direktur Eksekutif Vale S.A. untuk Base Metals Jennifer Maki yang sempat berkunjung ke Sorowako beberapa wak-tu lalu. Jennifer bercerita dinamika dan tantangan Vale, khususnya Base Metals di tengah perlambatan ekonomi global beberapa tahun ke depan. Dia juga bercerita tentang passion dan semangatnya selama berkarir di Vale.

Selamat membaca.

Editorial

Dear readers,

PT Vale aims to increase the annual production volume to 90,000 metric tons. This is a huge task. Where all the employ-ees from operation and supporting lines need to collaborate to achieve it.

The idea of increasing production volume is not a sudden decision. The provision is one of the Company’s obligation to the Indonesian government listed on the renegotiation of Contract of Work which held on October 14, 2014 ago. Under these terms, PT Vale is obliged to increase the annual produc-tion volume by 25% from the average annual volume prior to renegotiation. How does PT Vale realize this target? What are the stages, projects and challenges? It will be featured in Cover Story section of this 19th edition.

In addition, we will also present some articles related to Company’s performance such as the achievement of PT Vale’s social program (PTPM) and corporate grants to the East Luwu community in form of public facilities.

No less interesting is our interview with PT Vale’s President Commissioner and Executive Director of Vale S.A. for Base Metals Jennifer Maki who had visited Sorowako some time ago. Jennifer spoke about the dynamics and challenges faced by Vale, especially in Base Metals, amid the global economic slowdown over the next few years. She also expressed her passion during her career at Vale.

Happy reading.

Halo Vale

INTERNAL MAGAZINEPT VALE INDONESIA Tbk201719

Menuju 90 Kilo Ton

Li ma Tahun P T P MTi m E R G B ant u Kor b an G e mp a Ace hWawan c a ra D i re k t ur B as e Me t als J e nn i fe r M aki

PT Vale Continuous ImprovementMenuju 90 Kilo Ton

DAFTAR ISI CONTENT 3LAPORAN UTAMA COVER STORY

Menuju 90.000 Metrik Ton 5

Toward 90,000 Metric Tons 8

63 Proyek Siap Dieksekusi 10

63 Projects Ready to Execute 12

Kata Mereka 14

What They Say 14

Siasat Menghemat Ban 16

Tire Savings Strategy 18

Implementasi CI di Area Tambang 20

Implementation of CI in Mines Area 22

Memangkas Biaya Sekaligus Meningkatkan Kinerja Dryer

24

Reducing Costs while Increasing Dryer Performance

26

Usia Pakai Bertambah Sekaligus Menjaga Stok K omponen

28

Increasing Component Lifetime while Keeping Stock Level

30

Sembilan Langkah untuk Perbaikan 32

Nine Steps to Improvement 33

Tujuh Alat untuk Perbaikan 34

Seven Tools for Improvement 34

KINERJA PERFORMANCE

Menjaring Ide Perubahan 36

Gathering Ideas on Changes 38

Kontribusi PT Vale untuk Luwu Timur 40

Contributions for East Luwu 42

PTPM, Setelah Lima Tahun 44

PTPM, After Five Years 46

INTERAKSI INTERACTION

Babak Baru Apprentice Program 2015-2016 48

New Round of Apprentice Program 2015-2016

51

Mengajak Karyawan Menjaga Kesehatan Otot

54

Motivating Employees to Maintain Muscular Health

55

Tim ERG Bantu Aceh 56

PT Vale's ERG Helps Aceh 58

Melihat Potensi Pengembangan Dana Pensiun

60

Learning the Potentials of Pension Fund Devlopment

62

WAWANCARA INTERVIEW

Jennifer Maki: "Karyawan adalah Faktor Utama Mencapai Sukses"

64

Jennifer Maki: "Human Resources are Key Factor to be Successful"

66

SEHAT SELAMAT HEALTH & SAFETY

K3 adalah Tanggung Jawab Bersama 68

K3 is Shared Responsibility 70

PT Vale menargetkan volume produksi tahun-annya menembus 90.000 metrik ton. Untuk me-ngejar target tersebut perusahaan menggulirkan strategi berupa perbaikan secara konsisten dan berkelanjutan.

Target of 90,000 metric tons production volume has been set by PT Vale. To reach this target the company rolled out a strategy of consistent and sustainable improvement.

Cover Illustration & Design :

Luki Ahmadi Hari Wardoyo

3Tahun 2017 I Halo Vale 19

DAFTAR ISI/ CO N T E N T

SURAT PEMBACA / READERS’ LET TERS

Kirimkan kritik, saran, dan tanggapan Anda tentang Halo Vale ke [email protected] atau kirimkan surat ke DP 23B. Surat yang dimuat akan mendapatkan suvenir menarik. Pengirim surat pembaca yang dimuat, silahkan mengambil suvenir di Communications & External Affairs Department pada hari dan jam kerja.

Send your opinion, comment and feedback about Halo Vale to [email protected] or letters to DP 23B. For each letter published will receive a souvenir. For letter senders, kindly pick up your souvenir at Communications & External Affairs Department during the days and working hour.

Menjadi KontributorApakah memungkinkan redaksi Halo Vale menerima artikel atau informasi menarik yang mungkin dapat diliput? Bagaimana caranya menjadi kontributor artikel atau informasi tersebut?I n d r a K a d i r, C i v i l C o n s t r u c t i o n

Tentu kami sangat senang bila ada karyawan atau kontraktor yang secara aktif memberikan informasi menarik atau bahkan menjadi kontributor. Beberapa artikel yang kami publikasikan pernah berasal dari kontributor. Anda dapat mengirimkan artikel dengan syarat panjang naskah maksimal satu setengah halaman kuarto dengan isu menarik dan bahasa yang dikemas popular dan dimengerti. Kami tunggu kontribusinya!

Tips Sehat dan BugarHalo redaksi, gaya hidup sehat mulai diadopsi dan ngetren saat ini. Saya perhatikan beberapa karyawan dan kontraktor PT Vale bahkan mulai banyak yang beralih ke gaya hidup sehat. Untuk mendukung hal itu, mereka memerlukan wawasan “how to” untuk hidup sehat dan bugar. Menurut saya, Halo Vale juga bisa memberikan referensi melalui artikel-artikel kesehatannya di rubrik non laporan utama. E r n y L e n t e , A d m i n O f f i c e r C a p i t a l & P r o j e c t M a n a g e m e n t

Terima kasih masukannya. Hal tersebut akan kami lakukan. Beberapa kali topik kesehatan dan gaya hidup sehat pernah kami ulas di rubrik Health & Safety.

Porsi Berita Safety Perlu DitambahMenurut saya porsi berita safety di majalah masih perlu ditambah. Karena selama ini biasanya hanya satu artikel yang diulas di rubrik Health Safety, itupun lebih sering artikel tentang kesehatan atau gaya hidup sehat. Padahal tema Health-Safety dapat mengulas event terkait yang cukup sering dan banyak berlangsung di PT Vale. Y u n g Fa j a r R i y a d i , P T N u s a n t a r a Tr a i s s e r

Rubrik Health & Safety memang kami siapkan untuk mengulas khusus isu tersebut di majalah. Karena Safety merupakan salah satu topik penting bagi perusahaan. Terkait porsi, sebenarnya kami cukup rutin mengulas isu safety dari berbagai sudut pandang; event, tips, bahkan prosedur. Bahkan kami pernah menerbitkan edisi khusus Safety Halo Vale. Pada edisi ini kami memberikan porsi besar untuk event Bula K3 2017. Selamat menikmati.

How to Become a ContributorDoes Halo Vale’s editorial team accept article submissions or interesting information that may be published? How to become a contributor to such article or information?I n d r a K a d i r, C i v i l C o n s t r u c t i o n

Of course we are very happy when there are employees or contractors who actively provide interesting information or even become a contributor. Some of the articles we published was written by contributors. You can submit articles of interesting issues in a maximum length of one and a half pages of quarto and packaged with popular and understandable languages. We look forward to your contribution!

Healthy and Fit TipsHello editors! Healthy lifestyle began to be adopted and trending at this time. I noticed some of PT Vale’s employees and contractors started to switch to a healthy lifestyle. To support that positive trend, they need a “how-to” guide to live healthy and fit. In my opini-on, Halo Vale can also provide references through health articles outside Cover Story. E r n y L e n t e , A d m i n O f f i c e r C a p i t a l & P r o j e c t M a n a g e m e n t

Thank you for your feedback. We have published the health and healthy lifestyle articles several times in the Health & Safety section, and we will continue to maintain the section.

Safety News Portion Need to be AddedI think the portion of safety news in this magazine still needs to be added. So far, usually only one article published in Health & Safety section, and was heavier on health or a healthy lifestyle. Whereas the Health & Safety articles can wrote about related events that are quite frequent and held so many times in PT Vale.Y u n g Fa j a r R i y a d i , P T N u s a n t a r a Tr a i s s e r

We prepared the Health & Safety section to publish such issues in the magazine because safety is one of the important topics to the Company. Related to portion, actually we quite regularly publish the safety issues from various points of view; Events, tips and even procedures. In fact we have published a special edition of Safety in Halo Vale. In this edition, we provide large portions for K3 Month 2017 event. Enjoy.


PT Vale Continuous Improvement Projects

Menuju 90.000 Metrik TonPT Vale menargetk an volume produksi tahunannya menembus 90.000 metrik ton. Untuk mengejar target tersebut perusahaan menggulirk an strategi berupa perbaik an sec ara konsisten dan berkelanjutan.


L APOR AN UTAMA

PT Vale memasang target volume produksi 90.000 metrik ton. Target tersebut untuk memenuhi kewajiban yang melekat dari renegosiasi Kontrak Karya antara PT Vale dengan Pemerintah Indonesia pada Oktober 2014 silam. Untuk meraih target tersebut strategi PT Vale melalui realisasi project-project perbaikan operasional yang eksis tanpa penambahan lini produksi kelima. Target 90.000 metrik ton ini hendak dicapai melalui program Continuous Improvement (CI).

Realisasi CI tersebut berupa inisiatif perbaikan dan peningkatan kinerja alat operasi, sistem dan budaya kerja yang lebih efektif dan efisien dengan tetap mengutamakan keselamatan dan kesehatan kerja. Menurut Chief Operating Officer PT Vale Lovro Paulic, CI tidak hanya diwujudkan melalui project perbaikan di area operasi khususnya Blok Sorowako, Sulawesi Selatan.

Bagi PT Vale menambah target volume produksi menjadi 90.000 metrik ton merupakan tantangan besar. Pasalnya, dalam hitungan di atas kertas, sisa volume produksi yang harus dikejar bisa dibilang cukup menantang. Dengan menggunakan indikator volume produksi lima tahun terakhir (2017-2012) dengan rekor volume tertinggi 81.177 metrik ton (2015) dan terendah 70.717 metrik ton (2012) ditambah perolehan tahun 2013, 2014 dan 2016 maka bila dirata-rata volume produksi PT Vale sebesar 76.806 metrik ton. Artinya masih ada 13.199 metrik ton jarak yang perlu dikejar.

Namun target dan CI bukan semata persoalan hitungan di atas kertas. Namun juga terdapat komponen non teknis yang dapat mengubah hasil, yakni kerja sama tim, budaya dan semangat kerja. Di luar itu, inisiatif continuous improvement, ungkap Fasilitator & Project Coordinator CI Arief Savuwan,

bukanlah hal yang baru bagi perusahaan. Hal ini telah dilakukan secara konsisten dan berkesinambungan sejak

2012 melalui OMIP (Operation & Maintenance Improvement Program) di area Process Plant dan Mining dan memberikan hasil yang signifikan. OMIP merupakan salah satu program yang dijalankan oleh tim Process Plant dan Mining didukung oleh Operational Excellence (EO). Sejak OMIP bergulir, tidak hanya telah membantu kestabilan performa mesin di area pabrik pengolahan, tapi juga mengatasi berbagai hambatan dalam proses kerja operator dan kru perawatan mesin serta menumbuhkan budaya kerja positif.

63 proyekPada tahap awal, hingga Agustus 2017, CI telah mencakup 63 proyek yang telah disetujui untuk dieksekusi. Proyek-proyek tersebut sebagian besar berada di area Process Plant dan Mines yang meliputi perbaikan, penggantian dan modi-fikasi komponen alat hingga perbaikan mekanisme-sistem kerja untuk meminimalisasi delay sekaligus meningkatkan kinerja-produktivitas alat dan tenaga kerja. Selain di dua area tersebut, CI juga berlangsung di area Maintenance dan Utilities yang telah memasuki tahap diskusi.


L APOR AN UTAMA

Chief Operating Officer PT Vale Lovro Paulic memberi pengarahan kepada leaders di acara Kick Off CI di Mines Harapan Training Room, akhir Maret 2017 silam.

Melihat cukup menantangnya target perusahaan ini, Super-visor of Ore Quality System & Support, Mines Department PT Vale Abdul Rauf mengatakan Mines Department khu-susnya bagian Ore Control menyatakan siap merealisasikan target perusahaan ini. “Tantangan terbesar bagi kami adalah meningkatkan confidence level atas ore deposite yang akan ditambang, kemudian men-deliver ore dengan variability chemistry yang rendah dan kandungan air yang rendah ke pabrik agar operation berjalan efisien. Namun saya kira kita bisa mencapai target tersebut karena sudah dibekali metode dan langkah-langkah agar project ini dapat tercapai,” ujar Abdul Rauf.

Semua berkontribusiDi tempat terpisah, Manager Maintenance & Utilities PT Vale Andi Suntoro mengimbau agar seluruh komponen Perusahaan mencari peluang-peluang dan inovasi untuk mencapai target ini sehingga Perusahaan dapat beroperasi lebih efisien, meningkatkan reliability, dan mengantisipasi pengeluaran yang tidak diperlukan.

Sedangkan Supervisor Mobile Equipment Maintenance PT Vale Teguh Dwi Kuncoro mengatakan di areanya telah teridentifikasi 20 inisiatif untuk mengejar target 90.000 metrik ton tersebut. “Sebenarnya inisiatifnya tidak terlalu wow tapi agar seluruh pekerja di MEM agar aware dengan target peru-sahaan tersebut,” ujar Teguh.

“Kami sangat berharap semua departemen dapat berkon-tribusi dan memunculkan ide-ide perbaikan yang kemudian menyampaikannya kepada kami agar dapat kita diskusikan dan merealisasikannya. Semua peluang dan ide-ide per-baikan sangat terbuka untuk disampaikan,” ungkap Arief.[]

Tim Continuous ImprovementChairman Members

Lovro Paulic, Mappaselle, Dani Widjaja, Andi Suntoro, Abu Ashar, Roimon Barus & Agus Superiadi

Fasilitator & Koordinator Proyek

Arief Savuwan

Steering Commitee

Project Sponsor MU Department

Andi Suntoro

Project Sponsor Mine Department

Mappaselle

Project Sponsor Process Plant

Dani Widjaja

Project Sponsor Other Department

Manager

Support CI Team Muhammad Adli, Cosmas Martanto Tribaskoro, Wisnu Haryoko, AA Reston, Fitra Jaya, Yanuar, Eddin Harb Hamzah

Semua departemen dapat berkontribusi dan memunculkan ide-ide perbaikan untuk mendukung CI.


L APOR AN UTAMA

PT Vale Continuous Improvement Projects

PT Vale sets a production volume target of 90,000 metric tons. The target is to meet the inherent obligations of the contract renegotiation between PT Vale and the Government of Indonesia in October 2014. The strategy taken by PT Vale to achieve this target is by optimizing the existing production lines instead of adding the fifth one. The project towards 90,000 metric tons is later known as the Continuous Improvement (CI).

The CI has been carried out by improving the performance of operating instruments, systems and work culture to become more effective and efficient while maintaining the occupational safety and health. According to Chief Operating Officer of PT Vale Lovro Paulic, the CI is applied through the

improvement in the operation area of Sorowako Block, South Sulawesi.

Increasing its production to 90,000 metric tons is a big chal-lenge for PT Vale. The reason is, based on the calculation the difference from the current production volume would be quite challenging to cover. By using the production volume indicator for the last five years (2012-2017) the highest record of production volume was 81,177 metric tons (2015) and the lowest was 70,717 metric tons (2012) plus the volumes in 2013, 2014 and 2016 then the average production volume of PT Vale is 76,806 metric ton. This means there are 13,199 metric tons to be covered.

Toward 90,000 Metric TonsTarget of 90,000 metric tons produc tion volume has been set by PT Vale. To reach this target the company rolled out a strategy of consistent and sustainable improvement.


CO V E R S TO RY

However the target and CI are not just a matter of calculation on paper. Some non-technical components may change the outcome, such as the teamwork, culture and morale. Beyond that, the continuous improvement initiative, according to Facilitator & Project Coordinator of CI Arief Savuwan, is not a new thing for the Company. This has been done consist-ently and continuously since 2012 through OMIP (Operation & Maintenance Improvement Program) in the Process Plant and has been delivering significant results. OMIP is one of the programs run by the Process Plant and supported by Operational Excellence (OE). Since the rolling of OMIP, it has not only helped the stability of machinery performance in the processing plant, but also has overcome many obstacles in the working process of the operators and the maintenance crew while fostering a positive work culture.

63 projectsIn the early stages, until August 2017, the CI team has identified 63 projects that have been approved and can be executed. The projects are mostly located in Process Plant and Mining areas that include repair, replacement and modifica-tion of machinery components to improved working mecha-nisms and minimize delay while improving the performance and productivity of the equipments and labors. In addition to these two areas, the CI is also carried out in the Maintenance and Utilities which has entered the discussion phase.

Although the company’s target is quite challenging, Supervi-sor of Ore Quality System & Support, Mines Department of PT Vale Abdul Rauf said the Mines Department, especially the Ore Control, is ready to realize the target of the company. “The biggest challenge for us is to increase the confidence level of the ore deposits to be mined, then to deliver the ore with low variability of chemistry and low water content to the plant to make it operate efficiently. But I think we can achieve this target since we are equipped with methods and steps qualified to make it achievable,” said Abdul Rauf.

All contributesSeparately, Manager Maintenance & Utilities PT Vale Andi Suntoro called on all components of the company to find methods and invent innovations so that the company can operate more efficiently, improve reliability, and anticipate unnecessary expenses to achieve the target.

Meanwhile, Supervisor of Mobile Equipment Maintenance of PT Vale Teguh Dwi Kuncoro said in his department he has

identified 20 initiatives to help realize the target of 90,000 metric tons. “Actually the initiatives are not too wow but they will make all workers in MEM to be fully aware about the company’s target,” said Teguh.

“We sincerely hope all departments can contribute and come up with ideas of improvement which then tell us so we can discuss and make it happen. All means and ideas for the improvement are very much welcomed to be conveyed,” said Arief.[]

Continuous Improvement TeamChairman Members

Lovro Paulic, Mappaselle, Dani Widjaja, Andi Suntoro, Abu Ashar, Roimon Barus & Agus Superiadi

Facilitator & Project Coordinator

Arief Savuwan

Steering Commitee

Project Sponsor MU Department

Andi Suntoro

Project Sponsor Mine Department

Mappaselle

Project Sponsor Process Plant

Dani Widjaja

Project Sponspor Other Department

Manager

Support CI Team Muhammad Adli, Cosmas Martanto Tribaskoro, Wisnu Haryoko, AA Reston, Fitra Jaya, Yanuar, Eddin Harb Hamzah


L A P O R A N U TA M A

63 Proyek Siap DieksekusiHingga Agustus 2017 telah terdaftar 63 proyek CI. Sebanyak 16 proyek bergulir di tahun ini.

Untuk mengejar target volume produksi 90.000 metrik ton, hingga Agustus 2017, tim CI telah mengidentifikasi 63 proyek yang dapat dieksekusi. Sebagian proyek berada di area Process Plant dan Mines. Selain itu juga terdapat beberapa proyek yang dalam tahap diskusi dari area Maintenance dan Utilities.

Berikut beberapa proyek yang siap dieksekusi di area pabrik pengolahan di Blok Sorowako. Untuk lingkup kerja pening-katan komponen alat berada di Dryer 1, 2 & 3 berupa peng-gantian dan peningkatan (upgrading) komponen main drive dan cone crusher. Kemudian ada pula di area Kiln, khususnya Kiln 5 perlu dilakukan upgrading ESP (Electro Static Preci-pator), perbaikan skala timbangan DOS, perbaikan sistem Coal Control, perbaikan sistem pembakaran (burner impro-vement) yang bertujuan untuk efisiensi konsumsi bahan bakar dan perbaikan Calcine Thermocouple.

Pada area Furnace 1 & 2 dilakukan percobaan penambahan sumber energi menjadi 80 megawatt, perbaikan offgas, percobaan pengolahan terak tanur pelebur menggunakan

udara, serta pemasangan load cell dan radar. Juga percobaan kompresor bertekanan tinggi, peningkatan blowing rate con-verter, dan peningkatan pada sistem bumping di laddle aisle.

Sementara di area tambang terdapat 19 proyek yang disetujui untuk dieksekusi. Beberapa di antaranya yang terfokus pada optimalisasi operasi melalui jadwal produksi adalah pre--stripping ore, overburden spreader, termasuk penambahan alat berat seperti dozer untuk area disposal, penerapan Hot Seat Shift Change (HSSC) hingga perbaikan di area Screening Station.

Sedangkan di area Maintenance & Utilities diidentifikasi beberapa proyek untuk mendukung peningkatan kapasitas


L APOR AN UTAMA

"Agenda ini padat dan menantang, tapi saya yakin kami bisa merealisasikannya bila bersama-sama"

listrik sejalan dengan penambahan produksi serta peng-gantian beberapa alat seperti kompresor udara, transformer dan peningkatan kapasitas bus bar.

Sudah berjalan“Meski agenda ini padat dan menantang, tapi saya yakin kami bisa merealisasikannya bila bersama-sama,” ujar Fasilitator dan Project Coordinator CI PT Vale Arief Savuman. Menurut Arief terhitung 2017 telah berjalan 16 proyek dalam per-kembangan. Bahkan beberapa di antaranya sudah rampung diimplementasikan. Misalnya Tire Management System dan Pit Stop di area tambang.

Hal tersebut dibenarkan Manager Maintenance & Utilities Andi Suntoro. Menurut Andi ada beberapa proyek CI yang sudah berjalan di beberapa departemen. “Di Utilities, mi-salnya ada 7 proyek yang harus disiapkan Tim Maintenance Utilities bersama Tim Process Plant yang sudah mendisku-sikan hal-hal yang perlu dilakukan termasuk mempersiapkan resources untuk mendukung hal ini,” ujar Andi.[]

L APOR AN UTAMA


63 Projects Ready to ExecuteUntil August 2017, 63 CI projec ts have been listed. Sixteen projec ts are in progress.To achieve the production volume target of 90,000 metric tons, PT Vale has already identified 63 continuous improve-ment projects that can be executed. Most of the projects are carried out in the Process Plant and mining areas. Some projects are in the discussion phase to be conducted in the Maintenance and Utilities.

Here are some projects that are ready to execute in the pro-cessing plant in Sorowako Block. For the scope of works, the equipments need to be improved are the Dryer 1, 2 & 3 in the form of replacement and upgrading the main drive and cone crusher components. The Kiln area, especially kiln 5 also need to be improved by upgrading ESP (electro static precipator), fixing DOS weight scale, coal control system, and burner improvement to increasing fuel consumption efficiency.

Still in the processing plant, the Furnace 1 & 2 areas did not elude from the performance improvement project. In these two areas, an experiment of adding energy sources to become 80 megawatts was done, including fixing offgas, experimenting on furnace slag processing with air, and load cell and radar installing. Also experimenting on high pressure compressor, increasing converter blowing rate and increasing bumping in laddle aisle system.

Meantime in the mining areas there are 19 projects have been approved for execution. Some of the projects focus on the optimizing the operations through the production schedules, such as the pre-stripping ore, overburden spreader, including the heavy equipment like dozer for disposal area, implemen-tation hot shift seat change and upgrading the screening station area.

In the area of Maintenance & Utilities, there are some projects for supporting increasing electrical capacity in line with pro-duction upgrading and tools replacement ; air compressor, transformer and bus bar increasing capacity.

"This agenda is tight and challenging, but I'm sure that we're going to be able to realize it together"


CO V E R S TO RY

Already running

“Although this agenda is hectic and challenging, I am sure that together we can realize it,” said Facilitator and Project Co-ordinator of CI Arief Savuman. According to Arief, 16 improve-ment projects have been running so far for 2017. Even some of them have been completed, for example the Tire Manage-ment System and the Pit Stop in the mining area.

Manager Maintenance & Utilities Andi Suntoro confirmed it. According to Andi, there are several continuous projects that have been running in several departments. “In Utilities, for example, there are 7 projects that must be prepared by Maintenance & Utilities Team together with the Process Plant Team. They have discussed things need to be done including the preparation of resources to support it,” said Andi.[]


CO V E R S TO RY

Kata Mereka Chief Operating Officer PT Vale Lovro Paulic. “Pada tahap awal telah diidentifikasi 63 project continuous improvement yang telah disetujui dan dapat segera diek-sekusi. Kita semua perlu menuju ke arah, tujuan dan visi yang sama, yakni 90.000 metrik ton melalui CI. Semua orang perlu berkontribusi dan saling mendukung project ini. Bila ada tim yang tidak mampu merealisasikan project improvement-nya segeralah sampaikan agar kita dapat mencari solusi dan menggantinya dengan project lain atau mengalihkan sumber daya untuk project lainnya yang lebih membutuhkan”

“In the early stage there are 63 projects of continuous im-provement approved and executed. We all need to go in the same direction, purpose and vision, which is 90,000 metric tons through CI. Everyone needs to contribute and support each other. If there is a team who cannot realize the improve-ment project immediately, say so. We will find a solution and replace the project with another or divert the resources to other projects that need them more.”

Manager of Ore Quality System & Support, Mines Department PT Vale Abdul Rauf. “Mines Department khususnya bagian Ore Control menyatakan siap merealisasikan target peru-sahaan ini. Tantangan terbesar kami adalah me-ningkatkan confidence level atas ore deposite yang akan ditambang, kemudian men-deliver ore dengan variability chemistry yang rendah dan kandungan air yang rendah ke pabrik agar operation berjalan efisien”

“Mines Department, especially the Ore Control, says it is ready to realize the Company’s target. Our biggest challenge is to increase the confidence level of the ore deposits to be mined, then to deliver the ore with low variability of chem-istry and low water content to the plant to make it operate efficiently.”

What They Say

Continuous Improvement


L APOR AN UTAMA/ CO V E R S TO RY

GM Maintenance & Utilities PT Vale Andi Suntoro. “Target ini adalah keharusan karena merupakan komitmen Perusahaan kepada Pemerintah Indonesia dari hasil rene-gosiasi Kontrak Karya 2014. Namun menurut saya Perusahaan confidence merealisasikannya. Kami dapat melakukan proper assessment yang perlu dilakukan, meningkatkan kapasitas equipment tanpa mengorbankan equipment tersebut, depar-temen dapat melakukan inovasi agar perusahaan terbantu . Dengan ini saya menghimbau agar kita semua mencari peluang inovasi saving cost dan meningkatkan reliability”

“This target is mandatory because it is the Company’s com-mitment to the Government of Indonesia after the renegotia-tion of the Contract of Work 2014. But I think the Company is confidence to realize it. We will conduct proper assessment deemed necessary, increase the capacity of equipment with-out sacrificing it, and this department can innovate to help the Company. I hereby appeal to all of us to innovate ways to save the cost and improve the reliability.”

Senior Manager Mobile Equipment Maintenance PT Vale Teguh Dwi Kuncoro.“Target ini memang sangat menantang. Namun semua pihak di Perusahaan dapat melakukan inisiatif yang dapat mendorong dan mendukung target volume produksi 90.000 metrik ton tersebut. Di tempat kami, telah kami inventarisasi bahwa ada sekitar 20 inisiatif dari level senior hingga level di bawah. Inisiatif tersebut memang tidak terlalu wow. Tapi setidaknya seluruh pekerja di MEM aware dengan target yang ditetapkan Perusahaan. Maka itu kita perlu merangkul semua pihak untuk merealisasikan target tersebut”[]

“This target is indeed very challenging. However, all parties in the Company can undertake initiatives to encourage

and support the achievement of production volume target of 90,000 metric tons. In our place, we have an inventory of about 20 initiatives from senior to the bottom level. The initiatives are not that wow. But

at least all workers in MEM aware with the target set by the Company. So we need to embrace all parties to realize the target.”[]



CI Project #1

Kebutuhan penggunaan ban baru untuk alat berat di operational PT Vale sangat fluktuatif. Bahkan bisa dibilang cenderung tinggi dan kerap membuat persediaan ban baru kehabisan stok. Padahal berbagai upaya telah dilakukan divisi Mobile Equipment Maintenance yang punya tugas utama untuk memperbaiki ban alat berat. Dalam catatan MEM pada Januari-April 2016 misalnya tingkat kebutuhan sangat tinggi mencapai 252 ban, khususnya pada jenis haul truck seperti dumptruck 777, 785C dan haul master. Angka tersebut dapat dibilang rekor tertinggi yang pernah terjadi.

“Akhirnya kami melakukan inisiatif untuk melakukan im-provement yang kami beri nama “Tire Spare Management Improvement” yaitu bagaimana cara mencari solusi mening-katkan jumlah ban spare sehingga pembelian ban baru untuk ban belakang dapat ditekan dan bahkan ditiadakan digan-tikan dengan ban spare yang berasal dari tire rolling, tire retread & tire repair untuk menyiasati kebutuhan tersebut,” ujar Manager of HT Loader Shop & Tire Maintenance PT Vale Ratma Patandianan menceritakan latar belakang inisiatif Tire Management Improvement Project ini muncul.

Akhirnya muncullah ide Tire Spare Management Project yang mulai diimplementasikan pada Mei 2016 silam. “Inti dan tujuan project ini adalah mengurangi penggunaan ban baru di posisi ban belakang, memperpanjang usia pakai ban dengan cara me-rolling ban, meningkatkan jumlah ban spare & menurunkan tire inventory, jadwal penggantian ban tepat waktu sehingga dapat mengurangi break down akibat ban rusak expose plies (kawat sampai keluar, Red) untuk menda-patkan casing (ban untuk retread, Red) dan kerusakan ban lainnya, dan memaksimalkan penggunaan ban spare bagian belakang,” kata Ratma yang juga sebagai Project Manager Tire Management Improvement.

Sejak diimplementasikan hingga akhir Desember 2016 ter-catat project ini telah berhasil meningkatkan usia pakai ban. Yang semula umur ban 2.500-2.900 jam, menjadi 4.300 jam. Selain itu dalam kurun tersebut ditahun 2016 kita juga masih mampu menghemat kas perusahaan sebesar 600 ribu dollar AS.

Siasat Menghemat BanTire M anagement Improvement Projec t berhasil memperpanjang usia ban alat berat. Proyek tersebut ditargetk an dapat menghemat k as perusahaan sebesar 1,5 juta dollar AS.


L APOR AN UTAMA

Project ini akan berjalan secara berkelanjutan dan terus ditingkatkan. Menurut Senior Manager Mobile Equipment Maintenance PT Vale Teguh Dwi Kuncoro, melalui project ini, Tire Maintenance akan menargetkan efisiensi kas perusahaan sebesar 1,5 juta dollar AS pada tahun 2019. “Dan kami yakin hal itu akan dapat tercapai,” tambah Teguh.

Kolaborasi ide lintas departemenHal itu pun dibenarkan Manager Warehousing & Delivery PT Vale Yusuf Teja Kusuma Widarto. “Awalnya project ini berasal dari 2 inisiatif yang berbeda, yakni Tire Management dan inisiatif dari Inventory Control untuk menurunkan stock level (inventory level) dimana salah satu penyumbang tingginya in-ventory level adalah ban-ban alat berat yang harganya sangat mahal,” ujar Yusuf.

Di sisi lain, upaya menurunkan inventory level akan menjadi kendala besar, jika penggunaan atau konsumsi ban besar ini tidak stabil atau sangat berfluktuasi setiap bulannya. Ternyata kedua inisiatif ini ada benang merahnya yakni bagaimana meningkatkan umur penggunaan ban, menjaga kestabilan penggunaan ban serta menurunkan stok level pada saat yg bersamaan. Dengan demikian terbentuklah tim bersama den-gan kolaborasi yang sangat baik dan hasil yg memuaskan.

Tire Management Improvement Project merupakan salah satu bagian dari sekian banyak improvement project di PT Vale, sebagai sebuah strategi untuk makin memantapkan budaya continuous improvement di PT Vale. Ini juga menjadi bukti bahwa improvement sudah menjadi bagian dari kar-yawan dan telah memberi sumbangsih kepada perusahaan kita tercinta, PT Vale.[]

Komentar GM Maintenance & Utilities - Andi Suntoro“Ini adalah salah satu project yang merupakan kerja tim dalam implementasi Continuous Improvement (CI) dan telah menuai hasil. Juga sebagai salah satu contoh bahwa kita masih punya banyak peluang dalam melakukan improvisasi dan menaikan real-ibility. Termasuk sebagai bukti bahwa kerjasama tim itu adalah kunci sukses keberhasilan kerja kita. Hal ini penting di tengah kondisi ekonomi masih kurang bagus dan harga nikel yang masih rendah. CI perlu terus dilakukan dan agar perusahaan dapat survive dalam kondisi apapun”

Target proyek“Mengurangi penggunaan ban baru khususnya

untuk ukuran 27.00R49 (untuk dumptruck) & me–ningkatkan kuantitas cadangan ban baru”


L APOR AN UTAMA

CI Projects #1

The need for new tires for heavy equipments in PT Vale opera-tions is very fluctuating. Even it arguably tends to be high and running out of stock of new tires happens quite often. Various efforts have been done by the Mobile Equipment Mainte-nance (MEM) department whose the main task is repairing the tires of the heavy equipments. The MEM recorded very high level of new tire request in January-April 2016, for ex-ample, reaching 252, especially for the haul truck types such as dump truck 777, 785C and haul master. The figure is the highest record ever.

“Finally we took an initiative to make improvements that we call the ‘tire spare management improvement’ which is how to find solutions to increase the number of spare tires so that the number of new tires purchased for the rear tires can be lowered and even zeroed by replacing them with the spare

tires derived from the tire rolling, tire retread & tire repair to get around those needs,” said Manager of HT Loader Shop & Tire Maintenance of PT Vale Ratma Patandianan, telling the background of the Tire Management Improvement Project initiative.

The idea of Tire Spare Management Project appeared and began to be implemented in May 2016. “The core and goal of this project is to reduce the use of new tires in the rear tires, extending the life of the tires by rolling them, increasing the number of spare tires & lower the tire inventory, timely replacement of tires so as to reduce break down due to exposed plies (wire sticks out, Ed) to get the casing (retread tire, Ed) and other tire damage, and maximize the use of rear spare tires,” said Ratma who is also the Project Manager of Tire Management Improvement.

Tire Savings StrategyThe Tire Management Improvement Projec t has successfully extended the life of the tires. It is targeted to save the Company ’s expenses on tires at 1.5 million US dollars.


CO V E R S TO RY

Delaney Tire Shop operator checking dump truck tires to make sure the parts in a good condition. That activity is one of the Tire Management Improvement System that enhances tire lifetime and

impact to budget efficiency policy.

Since it was implemented until the end of December 2016, this project has succeeded in increasing the life of the tires, from previously ranging between 2,500 and 2,900 hours to become 4,300 hours. Additionally, throughout 2016 we were able to save the Company’s expenses on tire at 600 thousand US dollars.

This project will run continuously and keep to be improved. According to Senior Manager of Mobile Equipment Main-tenance Teguh Dwi Kuncoro, through this project, the Tire Maintenance targets the Company’s cash efficiency of 1.5 mil-lion US dollars in 2019. “And we believe it is within the reach,” added Teguh.

Project Target“Reduce the use of new tires especially the ones with the size of 27.00R49 (for dump truck) & increase the quantity of new tire reserves”

“This is one project with teamwork in the implementation of continuous improve-ment (CI) and has reaped results. It is also one example that we still have many opportunities in doing improvisation and raising the reliability. Including as evidence that teamwork is the key to the success of our work. This is important in the midst of economic conditions which are still not that good and the price of nickel is still low. CI needs to continue to be done for the company to survive under any circumstances.”

GM Maintenance & Utilities - Andi Suntoro

Collaboration of cross-departmental ideasWarehousing & Delivery Manager Yusuf Teja Kusuma Widarto also verified it. “Initially this project came from two different initiatives, namely Tire Management and Inventory Control initiatives to lower the stock (inventory) level where one of the contributors to the high inventory level is the heavy equipment tires which are very expensive,” said Yusuf.

On the other hand, the efforts to lower inventory level will be a major obstacle, if the use or consumption of large tires is unstable or highly fluctuating each month. It turned out that these two initiatives have a common thread that is how to increase the life of the tires, maintaining stable tire usage and lower the stock level at the same time. Thus it was formed a joint team with excellent collaboration and satisfactory results.

The Tire Management Improvement Project is one of the many improvement projects in PT Vale, as a strategy to further strengthen the continuous improvement culture in PT Vale. It is also evident that the improvement has become part of the employees and has contributed to our beloved company, PT Vale.[]


CO V E R S TO RY

CI Project #2

Mengurangi delay sek aligus mendeteksi kerusak an alat berat lebih dini.

dan pemeriksaan ban lebih cepat,” ujar Julius Rampo, opera-tor alat berat. Petea Pit Stop merupakan pilot project Mines Department yang juga merupakan bagian dari CI (Continu-ous Improvement).

Fasilitas ini sebenarnya bekerja sangat sederhana, yakni mengintegrasikan tiga aktivitas yang diperlukan alat berat

yang selama ini dikerjakan secara terpisah yakni refueling (pengisian bahan bakar), pengecekan ban dan

pemeriksaan harian (PH). “Dengan adanya pit stop ini maka tiga hal tersebut dilakukan di sini sesuai jadwal alat berat tersebut,” ujar

Supervisor Equipment Move & Refuel, Mines Department Mercy Balebu.

Implementasi CI di Area Tambang

Implementasi Petea Pit Stop akhirnya memberikan hasil yang nyata. Selain mampu meminimalisasi delay dan mendeteksi kerusakan atau gangguan yang terjadi pada alat berat juga – secara perlahan tapi pasti – mengubah budaya kerja para operator alat berat di area tambang menjadi lebih efektif dan efisien. “Dengan adanya Petea Pit Stop ini mempermudah pekerjaan saya dalam hal fueling

L APOR AN UTAMA


Sebelum ada pit stop tiga aktivitas tersebut dilakukan baik jadwal dan lokasi. Misalnya untuk pemeriksaan harian ken-daraan paling cepat memakan waktu satu jam. Sedangkan bila alat berat mengalami kerusakan cukup serius, tambah Mercy, bisa menghabiskan waktu maksimal 16 jam dan akti-vitas itu dilakukan di Departemen MEM. Hal yang sama juga untuk pengecekan kondisi ban.

Sedangkan untuk pengisian bahan bakar selama ini alat berat PT Vale, khususnya dump truck di area tambang dilakukan dengan mengandalkan unit mobile fuel dispenser yang selama berkeliling area tambang mencari alat berat yang hampir kehabisan bahan bakar. “Tentu hal tersebut tidak efektif dan menghabiskan waktu,” tambah Mercy.

Dengan adanya pit stop ini ketiga aktivitas tersebut dapat dipadatkan hanya menjadi maksimal antara 15-20 menit. Pada tahap tahun pertama implementasi 8 unit dump truck Komatsu tipe 777 dan 785 di area Petea. Fasilitas ini berop-erasi setiap hari mulai pukul 07.00-11.00 Wita dilengkapi dengan satu unit truk yang mengangkut bahan bakar dan 2-3

operator yang bertugas melakukan pengecekan ban, mesin dan komponen lainnya dari alat berat. Pada posisi mekanik, fungsi kerja ini diambil oleh PT United Tractor.

Rencana ke depanMenurut Supervisor Operation Mechanic PT United Tractor Lamhot Sinaga, di pit stop akan ada 2-3 operator yang stand by untuk mengecek kondisi alat berat dari tiga penjuru, yakni atas, kanan dan kiri alat berat. “Dalam waktu bersamaan dengan pengisian bahan bakar mereka langsung bergerak untuk melakukan pengecekan. Sehingga kerusakan-keru-sakan yang timbul dapat dideteksi dengan cepat,” ujar dia. Dengan adanya Petea Pit Stop ini maka down time yang se-belumnya mencapai 1 jam paling cepat untuk pemeriksanaan ban dan PH. Kini hanya butuh waktu maksimal 20 menit karena unit yang harus masuk ke pit stop telah terjadwal dan sesuai kebutuhan.

Menurut Mercy, selain di Blok Petea, rencananya pit stop juga akan dibuatkan di dua titik tambahan di area tambang Blok Sorowako, yakni Konde dan Anoa. Termasuk satu unit fuel station yang saat ini dalam tahap penentuan lokasi pem-buatan.[]

L APOR AN UTAMA


CI Project #2

The implementation of Petea Pit Stop finally gives concrete results. In addition to minimizing the delay and detecting damage or disturbance occurring on the heavy equipment as well - slowly but surely – it is changing the work culture of heavy equipment operators in the mining area to become more effective and efficient. “With the Petea Pit Stop it is easier for my works in terms of fueling and tire inspection which become faster,” said Julius Rampo, a heavy equipment operator. Petea Pit Stop is a pilot project of Mines Department which is also part of CI (Continuous Improvement).

This facility is actually very simple, by integrating three activi-ties required by heavy equipment which previously were done separately, namely refueling, tire checks and daily in-spection (PH). “With this pit stop, the three activities are done here according to the schedule set for each heavy machine,” said Supervisor Equipment Move & Refuel, Mines Department Mercy Balebu.

Before the pit stop set up, the three activities were done sepa-rately both for schedule and location. For example, the daily inspection for a machine would take an hour at the fastest.

Implementation of CI in Mines AreaTo reduce delay while detec ting earlier the damage of heav y equipment.


CO V E R S TO RY

Meanwhile, if the machine suffered a serious damage, added Mercy, it could spend a maximum of 16 hours and the repair was done at the MEM Department. The same applied for the checking of tire condition.

As for the refueling of PT Vale heavy equipment, especially dump trucks in the mining area, it was done by deploying mobile fuel dispenser units to run around the mining area looking for heavy equipment that almost run out of fuel. “Of course it is not effective and time consuming,” said Mercy.

With this pit stop, all the three activities can be done quickly for only 15-20 minutes at the maximum. In the first year of implementation there are 8 units of Komatsu dump trucks type 777 and 785 in the Petea area. The facility operates daily from 07.00-11.00 Wita (Central Indonesia Time), equipped with one truck carrying fuel and 2-3 operators with the tasks of checking tires, engines and other components of heavy equipment. For the mechanical matters, the works are done by PT United Tractor.

Future planAccording to Supervisor Operation Mechanic of PT United Tractor Lamhot Sinaga, in the pit stop 2-3 operators are stand by to check the condition of the heavy equipment from the three sides, the top, the right and the left of the machine. “At the same time while refueling, they move for checking so that the damages, if any, can be detected quickly,” he said. The Petea Pit Stop has been lowering the time needed for the activities from previously 1 hour the fastest for examination of tires and daily inspection to only a maximum of 20 minutes now because the units that must enter the pit stop have been scheduled and according to the need.

According to Mercy, in addition to the Petea Block, it is also planned to set up two more pit stops in the mining are of Sorowako Block, namely Konde and Anoa. One unit of fuel station is currently in the stage of determining the location to install it.[]


CO V E R S TO RY

CI Project #3

Memangkas Biaya Sekaligus Meningkatkan Kinerja Dryer

Dapat menghemat 3.000 ton bahan bak ar.

Dryer Burner Improvement merupakan satu project lagi dari agenda Continuous Project (CI) yang telah diimplemen-tasikan dan berkontribusi pada hasil yang signifikan bagi operasi PT Vale di Blok Sorowako, Indonesia. Inisiatif ini merupakan kolaborasi Tim Improvement dari Process Plant Operation, Process Plant Maintenance dan Process Plant Engineering PT Vale. Inovasi ini pertama kali diterapkan pada Dryer 1 sebagai pilot project.

Latar belakang inovasi ini karena munculnya gangguan kinerja pada Dryer 1 pasca konversi bahan bakar dari HSFO (High Sulfur Fuel Oil) ke batu bara pada 2013 silam. Gangguan tersebut berupa pembakaran yang tidak stabil dan munculnya sisa debu pembakaran batu bara (coal ash build up) yang terdapat pada ruang pembakaran dryer (Dryer Combustion Chamber). Situasi ini tentu membuat kinerja Dryer merosot.

Hal tersebut juga berimbas pada penggunaan bahan bakar batu bara menjadi lebih boros dan munculnya tambahan delay selama 5-6 jam untuk aktivitas pembersihan sisa debu pembakaran di aktivitas perawatan rutin dua bulanan (Dryer PM check).

Namun sejak inovasi itu diterapkan pertama kali pada Kuartal III-2016, project ini telah memberikan hasil yang signifikan. “Sekarang proses pembakaran di Dryer 1 lebih maksimal karena irit bahan bakar sekaligus menghilangkan delay dari aktivitas pembersihan sisa debu pembakaran,” ungkap Yuda Kusumah, Senior Process Engineer Ore Preparation PT Vale & Project Leader Dryer Burner Optimization Improvement.

Sebelum adanya improvement ini, Dryer 1 membutuhkan bahan bakar batu bara setara dengan HSFO sebesar 22 kg untuk 1 ton umpan bijih yang perlu dikeringkan. Setelah implementasi, cukup dengan 20-21 kg setara HSFO atau ter-dapat selisih 1,5 kilogram. Dari penghematan tersebut maka dapat dihitung pada tahun 2019 akan terdapat 3.000 ton bahan bakar batu bara yang dapat dihemat dari operasi Dryer 1. Itu baru dari 1 dryer. Padahal proyek ini juga diimplementa-sikan pada 2 dryer lainnya di pabrik pengolahan PT Vale.


L APOR AN UTAMA

"Pembakaran Dryer 1 kini lebih maksimal karena irit bahan bakar juga menghilangkan delay dari aktivitas pembersihan sisa debu pembakaran"

Keberhasilan project ini juga telah diimplementasikan di dua dryer PT Vale lainnya yakni Dryer 2 dan 3 sejak Kuartal 4 2016 silam. “Dengan adanya project ini otomatis meningkatkan

operating time Dryer 1, 2 dan 3 sekaligus meningkat volume produksi yang sejalan dengan target 90.000 metrik ton nikel,” tambah Yuda. []


L APOR AN UTAMA

CI Project #3

Dryer Burner Improvement is another initiative of the Continuous Improvement Project (CI) agenda that has been implemented and contributed significant results to PT Vale’s operations in Sorowako Block, Indonesia. This initiative is a collaboration of Improvement Team from Process Plant Op-eration, Process Plant Maintenance and PT Vale Process Plant Engineering. It was first applied to Dryer 1 as a pilot project.

Trimming Costs while Increasing Dryer PerformanceTo save 3,000 tons of fuel.


CO V E R S TO RY

The success of this project has also been shown in Dryer 2 & Dryer 3 since 4Q 2016

The background of this innovation was the appearance of performance disturbance in the Dryer 1 after converting the fuel from HSFO (high sulfur fuel oil) to coal in 2013. The dis-turbance appeared in the form of unstable combustion and the emergence of coal ash built up in the Dryer Combustion Chamber. This condition certainly makes the performance of the Dryer degenerate.

It also affected the use of coal fuel to become more exces-sive and the emergence of additional delay for 5-6 hours in the activity of cleaning the residual burning ash during the bimonthly routine maintenance (Dryer PM check).

However, since the innovation was first implemented in the third quarter of 2016, it has given significant results. “Now the combustion process in the Dryer 1 is more maximal due to thrifty in fuel consumption and eliminates the delay for cleaning the residual burning ash as well,” said Yuda Kusumah, Senior Process Engineer Ore Preparation of PT Vale & Project Leader of Dryer Burner Optimization Improvement.

Prior to this improvement, the Dryer 1 required coal equiva-lent to 22 kg of HSFO for 1 ton of ore feed that needs to be dried. After the innovation implementation, it needs 20-21 kg equivalent HSFO or there is a difference of 1.5 kilograms. From this difference, we can calculate that in 2019 we will save 3,000 tons of coal fuel from the Dryer 1. That is from one dryer only, while this project is also implemented in 2 other dryers at the PT Vale processing plant.

The success of this project has also been shown in the other two dryers of PT Vale, the Dryer 2 and 3 since 4Q 2016. “This project automatically increases the operating times of Dryer 1, 2 and 3 while raising the production volume in line with the CI target of 90,000 metric tons of nickel,” added Yuda.[]


CO V E R S TO RY

CI Project #4

Inovasi in house PT Vale ini dapat menghemat anggaran sebesar 350.000 dollar AS per tahun.

Sekali mendayung, dua tiga pulang terlampaui. Inilah salah satu objektif proyek ini. Tidak hanya menurunkan delay dan meningkatkan usia pakai komponen pipa udara pada kiln. Namun juga mampu menghemat anggaran perawatan dan perbaikan yang tidak kecil tiap tahunnya. Inilah proyek CI yang berhubungan langsung dengan penghematan kas per-usahaan sekaligus menjaga waktu operasi terus bergulir.

Ya, adalah komponen pipa udara (air pipe) merupakan komponen penting Kiln, pabrik pengolahan PT Vale di Blok Sorowako, Indonesia. Komponen ini berfungsi mengalirkan udara tambahan untuk proses pembakaran di dalam Kiln se-hingga menghasilkan pembakaran menjadi sempurna. Tahap pertama Air Pipe Improvement Project dimulai pada tahun 2012 dengan dua latar belakang, yakni air pipe termasuk Top

Usia Pakai Bertambah Sekaligus Menjaga Stok Komponen


L APOR AN UTAMA

Inovasi ini mampu meningkatkan reliability air pipe menjadi 150% juga menghilangkan delay.

5 penyebab Kiln delay dan setiap tahunnya Kiln mengelu-arkan bujet sekitar 300.000 dollar AS karena air pipe rusak.

Maka upaya yang dilakukan untuk perbaikannya adalah dengan cara mengubah maintenance system dari run to failure menjadi preventive maintenance (penggantian berkala) yakni mengikuti Schedule PM Check. Dengan adanya sistem ini juga membuat inventory material terjaga.

Namun inisiatif ini juga memunculkan efek baru yakni Kiln membutuhkan lebih sering penggantian air pipe karena kon-struksi refactory yang mudah lepas. Akibatnya kondisi ini juga menimbulkan biaya perbaikan sementara di sisi lain peng-gantian air pipe juga memunculkan potensi bahaya karena aktivitasnya menuntup bekerja di ketinggian.

Melihat hal tersebut, Tim Reliability Maintenance bersama Tim CI yang beranggotakan Refractory dan Process Plant Engineering untuk melakukan improvement Tahap II untuk meningkatkan reliability komponen air pipe. Wujudnya adalah dengan melakukan inovasi dan modifikasi air pipe tanpa penggunaan sabuk dan expansion paper. Inovasi ini mulai diterapkan di air pipe Kiln 3 pada Juli 2016.

“Implementasi memberikan hasil yang baik. Sebelumnya usia pemakaian air pipe hanya selama 3-4 bulan. Namun setelah inovasi diterapkan usia air pipe menjadi 9 bulan. Inovasi tersebut juga menghemat anggaran lebih kurang 350.000 per tahun, meningkatkan reliability air pipe menjadi 150% juga menghilangkan delay breakdown yang disebabkan aktivitas penggantian air pipe,” ujar Project Member & Operation & Maintenance Analyst, Departemen Process Plant PT Vale Kaimuddin.

Catatan inovasi yang menuai hasil membuat project ini juga diterapkan di seluruh Kiln (lima kiln) di pabrik pengolahan PT Vale. []


L APOR AN UTAMA

CI Projects #4

Increasing Component Lifetime while Keeping Stock LevelThis in house innovation of PT Vale c an save budget at 350,000 US dollars per year.


CO V E R S TO RY

Kill two birds with one stone. This is one of the objectives of this project. Not only lowering the delay and increasing the lifetime of the air pipes in the Kiln, but it is also able to save the budget for maintenance and repair that is not small per year. This is the CI project that directly relates to the compa-ny’s cash savings while keeping the operating time constantly rolling.

Yes, the air pipe is an important component of Kiln, the processing plant of PT Vale in Sorowako Block, Indonesia. This component serves to channel extra air for the combustion process inside the Kiln to result in a perfect burning. The first phase of the Air Pipe Improvement Project started in 2012 due to two reasons, namely the air pipe was included in the Top 5 Kiln delay causes and each year Kiln needed a budget of about 300,000 US dollars due to broken air pipe.

So the effort taken to repair it was by changing the mainte-nance system from run to failure to preventive maintenance that followed the PM Check Schedule. This system turned out also make the inventory of materials maintained.

However this initiative raised a new effect that Kiln required more frequent replacement of air pipe due to the easy refrac-tory construction. As a result this condition increased the cost of repair while on the other hand the replacement of air pipe also raised the potential danger since its activity required to work at high altitude.

Seeing that, the Team Reliability Maintenance and team CI which composed Refractory Team and Process Plant Engineering conducted Phase II improvements to enhance the reliability of air pipe components. It was carried out by innovating and modifying the air pipe without the use of belt and expansion paper. This innovation began to be applied in air pipe of Kiln 3 in July 2016.

“The implementation generated good results. If previously the lifetime of the air pipe was only 3-4 months, after the innovation applied it reached up to 9 months. The innovation has also saved the budget by approximately 350,000 US dol-lar per year, increasing the reliability of the air pipes to 150% as well as eliminating the delay breakdown caused by air pipe replacement activity,” said Project Process & Operation & Maintenance Analyst, Process Plant Department Kaimuddin.

The innovation which successfully gener-ated positive results make it also applied in the other Kilns (five Kilns) at the processing plant of PT Vale.[]

This is the CI Project that directly relates to the company's cash saving.


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Sembilan Langkah untuk PerbaikanInilah mekanisme yang perlu ditempuh untuk merealisasikan CI.

Confirm Mandate and Boundaries Konfirmasi Mandat dan batasan project.

• Alasan pemilihan project.

• Tujuan dan target improvement.

• Area/scope improvement.

• Batasan untuk improvement team.

• Menentukan project sponsor & finacial support.

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Form Team and Scope Actitivities

• Penyusunan team.

• Menyepakati jadwal meeting rutin.

• Timframe improvement.

• Pembagian tugas dan aturan dalam team.

Analyze Current Situation

• Pengumpulan data dan fakta.

• Analisa pemetaan permasalahan dari dan fakta. Tools: Fishbone.

• Menyusun analisa prioritas masalah. Tools: Pareto Diagram.

Develop Vision of Improved Per formance

• Menentukan target improvement yang realistis sesuai hasil analisa data.

Identity Posible Root Cause & Solutions

• Analisa 5-Why untuk mencari akar masalah.

• Menentukan & memprioritaskan solusi.

Pilot Proposed Solution• Memilih area untuk menjadi pilot/trial.

• Melakukan trial dan uji efektivitas solusi.

• Melakukan evaluasi hasil pilot/trial untuk diterapkan secara menyeluruh.

Refine & Implement Successful Solutions

• Menerapkan hasil pilot/trial secara menyeluruh.

• Melakukan monitoring dan evaluasi pelaksanaan implementasi.

Measure Progress & Hold Gains

• Mengukur dan mengevaluasi hasil improvement.

• Menetapkan tindakan selanjutnya jika belum memenuhi target.

• Menetapkan standar untuk mengunci hasil improvement.

Communication Result & Share Learnings

• Melaksanakan final presentasi ke manjemen.

• Mempublikasikan keberhasil dan pembelajaran improvement tim.

CI Series

L APOR AN UTAMA


CI Series

Nine Steps to ImprovementHere are the mechanisms needed to realize CI.

Confirm Mandate and Boundaries

• Reasons behind project selection.

• Goals and targets of improvement.

• Area/scope of improvement.

• Boundaries for improvement team.

• Determine project sponsors & financial supports.

Form Team and Scope of Activities

• Team formation.

• Regular meeting schedule is set.

• Team frame improvement.

• Division of tasks and rules of the team.

Analyze Current Situation

• Collection of data and facts.

• Analyze problem mapping from the facts. Tools: Fishbone.

• Arrange problem priority analysis. Tools: Pareto Diagram.

Develop Vision of Improved Per formance

• Determine realistic improvement targets in accordance with the results of data analysis.

Identify Possible Root Cause & Solutions

• 5-Why analysis to find the root of the problem.

• Define & prioritize solutions.

Pilot Proposed Solution

• Select an area to be the pilot project/trial.

• Conduct trial and test on solution effectiveness.

• Evaluate the results of pilot project/trial to be applied thoroughly.

Refine & Implement Successful Solutions

• Implement the results of pilot project/trial thoroughly.

• Monitor and evaluate the implementation.

Measure Progress & Hold Gains

• Measure and evaluate the results of improvement.

• Establish further actions if it has yet to meet the target.

• Set the standards to secure the improvement results.

Communication Result & Share Learnings

• Deliver final presentation to the management.

• Publicize the success and team’s improvement learnings.

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Seven Tools for Improvement

StratificationTables that groups the data into smaller and same data to make them clearer and easier to analyze.

Pareto DiagramA tool to illustrate the comparison of some data or problems. Solving a big problem certainly results in greater outcomes than solving a small problem, even if it is only half completed. The advantages of using pareto diagram are: showing the priority of the problem, showing the comparison of each problem to the whole, showing the impact of performance after the action, showing the comparison of problems/data before and after the improvement.Scatter Diagram

A graph that describes the correlation between 2 factors or data. This graph is to see whether the two tested factors are influential/correlated or not.

Graphics & Control ChartTo see the trend (line graph), the distribution of a data (beam graph), and the percentage/proportion of a data distribution (circle graph).The control chart is a line graph with the maximum and mini-mum limits describing the limit of control.

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CI Series

Tujuh Alat untuk Perbaikan

StratifikasiTabel yang menguraikan data menjadi kelompok yang sejenis yang lebih kecil atau grup tunggal sehingga lebih jelas dan mudah untuk dianalisa.

Diagram ParetoAlat bantu untuk menggambarkan perbandingan beberapa data atau masalah. Menyelesaikan masalah yang besar tentu memberikan hasil yang lebih besar dibanding bila menyele-saikan masalah yang kecil. Walaupun hanya menyelesaikan setengahnya. Keuntungan menggunakan pareto diagram: Menunjukkan prioritas masalah, menunjukan perbandingan masing-masing masalah terhadap keseluruhannya, menunju-kan dampak kinerja setelah ada tindakan, menunjukan per-bandingan masalah/data sebelum dan sesudah perbaikan.

Scatter DiagramGrafik yang menggambarkan hubungan (korelasi) antara 2 faktor atau data. Grafik ini untuk melihat apakah kedua faktor yang diuji saling berpengaruh/berkorelasi atau tidak.

Grafik & Control ChartMelihat suatu kecenderungan atau tren (grafik garis), penyebaran suatu data (grafik balok), melihat presentase/proposi suatu sebaran data (grafik lingkaran). Sedangkan control chart merupakan grafik garis dengan batas maksimum dan minimum yang merupakan batas pengendalian.

Halo Vale 19 I Tahun 201734


Prioritization ChartA table that serves to determine the priority scale by using the scoring method. The highest impact is given a score of 3 while the lowest impact is given a score of 1.

Fishbone DiagramThe diagram is shaped like a fishbone to show the relation-ship between causes and effects. This diagram is the result of brainstorming/gathering hypotheses.

How to apply this method:• Determine the “fish head” as a problem/improvement op-

portunity that becomes a point of concern for analysis.• Determine the underlying cause of the problem, use the

principle of brainstorming/gathering hypotheses from competent parties/directly involved in the process being analyzed.

• Ask more deeply down to the source of the cause.

Check SheetA tool for systematically collecting data. The advantages of this tool are able to analyze the real situation, facilitate group-ing, support decision-making, and assist the preparation of actions.

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Fishbone DiagramDiagram yang berbentuk seperti tulang ikan untuk menunju-kan hubungan antara sebab dan akibat. Diagram ini merupa-kan hasil dari brainstorming/pengumpulan hipotesis.

Cara menerapkan metode ini:• Tentukan “kepala ikan” sebagai masalah/peluang perbai-

kan yang menjadi titik perhatian untuk dianalisa. • Tentukan faktor penyebab masalah, gunakan prinsip brain-

storming/pengumpulan hipotesis dari pihak-pihak yang kompeten/terlibat langsung dalam proses yang dianalisa.

• Tanyakan lagi lebih dalam hingga ke sumber penyebab.

Check SheetAlat bantu untuk mengumpulkan data secara sistematis. Keuntungan alat bantu ini adalah dapat menganalisa situasi sebenarnya, mempermudah pengelompokan, mendukung pengambilan keputusan, dan membantu penyusunan tinda-kan.

Prioritation ChartTabel yang berfungsi untuk menentukan skala prioritas dengan menggunakan metode penilaian atau skor. Dampak tertinggi diberi skor 3 sedangkan dampak terendah diberi skor 1.


L APOR AN UTAMA / CO V E R S TO RY

Survei Karyawan Global 2016

Sebuah survei punya peran besar dalam mengumpulkan informasi berharga, pendapat, dan cara paling efektif untuk meminta masukan. Akomodasi terhadap masukan dari kar-yawan akan memberi kepuasan dan berdampak pada kinerja yang baik serta organisasi yang produktif.

Salah satu cara mengukur tingkat kepuasan adalah melalui survei karyawan yang pernah dilakukan oleh Vale Global pada 2012. Tahun 2016, Vale kembali melakukan Survei Kar-yawan Global yang bertujuan menghimpun masukan dan ide dari karyawan Vale di seluruh unit bisnisnya untuk perbai-kan dan kemajuan perusahaan. Survei ini menjadi alat ukur kesuksesan kinerja perusahaan dalam hal: Kesehatan dan keselamatan kerja, kepemimpinan, operasi yang efisien, karir, penghargaan, keberagaman, kode etik dan sebagainya.

Tahun 2016, survei dilakukan 100% digital (tanpa kertas). Survei berlangsung pada 5-30 September 2016, serentak di seluruh unit bisnis Vale. Sebanyak 57.190 karyawan (87%) dari 23 negara dan pengguna 9 bahasa menjawab 84 pertanyaan yang diajukan dalam Survei Karyawan Global. Tidak sebatas memberi manfaat bagi Perusahaan, karyawan juga akan merasa lebih berdaya karena diberi peluang berpartisipasi membentuk Perusahaan.

Seluruh karyawan Vale, yang artinya juga termasuk seluruh karyawan PT Vale Indonesia Tbk, adalah peserta survei. Yang patut diapresiasi, tingkat partisipasi kita sebesar 96% yang artinya ada 2.872 karyawan PT Vale Indonesia yang menjadi responden dalam Vale Global Employee Survey. Tingkat par-tisipasi ini adalah salah satu yang tertinggi di antara semua

Sebesar 96% k ar yawan PT Vale berpar tisipasi di sur vei ini.

Menjaring Ide Perubahan


KINER JA

unit bisnis Vale di seluruh dunia. Artinya Anda peduli dan punya rasa memiliki yang besar terhadap Perusahaan.

Melalui survei, tampak bahwa sebagian besar pekerja bangga, bersemangat, dan merasa optimistis bekerja di Vale. Karyawan juga memberi pandangan positif pada upaya-upaya Perusahaan dalam pelestarian lingkungan dan pengembangan masyarakat. Di sisi lain, karyawan masih merasa kurangnya penghargaan pada kinerja, baik dalam bentuk materi maupun non-materi. Celah tersebut menjadi peluang bagi Perusahaan untuk berbenah.[]

Pasca-sur vei, manajer di area tertentu diharapkan untuk:1. Memahami dan menginterpre-

tasikan hasil-hasil survei.

2. Menyajikan hasil-hasil survei dengan timnya.

3. Bersama dengan tim menel-aah poin-poin perbaikan, membahasnya secara men-dalam dan memprioritaskan masalah-masalah yang perlu dibuatkan rencana tindakan.

4. Register rencana tindakan Anda dan pastikan realisas-inya, awasi penerapannya, dan teruslah memberitahukan kelanjutan tindakan pada tim. Manajer dapat meregister rencana-rencana tindakan hingga 28 Februari 2017.

KINER JA


2016 Global Employee Survey

A survey has a big role in gathering valuable information, opinions, and the most effective way to solicit feedbacks. Ac-commodating the employee feedbacks will provide satisfac-tion and impact on the good performance and productive organization.

One way of measuring the level of satisfaction is through an employee survey ever conducted by Vale Global in 2012. In 2016, Vale again conducted a Global Employee Survey aimed at gathering inputs and ideas from Vale employees through-out its business units for improvement and progress of the company. This survey is a measure of the company’s success in terms of: Occupational safety and health, leadership, ef-ficient operation, career, appreciation, diversity, code of ethics and so on.

In 2016, the survey was 100% digital (without paper). The survey took place on September 5-30, 2016, simultaneously across Vale’s business units. A total of 57,190 employees (87%) of 23 countries and 9 languages answered 84 questions asked in the Global Employee Survey. Not only to provide benefits for the Company, the employees will also feel more empow-ered for being given the opportunity to participate in shaping the Company.

Gathering Ideas on Changes96% of PT Vale's employees par ticipated in sur vey.


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All Vale employees, including all employees of PT Vale Indonesia Tbk, were the survey participants. What should be appreciated was our participation rate of 96%, meaning there were 2,872 employees of PT Vale Indonesia who became respondents in the Vale Global Employee Survey. This level of participation was one of the highest among all Vale business units worldwide. This means you care and have a great sense of ownership of the Company.

The results of the survey show that most workers are proud, excited, and optimistic working at Vale. The employees also provide a positive view on the Company’s efforts in environ-mental conservation and community development. On the other hand, the employees still feel a lack of appreciation for their performances both in material and non-material. This matter becomes an opportunity for the Company to improve.

After the sur vey, managers in certain areas are expected to:

1. Understand and interpret the outcomes of the survey.

2. Explain the survey results to their respective team.

3. Together with the team reviewing the improvement points, discussing them in depth and prioritizing the issues of which action plans need to be developed.

4. Register your action plans and ensure their realiza-tion, supervise the implementation, and keep inform-ing the team about the continuing of the actions. Managers may register their action plans until Febru-ary 28, 2017.




Kontribusi PT Vale untuk Luwu Timur

PT Vale akhirnya berhasil merealisasikan satu komitmen penting di awal tahun 2017 ini. Komitmen tersebut berupa hibah fasilitas, sarana dan prasana publik kepada Pemerintah Kabupaten Luwu Timur. Hibah berwujud fasilitas kebun bibit (nursery) dan lapangan tenis yang berada di Malili, penyera-han alat kesehatan untuk mendukung pelayanan pemerik-sanaan kesehatan di Puskesmas Nuha serta sarana-prasana pendukung pelayanan kedukaan serta kegiatan pemerintah dan masyarakat. Total nilai seluruh hibah tersebut mencapai Rp9.830.741.093.

Serah terima hibah dilakukan langsung oleh Presiden Direktur & CEO PT Vale Indonesia Tbk Nico Kanter kepada Bupati Luwu Timur Muhammad Thorig Husler di Aula Rumah Jabatan Bupati, Malili, 25 Januari 2017 silam.

“Hibah ini merupakan bagian dari komitmen PT Vale dalam berkontribusi di fasilitas dan sarana publik Luwu Timur. Kami akan terus berupaya berkontribusi karena Vale bagian dari masyarakat Luwu Timur,” ujar Presdir & CEO PT Vale Nico Kanter.

Pada sambutannya, Bupati Luwu Timur Muhammad Tho-rig Husler menyampaikan terima kasih atas kontribusi dan kepedulian PT Vale kepada pembangunan Luwu Timur. “Hara-

pan ke depan, pemerintah dan investor seperti PT Vale bisa semakin harmonis dan bersama-sama memajukan daerah,” ujar Muhammad Thorig Husler.

Sebelumnya, acara juga dimeriahkan dengan pertandingan tenis persahabatan antara SKPD Luwu Timur, manajemen PT Vale dan penggiat olahraga tenis di Luwu Timur. Acara serah hibah juga diisi dengan makan malam bersama dan silah-turahmi.

Terkait hibah Lapangan Tenis yang berlokasi di depan rumah jabatan bupati ini, Kepala Dinas Pariwisata, Budaya, Pemuda dan Olahraga Luwu Timur Hamris Darwis, mengucapkan terima kasih. Dengan keberadaan fasilitas ini Pemkab Luwu Timur berencana menggelar event-event olahraga dengan menggunakan lapangan tenis tersebut. “Tahun ini kami akan gelar pertandingan tenis dan karate tingkat regional di sini,” ujar Hamris.

PT Vale hibahk an Nurser y dan Lapangan Tenis Malili, Alat Kesehatan di Puskesmas Nuha dan Prasarana Kegiatan Sosial kepada Pemda Luwu Timur.


KINER JA

Fasilitas ini juga akan sangat membantu Pemkab dalam merealisasikan rencana pembibitan petenis di Luwu Timur. “Selain itu, lapangan ini juga dapat diakses oleh masyarakat umum,” tambah dia.

Kepada Dinas Pertanian Luwu Timur Muharif, terkait nursery, juga mengucapkan terima kasih atas dukungan PT Vale kepada Pemerintah Ka-bupaten Luwu Timur di program penghijauan ling-kungan. Nursery Malili nantinya diproyeksikan dan difungsikan sebagai “mesin penghasil” tanaman untuk reboisasi dan revegetasi lahan kritis di Luwu Timur. “Soalnya 70% area Luwu Timur merupa-kan hutan. Beberapa waktu belakangan banyak dibuka warga secara tidak bertanggung jawab dan ditinggalkan begitu saja. Nursery ini nantinya akan menyiapkan tanaman untuk reboisasi lahan tersebut,” tambah Muharif.

Selain memproduksi tanaman reboisasi, Nursery Malili juga diproyeksikan akan menjadi kebun bibit tanaman produksi seperti kakao dan kelapa sawit. “Nantinya bibit-bibit tersebut akan didistri-busikan kepada petani-petani yang ingin membu-didayakan tanaman tersebut,” tambah Muharif.[]

Profil Hibah

Kebun Bibit (Nurser y) MaliliHibah berupa satu unit fasilitas kebun bibit (nursery) seluas 150 x 27 meter yang berada di Jalan Soekarno-Hatta, Desa Puncak Indah, Malili. Fasilitas tersebut dilengkapi kebun induk, tempat persemaian, tempat naungan tanaman dan budi-daya anggrek, tempat terbuka, instalasi penyira-man, dan peralatan media tanam serta fasilitas pendukung seperti kantor, pos jaga, drainase, pagar dan tempat ibadah. Nilai hibah fasilitas ini Rp 3.800.985.010.

Fasilitas ini dibangun pada Juli 2013 dan selesai pada April 201. Fasilitas ini guna mendukung Program Penghijauan Lingkungan Pemkab Luwu Timur. Untuk mendukung kesiapan personel nursery dan serah terima fasilitas kepada Pemkab, telah digelar Basic Training Nursery pada Mei 2014 yang diikuti staf dari Dinas Kehutanan, Kesatuan Pengelolaan Hu-

tan Lindung (KPHL) Larona-Malili, Badan Pelaksana Penyuluhan Pertanian, Perikanan, dan Kehutanan (BP4K), Bapedalda, dan Dinas Tata Ruang & Wilayah.

Materi pelatihan yang diberikan ketika itu berupa keterampilan media tumbuh tanaman, teknik perbanyakan tanaman, pembentukan dan pemeli-haraan kebun pangkas untuk produksi bibit tanaman, teknik pemupukan dan penyiraman, prosedur dan pengoperasian fasilitas nursery juga pemeliharaan fasilitas.

Lapangan Tenis MaliliHibah terdiri dari dua lapangan tenis dengan konstruksi atap semi tertutup yang dilengkapi dengan kantor pengelola, area parkir dan pe-destrian, instalasi listrik dan air bersih. Fasilitas senilai Rp5.378.000.083 ini berada di Malili. Tujuan pemberian hibah untuk membantu pengemban-gan dan peningkatan prestasi olahraga tenis di Kabupaten Luwu Timur berupa fasilitas olahraga tenis yang layak dan sesuai standar.

S arana-Prasarana Kegiatan Pemerintah dan Masyarakat KecamatanHibah ini untuk mendukung pelayanan kedukaan serta kegiatan pemerintah dan masyarakat di empat wilayah pemberdayaan PT Vale, yakni Nuha, Wasuponda, Towuti, dan Malili. Barang hibah yang diberikan berupa berupa tenda terowongan, kursi, dan portable generator senilai Rp368.000.000. Hibah diterima oleh para Camat di empat wilayah pemberdayaan PT Vale yakni; Masdin (Camat Nuha), Joni Patabi (Camat Wasuponda), Alimuddin Nasir (Camat Towuti) dan Ansar Rahman (Camat Malili)

Alat Kesehatan untuk Puskesmas Kecamatan NuhaHibah terdiri dari 22 items yang berupa sarana dan prasarana pendukung untuk pelayanan pemerik-saan kesehatan, khususnya pemeriksaan labora-torium di Puskesmas Kecamatan Nuha. Salah satu alat canggih yang dihibahkan berupa satu unit alat pengecekan darah otomatis (Auto Hematol-ogy Analyzer) tipe SMS-G60 . Total hibah senilai Rp283.756.000. []


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Contributions for East LuwuPT Vale Grants Malili Nurser y and Tennis Cour ts, Health Equipment for Nuha Community Health Center and Social Ac tivity Facilities to East Luwu Loc al Government.

PT Vale has finally managed to realize an important commit-ment in early 2017. The commitment is granting the public facilities and amenities to the East Luwu Regency Govern-ment. The facilities granted are a seedling nursery and tennis courts in Malili, as well as the equipment to facilitate the medical examination services at Nuha Community Health Center and also supporting facilities for funeral services and for the government and community activities. The total value of the entire grant reaches Rp9,830,741,093.

The grant was handed over by President Director & CEO of PT Vale Indonesia Tbk Nico Kanter to East Luwu Regent Muham-mad Thorig Husler at the Hall of Regent Official House, Malili, on January 25, 2017.

“This grant is part of PT Vale’s commitment to contribute to East Luwu in the public facilities and amenities. We will continue to contribute because Vale is part of the East Luwu community,” said President Director of PT Vale Nico Kanter.



In his speech, East Luwu Regent Muhammad Thorig Husler expressed his gratitude for PT Vale’s contribution and concern to the development of East Luwu. “I hope in the future, the government and investors like PT Vale can be more harmoni-ously and jointly promote the region,” said Muhammad Thorig Husler.

The grant handover ceremony was preceded with a friendly tennis match between SKPD East Luwu, PT Vale management and tennis players from the East Luwu community. The cer-emony was then followed with a dinner and socializing.

For the tennis court, located in front of the regent official house, Head of East Luwu Tourism, Culture, Youth and Sports Office Hamris Darwis, said thank you. The facility will support the East Luwu Regency plan to hold a sporting event. “This year we will have a regional tennis and karate match here,” said Hamris.

The facility will also greatly help the regency in realizing the plan to generate professional tennis players of East Luwu. “Besides, this court is open for the general public,” he added.

Meanwhile Head of East Luwu Agriculture Office Muharif also thanked PT Vale for granting the seedling nursery to the Government of East Luwu Regency which will support the program of greening the environment. Malili Nursery will be projected and functioned as a “cultivator machine” for refor-estation and re-vegetation the critical land areas in East Luwu. “About 70% of East Luwu area is forest. Recently a number of residents cleared some of the forest areas irresponsibly then abandoned them. This nursery will prepare the seedlings for the reforestation of the land areas,” added Muharif.

In addition to producing seedlings for reforestation, the Malili Nursery will also be used to produce seedlings of productive plants such cocoa and oil palm. “Later the seedlings will be distributed to the farmers who want to cultivate these plants,” Muharif said.[]

Grant Profiles

Malili Seedling Nurser yThe grant is a nursery unit of 150 x 27 meters located on Jalan Soekarno-Hatta, Puncak Indah Village, Malili. The facility is equipped with a mother plant greenhouse, a rooting greenhouse, a shade house for nurturing seedlings and orchid cultivation, an open space, watering installations, and planting media as well as supporting facilities such as office,

guard post, drainage, fence and place of worship. The grant value of this facility is Rp3,800,985,010.

Started in July 2013, the construction of the facility was completed in April 2014. The facility aims to support the Environmental Greening Program of the East Luwu Regency Government. To prepare the nursery personnel and the handover of the facility to the district government, a Nurs-ery Basic Training was held in May 2014, participated by the staff from the Forestry Office of the Forest Management Unit (KPHL) Larona-Malili, the Agricultural, Fisheries and Forestry Extension Agency (BP4K), the Bapedalda, and the Spatial Planning Agency.

The training materials provided at the time were related to the skills in cultivating, plant propagation techniques, establishment and maintenance of cropped garden for the production of seedlings, fertilizing and watering techniques, procedures and operation of nursery as well as maintenance the facility.

Malili Tennis CourtsThe grant consists of two tennis courts with semi-enclosed roof construction equipped with a management office, park-ing area and pedestrian, electricity and water installation. These facilities worth Rp5.378.000.083 are located in Malili. The purpose of the grant is to assist the development and im-provement of the East Luwu Regency achievements in tennis in the form of decent and standardized tennis courts.

Facility for Government and Community Activities This grant supports the funeral services as well as the gov-ernment and community activities in four areas of PT Vale empowerment program, namely Nuha, Wasuponda, Towuti, and Malili. The grant was given in the form of tunnel awn-ings, chairs, and portable generators worth Rp368.000.000. The grant was handed over to the District Heads of the four empowerment areas of PT Vale named Masdin (Nuha District), Joni Patabi (Wasuponda District), Alimuddin Nasir (Towuti District) and Ansar Rahman (Malili District)

Health Equipment for Nuha Community Health CenterThe grant consists of 22 items of supporting facilities and in-frastructure for medical examination services, especially labo-ratory examinations at the Nuha Community Health Center. One of the advanced tools granted is the Auto Hematology Analyzer type SMS-G60 for checking automatically the blood type. The grant is worth Rp283,756,000 in total. []

UoM Price1 Unit 1 Unit 3 PAC 3 PAC5 BT5 BT 20,000,000 5 BT 11,250,000 5 BT 5 JG 5 JG 5 JG 5 JG 5 JG

5 JG 11 PAC 11 PAC 4 JG 8 JG 8 JG 12 ROL 15 JG



Sepanjang 2016, PMDM menyentuh 35.517 penerima manfaat di empat kecamatan terdampak operasi.

PTPM, Setelah Lima TahunMengevaluasi program dan menggali masuk an PTPM 2012-2017

Tanpa terasa, Program Terpadu Pengembangan Masyarakat (PTPM) sudah hamper menyelesaikan siklus lima tahun perta-manya, 2013-2017. PTPM menggantikan mekanisme program sosial PT Vale yang sebelumnya sudah dijalankan sejak tahun 2000. Dinamika di masyarakat masih terjadi meskipun nuansa pro dan kontra sudah tidak sekencang dulu saat pertama kali program ini digulirkan. Secara pelan dan bertahap, masya-rakat dan pelaku program memberi apresiasi positif terhadap PTPM.

Pemerintah Kabupaten Luwu Timur dan Manajemen PT Vale menggelar Rapat Koordinasi (Rakor) pada 6 April 2017 di Aula Kantor Bupati Luwu Timur di Malili. Rakor dihadiri oleh Kepala Bappeda Luwu Timur Muhammad Abrinsyah, Wakil Ketua DPRD Lutim Aris Situmorang, Direktur Komunikasi dan Hubungan Luar PT Vale Basrie Kamba, ketua SKPD terkait, serta para Camat dan Kepala Desa di wilayah pemberdayaan PT Vale. Selain itu, Rakor dihadiri Ketua Yayasan Aliksa Organik SRI Alik Sutaryat dan Ketua Asosiasi UKM Mutiara Timur Hasidah Lipoeng sebagai mitra PT Vale dalam melaksanakan PTPM.

Sementara itu, Basrie Kamba mewakili PT Vale menyampaikan bahwa Rakor juga merupakan upaya menghidupkan transpa-ransi yang menjadi semangat dalam PTPM. “Kami juga ingin mendengar langsung masukan dari Pemerintah dan ma-syarakat Luwu Timur agar kami dapat melakukan perbaikan dalam implementasi PTPM siklus ke-2 periode 2018-2022. Perbaikan ini penting untuk kami dalam menjalankan PTPM, sebagaimana diamanatkan dalam Peraturan Menteri ESDM

No. 41/2016 dan juga sejalan dengan upaya Pemerintah Re-publik Indonesia dalam membangun desa,” tambah Basrie.

Capaian dan TargetSepanjang 2016, PMDM menyentuh 35.517 penerima manfaat dari 38 desa di empat kecamatan terdampak operasi PT Vale. Tiga sektor dalam PMDM: pendidikan, kesehatan, dan ekonomi, punya capaian dan target yang dipaparkan secara rinci dalam Rakor.

Selama tiga tahun anggaran, 2014-2016, PMDM sektor pendidikan mendukung program pemerintah dalam me-wujudkan Satu Desa Satu PAUD. Dukungan itu diwujudkan


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dalam bentuk pembangunan dan rehab ruang kelas belajar (RKB), pengadaan sarana dan prasarana PAUD, pengadaan alat permainan edukatif, serta pelatihan siswa dan guru. Melalui Kemitraan Strategis, PT Vale juga membangun sarana pendidikan, meningkatkan kompetensi tenaga pendidik, melakukan kerja sama industri, menyalurkan beasiswa, dan membantu operasional bus sekolah untuk 5 desa. Di 2017, PTPM sektor pendidikan akan fokus pada program akreditasi PAUD serta melakukan hibah bus untuk program pendidikan berkualitas.

Di sektor kesehatan, PMDM mendorong 38 desa penerima manfaat agar menuju Desa ODF (Open Defecation Free/Bebas BAB Sembarangan). Sebanyak 1.406 unit jamban yang dibangun telah dimanfaatkan oleh 1.400 KK. Kegiatan lain di bidang peningkatan sanitasi dan kesehatan lingkungan juga dilakukan, yaitu promosi kesehataan, pengadaan sarana air bersih, dan pengadaan sarana kesehatan lingkungan dengan anggaran lebih dari Rp5 miliar selama tiga siklus PMDM. Selain itu, PMDM juga berkontribusi dalam peningkatan kualitas layanan kesehatan dasar serta membangun dan merenovasi Posyandu di 18 desa.

Di 2017, ada empat target PTPM sektor kesehatan. Pertama membangun kerja sama dengan universitas dan asosiasi tenaga medis untuk melaksanakan program peningkatan kapasitas tenaga kesehatan, sosialisasi, serta pencegahan penyakit menular. PTPM juga terus mendorong masyarakat untuk menjadi peserta BPJS Kesehatan, bekerja sama dengan Pemda Lutim untuk menguatkan kapasitas Puskesmas, serta mengembangkan program UKBM herbal di 4 kecamatan pemberdayaan PT Vale.

Di sektor ekonomi, PMDM menyalurkan bantuan kepada pelaku usaha mikro, kecil, menengah. Melalui Program Kemitraan Strategis, PT Vale bersama Pemkab Lutim mewu-judkan Program Pertanian Sehat Ramah Lingkungan Berke-lanjutan (PSRLB). Pada 2017, diproyeksikan PSRLB akan diikuti oleh 109 di 7 kecamatan se-Luwu Timur dengan total area sawah 44,28 hektar. Saat ini, padi dari Mahalona, Kecamatan Towuti, sudah mendapatkan sertifikat organik dari lembaga sertifikasi nasional INOFICE.

Dalam kesempatan Rakor, PT Vale dan Pemkab menyerahkan sertifikat tersebut kepada AKAR Lutim, disaksikan para Kepala Desa yang wilayahnya telah menerapkan praktik budidaya padi ramah lingkungan. PT Vale juga menyampaikan poin rekomendasi audit independen pelaksanaan PTPM 2016; penguatan komunikasi PT Vale dengan masyarakat, Sinergi PMDM dan Anggaran Dana Desa, pengelolaan fasilitator, pengembangan kapasitas elemen PMDM, revisi SOP, pende-katan yang lebih menekankan kepada pemberdayaan dan kemandirian masyarakat dan usulan perbaikan sistem dalam pembagian dana desa. []


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PTPM, After Five YearsEvaluate programs and collec t inputs for PTPM.

Unwittingly the Integrated Community Development Pro-gram (PTPM) has almost completed its first five-year period of 2013-2017. The PTPM replaced the social program of PT Vale run since 2000. The dynamics in the community still there even though the pros and cons are not as tough as the first time the program was launched. Gradually and eventually the community and those involved in the program show positive responses to the PTPM.

The East Luwu Regency Government and PT Vale Manage-ment held a Coordination Meeting (Rakor) on April 6, 2017 at the Hall of East Luwu Regent’s Office in Malili. The meeting was attended by Head of Bappeda of East Luwu Muhammad Abrinsyah, Vice Chairman of DPRD Lutim Aris Situmorang, Director of Communications and External Affairs of PT Vale Basrie Kamba, Head of related SKPD, and Heads of Villages in the areas of PT Vale empowerment program. Also at present in the meeting were Chairman of Aliksa Organik SRI Founda-tion Alik Sutaryat and Chairperson of Mutiara Timur SMEs Association Hasidah Lipoeng as partners of PT Vale in imple-menting the PTPM.

Meanwhile Basrie Kamba, representing PT Vale, said that the Rakor was also an effort to enhance the transparency that became the spirit of the PTPM. “We also would like to hear directly the feedbacks from the government and the people of East Luwu so that we can make improvements in the implementation of second period of PTPM in 2018-2022. The improvements are important for us in running PTPM, as mandated by the Minister of Energy and Mineral Resources Regulation No. 41/2016 and also in line with the efforts of the Government of the Republic of Indonesia in developing the villages,” added Basrie.

Outcomes and TargetsThroughout 2016, PMDM reached out 35,517 beneficiaries from 38 villages in four districts affected by PT Vale opera-

tions. The three sectors in PMDM of education, health, and economy have the outcomes and targets detailed in the Coordination Meeting.

During the three-year budget in 2014-2016, the education sector of PMDM supported the government programs in real-izing One Village One PAUD (early childhood school). The sup-port was realized in the form of the development and rehabil-itation of learning classrooms (RKB), procurement of facilities and infrastructure of early childhood education, procurement of educational games, and training the teachers. Through the Strategic Partnership, PT Vale also builds educational facilities, improves the competence of educators, conducts industry cooperation, distributes scholarships, and provides school buses for 5 villages. In 2017, the PTPM education sector will focus on the accreditation of early childhood schools as well as granting buses for quality education programs.

In the health sector, PMDM encourages 38 beneficiary villages to reach the ODF Village (Open Defecation Free). A total of 1,406 units of latrine have been built and utilized by 1,400 households. Other activities in the field of sanitation and envi-ronmental health improvement have also been done, namely health promotion, installation for clean water supply, and the provision of environmental health facilities with a budget of more than Rp5 billion for three PMDM periods. Additionally,



This is how SRI Organic training looked in Towuti subdistrict, which is a part of PTPM Strategic Partnership activities. In recent

years, PT Vale's empowerment villages participation in getting SRI introduction is increasing.

PMDM encourages 38 beneficiary villages to reach the ODF (open defecation free) Village.

the PMDM also contributes in improving the quality of basic health services as well as building and renovating Posyandu (community maternal and infant healthcare and nutrition post) in 18 villages.

PTPM health sector aims at four targets for 2017. First, estab-lish cooperation with the universities and medical personnel associations to implement capacity building programs for health workers, socialization and prevention of infectious diseases. PTPM also continues to encourage the community to become participants of BPJS Kesehatan (Social Security Agency for public healthcare), strengthen the capacity of Puskesmas (Community Health Center) in collaboration with the local government of Lutim, and develop the UKBM herbal in 4 districts of PT Vale empowerment program.

In the economy sector, PMDM distributes assistance to micro, small and medium enterprises. Through the Strategic Partner-ship Program PT Vale and together with Lutim Regency carry out the Sustainable Healthy Environmentally Friendly Agricul-ture Program (PSRLB). In 2017, the PSRLB program is expected to reach out 109 farmers in 7 districts of East Luwu Regency with a total area of 44.28 hectares of paddy fields. Currently, rice from Mahalona, Towuti District, has been certified organic by the national certification agency INOFICE.

During the Rakor, PT Vale and the Regency Government handed over the certificate to AKAR Lutim. Also stated recom-mendation points from independent audit was conducted on the implementation of PTPM 2016; Strenghthening com-munication between PT Vale and the community, synergies between PMDM and village fund budget, management of program facilitator, capacity building of PMDM elements, revised SOP, approach that emphasizes the community em-powerment and independence, and improvement proposals in the PMDM fund distribution system per village. []



Babak Baru Apprentice Program 2015-2016

Rasa bangga dan haru menyelimuti Ruang A1, HRPD, 12 April 2017 silam. Momen itu merupakan hari kelulusan atau Graduation Day 103 peserta PT Vale Apprentice Development Program 2015-2016. Setelah selama melewati serangkaian seleksi yang ketat dan setahun berstatus sebagai peserta magang di PT Vale, kini mereka resmi menjadi karyawan PT Vale.

Peserta sebanyak 103 orang itu ditempatkan di beberapa area operasi Perusahaan. Sebanyak 35 orang menjadi opera-tor di Process Plant, satu orang sebagai teknisi di OMIP, 47 orang sebagai mekanik, ahli kelistrikan, instrument di Mainte-nance & Utilities, 5 orang di Corporate Services dan 15 orang sebagai petugas Fire & Emergency Services.

Pada sambutannya Wakil Presiden Direktur PT Vale Bernardus Irmanto mengatakan Apprentice Development Program 2015-2016 proses rekrutmen terbaik yang pernah dimiliki PT

Sebanyak 103 peser tanya resmi menjadi k ar yawan PT Vale.

Vale karena tepat, transparan dan akuntabel. “Saya sangat bangga dengan peserta Apprentice kali ini karena kalian bisa bergabung di Vale karena murni kemampuan dan usaha kalian sendiri. Selamat atas pencapaiannya,” ujar Bernardus.

Pada kesempatan tersebut, Bernardus juga menegaskan bahwa tantangan Perusahaan ke depan semakin besar. Maka itu karyawan baru yang berasal dari Apprentice Develop-ment Program ini perlu tetap semangat dan memberikan kontribusi terbaiknya untuk pencapaian target dan tujuan perusahaan.

Senior Manager HRBP & Process Management PT Vale I Wayan Gede Dewantara juga mengucapkan selamat kepada para karyawan baru PT Vale yang berasal dari Apprentice Development Program. Wayan menegaskan bahwa bekerja aman, efisien dan efektif adalah hal yang utama yang perlu


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ditunjukan para karyawan. “Kami berharap kalian adalah pilihan yang tepat dan terbaik bagi Perusahaan untuk dapat mengejar target. Kami juga berharap teman-teman karyawan baru ini terus bersemangat untuk mengembangkan potensi diri,” ungkap Wayan.

Apprentice Development Program adalah salah satu model pelatihan dalam jangka waktu tertentu yang bertujuan mem-bekali calon pekerja PT Vale sesuai dengan kompetensi yang dibutuhkan agar handal di bidangnya.

Suryadi Muis, salah satu peserta Apprentice Development Program yang diterima sebagai Fire & Rescue Crew di Fire & Emergency Services, Departemen EHS mengatakan sangat bersyukur dan bangga dengan pencapaiannya ini. “Ini semua berkat doa dan usaha. Saya dan teman-teman Apprentice akan menjaga semangat dan berkontribusi untuk kemajuan perusahaan,” ujar laki-laki yang akrab disapa Uya ini.

Ribuan pelamarProgram periode 2015-2016 ini telah melalui seleksi pertama pada Juni 2015. “Ketika itu ada sebanyak 4.300 pelamar yang masuk,” ungkap Coordinator Technical Training PT Vale Al-imuddin Tola. Para pelamar berasal dari 11 kecamatan wilayah

pemberdayaan PT Vale di Kabupaten Luwu Timur dan berada di usia produktif (minimal 18 tahun). Hal tersebut sesuai den-gan kesepakatan antara Pemerintah Daerah Kabupaten Luwu Timur dan 11 Camat di Kabupaten Luwu Timur soal cakupan calon peserta. Termasuk ketentuan Permenaker No. 22 Tahun 2009, soal usia minimal calon Apprentice yakni 18 tahun. Hal ini bertujuan agar nantinya calon Apprentice yang diterima memiliki masa kerja yang panjang di perusahaan.

Seleksi program terdiri dari lima tahap yakni mulai dari seleksi berkas, tes logika dasar, tes fisik, wawancara dan pemeriksaan kesehatan (sistem gugur). Kemudian pada Oktober 2015, para peserta yang lolos dan terpilih mulai mengikuti penandatan-gan kontrak dan serangkaian pelatihan teknis dan non teknis.

Selanjutnya, peserta mengikuti program selama 12 bulan dengan rasio belajar teori 25% dan praktik 75%. Juga diikuti evaluasi berkala tiap 3 bulan sekali. Peserta Apprentice yang lolos pada tahap evaluasi kerja 12 bulan kemudian direkrut sebagai pekerja permanen di PT Vale.

Sesuai nilai perusahaanApprentice Program merupakan pola pelatihan dan rekrut-men PT Vale yang dipilih berdasarkan kajian dan analisis setelah perusahaan melalui beberapa kali proses rekrutmen bagi calon pekerja non staf. “Dengan adanya program ini diharapkan perusahaan mendapatkan calon pekerja yang siap kerja secara aman, memiliki perilaku yang sesuai dengan nilai perusahaan dan secara teknis dapat diandalkan sesuai kompetensi masing-masing profesi,” ujar Susanto Suprayitno, Training & People Development, HRBP PT Vale. Di sisi lain, karyawan di perusahaan yang masuk melalui program ini memiliki integritas dan dedikasi yang tinggi serta komitmen terhadap budaya keselamatan dan kesehatan kerja di tempat kerja.

Program ini merupakan upaya perbaikan dari program yang pernah dilakukan perusahaan di Program Pelatihan Indus-tri (PPI). Namun jika di PPI hanya diberikan pelatihan dasar terkait kompetensi teknis, perilaku dan K3, di Apprenticeship ketiga kompetensi tersebut ditambahkan pembinaan mental, capacity building dan peningkatan kedisiplinan serta kompe-tensi penuh untuk dapat menjalankan profesi/posisi sebagai entry level di perusahaan.

Di sisi lain, melalui rekrutmen ini, tambah Suprayitno, perusa-haan juga memperhatikan aspek sosial melalui memprioritas-


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Program ini merupakan model pelatihan dalam jangka tertentu untuk calon pekerja PT Vale.

kan calon tenaga kerja lokal sebagai satu-satunya yang dapat mendaftar.

Soal kelebihan dari Program Apprentice ini juga dapat kita lihat dari periode-periode awal rekrutmen yang dilakukan perusahaan. Ketika itu diberi nama Program Perintis. Misalnya yang terjadi pada tahun 1982. Rustam merupakan 12 pelamar yang dinyatakan lolos rangkaian tes dari 460 pelamar.

“Ketika itu perusahaan membutuhkan personel-personel baru untuk instrument. Maka dibukalah lowongan Program Perintis. Pengumumannya ditempel di tempat-tempat umum termasuk kantor desa,” ujar Rustam mengenang.

Selain uji kelengkapan berkas, serangkaian tes pun harus pe-lamar lalui ketika itu. Mulai dari tes teori berupa matematika dasar, fisika dasar dan bahasa Inggris, juga dilanjutkan berupa tes psikologi, tes fisik dan tes kesehatan. Setelah itu dilalui, mereka baru memasuki Program Perintis Apprentice selama tiga bulan dan ujian untuk menentukan apakah mereka akan lanjut atau tidak. “Tapi untungnya, bagi teman-teman yang tidak lulus di tahap tiga bulan ini mereka diterima sebagai mekanik,” tambah Rustam.

Dari 12 orang yang tersisa ketika itu, hanya 8 yang lulus dan berhak mengikuti training lanjutan sesuai kebutuhan jurusan (Instrument) dengan beragam materi yang lebih spesifik dan teknis. Namun ujian tidak berhenti di situ. “Pada bulan ke-9 masih ada ujian lagi. Yang tidak lolos mereka diterima sebagai electrician dan operator PLTA,” tambah Rustam.

Pada akhirnya, hanya tinggal 6 orang yang dinyatakan lolos dan dapat melanjutkan ke Advance Instumentation and Con-trol Automation Training Program selama 12 pekan sampai dua tahun kemudian dan Rustam berada di kelompok ini. “Yang paling menonjol dari Program Perintis adalah adalah selama pelatihan seluruh alat peraga dan praktik benar-benar lengkap sehingga peserta benar-benar dapat menyerap ilmu dan pelatihan yang diberikan,” ujar dia.

Selain itu keahlian dan kompetensi, Program Perintis juga memberikan jenjang karir yang cukup menjanjikan. “Untuk rekrutmen non staf, Program ini bisa dikatakan cukup baik karena hampir semua lulusannya bisa mencapai posisi star senior karena semua yang diterima adalah orang-orang yang mempunyai semangat kerja dan belajar yang tinggi. Dan yang terpenting saat kami mendapatkan pelatihan penekanan adalah attitude,” ujar Rustam yang kini dipercaya sebagai GM Process Plant Maintenance PT Vale. []


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New Round of Apprentice Program 2015-2016A total of 103 par ticipants officially hired as the employees of PT Vale.A sense of pride and emotion enveloped the Room A1, HRPD, on April 12, 2017. It was the day when 103 participants of the PT Vale Apprentice Development Program 2015-2016 were graduated. After passing a series of tight selection tests and a year as apprentices at PT Vale, now the participants have been officially hired as the employees of PT Vale.

The 103 participants are positioned in several departments of the Company’s operations. As many as 35 people are the operators in the Process Plant, one is a technician in the OMIP, 47 of them are mechanics, as well as electrical and instrument

specialist in the Maintenance & Utilities, 5 persons in Corpo-rate Services and the other 15 persons are officers of the Fire & Emergency Services.

In his speech Vice President Director of PT Vale Bernardus Irmanto said the Apprentice Development Program 2015-2016 is the best recruitment process ever applied in PT Vale for being precise, transparent and accountable. “I am very proud of you the Apprentice participants this time because you can join in Vale purely due to your own ability and efforts. Congratulations for your achievement,” Bernardus added.

Apprentice Development Program participant conducted a “shuttle run” in physical test at Persesos, Sorowako.


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He also reminded that the Company’s future challenges are getting bigger. Therefore, the new employees from the Ap-prentice Development Program should keep their spirit up and give their best contribution to the achievement of the company’s targets and objectives.

HRBP & Process Management Senior Manager of PT Vale I Wayan Gede Dewantara also congratulated the new employ-ees of PT Vale from the Apprentice Development Program. Wayan emphasized on working safely, efficiently and ef-fectively as the main point employees need to show. “We hope you guys are the right and best choice for the Company to be able to achieve the targets. We also hope these new employee continue to be eager to develop their respective potentials,” he added.

The Apprentice Development Program is one of the training models run for a certain period of time which aims to equip the prospective employees of PT Vale in accordance with the competence required to make them reliable on their jobs.

Suryadi Muis, familiarly called Uya, one of the Apprentice Development Program participants hired as the Fire & Rescue Crew in Fire & Emergency Services, EHS Department, said he was very grateful and proud of his achievement. “It’s all thanks to the prayers and efforts. I and my friends in the Ap-

prentice program will keep the spirit up and contribute to the progress of the Company.”

Thousands of applicantsThe 2015-2016 apprentice program was open for the first selection in June 2015. “At that time there were 4,300 ap-plicants applied,” said Coordinator Technical Training of PT Vale Alimuddin Tola. The applicants came from 11 districts of PT Vale empowerment program areas in East Luwu Regency and were in the productive age (minimum 18 years). This is in accordance with the agreement between the Regional Government of East Luwu Regency and 11 District Heads in East Luwu Regency about the age range of candidates. It is also included in the provisions of Manpower Minister Regula-tion No. 22 of 2009 stating that the minimum age of Appren-tice candidates is 18 years. It is intended that the Apprentice candidates who passed and are employed will have a long working period in the company.

The selection of the program consists of five stages, rang-ing from administrative selection, basic logic test, physical test, interview and health check (knockout system). Then in October 2015, the selected candidates signed the contract to participate in a series of technical and non-technical trainings.

The participants attended the program for 12 months with 25% theory and 75% practice with regular evaluation of every 3 months. The Apprentice participants who passed the 12 months evaluation phases were subsequently recruited as permanent employees of PT Vale.

According to corporate valueThe Apprentice Program is a model of training and recruit-ment process of PT Vale which has been selected after studying and analyzing several recruitment processes done by the Company for getting non-staff workers. “The Company expects the program to generate employees who are ready to work safely, having behaviors according to the Company values and technically reliable in accordance with the compe-tence of each profession,” said Susanto Suprayitno, Training & People Development, HRBP of PT Vale. Additionally, the em-ployees selected from the program are also expected to have high integrity, dedication and commitment to the culture of occupational safety and health (K3).

The program is an improvement effort from previous program ever conducted by the Company in the Industrial



Training Program (PPI). The main difference is the PPI only provides basic training related to the competences of techni-cal, behaviors and K3, while in the Apprentice, aside of the three competences, there are also training for mental coach-ing, capacity building as well as disciplinary and competence improvement to be able to run well the profession/position given as entry level in the Company.

Through such recruitment process, Suprayitno added, the Company is also paying attention to the social aspect by prioritizing the local residents as the only candidates who are allowed to apply.

The advantages of this Apprentice program can also be seen from the initial period of recruitment process done by the Company when it was named the Pioneer Program. For exam-

ticipated in the Apprentice Pioneer Program for three months and sat a test to determine whether they would continue or not. “Fortunately, those who did not pass this three-month program were still hired as mechanics,” Rustam added.

From the 12 participants of the Apprentice program, only 8 were graduated and entitled to a follow-up training according to the need (type of instrument) with a variety of more spe-cific and technical materials. But the test did not stop there. “In the ninth month there was another test. Those who did not qualify were employed as electricians and hydropower operators,” Rustam added.

In the end, there were only 6 candidates who continued to the Advance Instrumentation and Control Automation Train-ing Program for 12 weeks to two years and Rustam was in this

group. “The most prominent thing of the Pioneer Program is that during the training the props and practices were so com-plete that the participants were able to absorb the knowl-edge and skills entirely,” he said.

In addition to enhancing the expertise and competence, the Pioneer Program also provided a promising career path. “For non-staff recruitment, this program is quite good because almost all the graduates can achieve the senior star position given the trainings make them having high morale and high spirit to keep learning. And the most important thing is the training emphasis on attitudes,” said Rustam who is now en-trusted as the GM Process Plant Maintenance of PT Vale. []

Apprentice Program graduations should keep their spirit up and give their best contribution to company achievement.

ple, the one applied in 1982 of which Rustam was one of 12 out of 460 applicants who passed the series of tests.

“At that time the company needed new personnel for operat-ing the equipment. So the Program Pioneer was launched. The announcement was posted in the public places including the village administration offices,” Rustam recalled.

In addition to the administrative selection, a series of tests must be done by the applicants to pass the recruitment process. The tests included theory of basic mathematics, basic physics and English, followed with psychological test, physical test and medical checkup. The ones who passed the tests par-



Mengajak Karyawan Menjaga Kesehatan Otot

Seluruh unit Vale di seluruh dunia, termasuk PT Vale melak-sanakan Health Week 2017 yang berlangsung pada 3-4 April 2017. Di PT Vale, kegiatan ini dilaksanakan oleh seluruh kar-yawan dari semua departemen di Sorowako, Makassar, dan Jakarta. Health Week tahun ini mengangkat tema menganti-sipasi gangguan otot atau musculoskeletal diseases (MSDs). MSDs merupakan keluhan kesehatan yang berhubungan dengan sakit pada otot yang biasanya terjadi di bahu, kaki, dan tulang belakang.

Tema ini diangkat berdasarkan statistik yang menyebutkan sebanyak 40% pekerja di seluruh unit Vale pernah mengalami MSDs. Di PT Vale, catatan RS Inco menunjukkan bahwa 15% karyawan pernah mengalami keluhan tulang belakang (low back pain).

Kegiatan Health Week di setiap area dimulai dengan Safety Talk yang disusul dengan presentasi seputar cara mengidenti-fikasi dan mengantisipasi cedera otot. Peserta juga diajak un-tuk berbagi cerita bertema kesehatan dan keselamatan, serta mendiskusikan keluhan otot yang pernah mereka dialami.

Pek an Kesehatan 2017 membahas c ara mencegah nyeri punggung bawah yang sering dialami k ar yawan PT Vale.

MSDs tidak hanya disebabkan atau dapat terjadi ketika bekerja. Namun di luar jam kerja justru potensi munculnya cedera otot sangat tinggi. MSDs dapat terjadi bila seseorang mengangkat beban terlalu berat dan dalam waktu lama. Disampaikan juga pentingnya melakukan peregangan agar terhindar dari cedera otot sebelum beraktivitas atau saat mel-akukan aktivitas dengan posisi yang monoton dalam waktu lama. Misalnya duduk di depan komputer atau mengendarai kendaraan dalam waktu panjang.

Selain berbagi cerita dan pengalaman, karyawan juga men-dapat wawasan tentang cara menjaga kesehatan, dengan cara rutin berolahraga, rutin melakukan peregangan ketika bekerja, cukup istirahat dan mengonsumsi makanan dengan gizi seimbang.

Di akhir sesi, seluruh peserta Health Week diajak memprakti-kan 15 gerakan peregangan dasar berdurasi sekitar 5 menit yang dapat dilakukan di sela-sela waktu kerja.[]


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Health Week 2017 talks about how to tackle low back pain which mostly experienced by PT Vale’s employees.

Motivating Employees to Maintain Muscular Health

All Vale business units around the world, including PT Vale, were involved in Health Week 2017 which run from April 3-4, 2017. In PT Vale, this activity was joined by all employees from departments in Sorowako, Makassar and Jakarta. This year health week aims at socializing muscular disorders or musculoskeletal diseases (MSDs). MSDs are health disorders associated with muscle pain that usually occurs in the shoul-ders, legs, and spine.

This theme was chosen based on statistics which saying that 40% of workers in all Vale units have experienced MSDs. At PT Vale, data from RS Inco showed that 15% of employees have experienced low back pain.

Health Week activities in each area started with a Safety Talk, and followed by a presentation on how to identify and anticipate muscular injuries. Employees were invited to share stories on health and safety, and discuss about muscle disor-ders they have experienced.

MSDs are not only caused of working. The potential muscular injury could also happen during off-hours. MSDs can occur when a person lifts too heavy things and over a long period of time. The session also explained the importance of stretch-ing, before starting the activity or while doing activities in monotonous position for a long time, to avoid muscular injury. For example, sitting in front of the computer or driving vehicle for a long period.

In addition to sharing stories and experiences, employees also got insights on how to maintain health by doing routine exercise, regular stretching when working, enough rest and eat foods with balanced nutrition.

At the end of the session, all participants of Health Week were invited to practice 15 basic stretching movements lasting about 5 minutes that can be done during working hours.[]



Tim ERG Bantu Aceh

Kabupaten Pidie Jaya, Provinsi NAD dilanda gempa berkekua-tan 6,5SR pada tanggal 7 Desember 2016. Sedikitnya bencana tersebut telah menewaskan 25 orang warga. Gempa juga membuat kerusakan parah pada infrastruktur dan fasilitas umum. Sedangkan korban banyak yang terjebak di rerun-tuhan bangunan. Guna membantu proses evakuasi dan bantuan medis kepada para korban, PT Vale mengirimkan Tim

Tanggap Bencana atau biasa disebut Emergency Responses Team (Tim Respon) ke lokasi bencana.

Tim terdiri dari 8 orang personel Fire & Rescue Services dan tiga personel dari RS Inco (1 dokter dan 2 personel medis) yang bertolak menuju Aceh pada tanggal 9 Desember 2016.

PT Vale membentuk Tim Emergenc y & Response Group (ERG) untuk membantu korban gempa Aceh Pidie akhir Desember lalu.


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di Indonesia masing terbilang langka. “Hanya ada 10 unit di Indonesia dan satu-satunya rescue team korporat yang memi-liki dan dapat mengoperasikannya hanya PT Vale,” ujar Chief FES PT Vale Koesharjanto.

Selain menjalankan operasi pencarian korban, Tim Penyela-mat juga akan memberikan pelayanan pengobatan dan kes-ehatan bagi para korban bencana juga menyerahkan bantuan obat senilai Rp110.000.000 (seratus sepuluh juta rupiah) ke lokasi pengungsi kepada Posko Dinkes setempat.

PT Vale juga memberikan bantuan berupa tenda komando, terpal, beberapa buah velbed, perlengkapan masak makan dan minum. Selama di lokasi, Tim beroperasi di enam desa di tiga kecamatan: Panteraja, Banda Dua dan Meurudue. Operasi berjalan selama 8 hari (terakhir Jumat, 16 Desember 2016) telah berhasil memberikan pengobatan kepada hampir 150 korban.

Pengiriman Tim Respons serupa merupakan yang ke enam kalinya dilakukan PT Vale. Sebelumnya PT Vale ikut melaku-kan misi kemanusiaan dan mengirimkan Tim Penyelamat ke bencana tsunami Nias (April 2005), gempa Yogyakarta (Juni 2006), gempa Padang (September 2009) dan erupsi Gunung Merapi (November 2010), banjir bandang Manado (Januari 2014). []

Pembentukan dan pengiriman Tim Respon ini, menurut Manajer Komunikasi Bayu Aji Suparam, atas permintaan Ke-menterian ESDM kepada perusahaan tambang yang berop-erasi di Indonesia. Di lokasi bencana, Tim Respon akan akan berkoordinasi dengan Kementerian Energi dan Sumber Daya Mineral dan Badan SAR Nasional.

Di lokasi bencana, tim akan memfokuskan pada pencarian korban dan pengobatan para korban. Tim Respons dipimpin oleh Samsuddin (FES). Tim Respon membawa serta beberapa alat pencarian korban bencana super canggih seperti Life Detector System (LDS) dan Search Cam. Penggunaan LDS

Tim Respons Gempa Pidie 2016

Leader: Samsuddin

FES:

1. Rafid

2. Widiyarlina

3. Damir

4. Awaluddin

5. Roby Rahim

6. Sukriyadi

7. Christian Leonard P

RS Inco:

1. Suzanna Haz (dokter)

2. Andi Siswoyo (paramedis)

3. Ferry Mahjud (paramedis)


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PT Vale’s ERG Helps Aceh

Pidie Jaya District, Nanggroe Aceh Darussalam Province, was hit by a 6.5SR earthquake on December 7, 2016. The dis-aster killed at least 25 people. The earthquake also caused a severe damage to the infrastructure and public facilities, while many vic-tims were trapped in the debris of buildings. To assist the evacuation process and provide medical assistance to the victims, PT Vale sent a Disaster Response Team or so-called Emergency Responses Team to the disaster site.

The team consisted of 8 Fire & Rescue Services personnel and three medical personnel from Inco Hospital (1 doctor and 2 paramedics) who de-parted to Aceh on December 9, 2016.

The establishment and deploy-ment of the Response Team,

PT Vale formed Emergenc y & Response Group (ERG) for helping ear thquake vic tims in Aceh, December 2016.



according to Communications Manager Bayu Aji Suparam, were done at the request of the Ministry of Energy and Min-eral Resources to mining companies operating in Indonesia. In the disaster site, the Response Team coordinated with the Ministry of Energy and Mineral Resources and the National Search and Rescue Agency.

The tasks for the team were focused on searching the victims and treating the wounded. The Response Team was led by Samsuddin (FES). The Response Team brought with it several powerful search tools like the Life Detector System (LDS) and Search Cam. The use of LDS in Indonesia is somewhat rare. “There are only 10 units in Indonesia and the only corporate rescue team that owns and can operate them is PT Vale,” said FES Chief of PT Vale Koesharjanto.

In addition to searching the victims, the Rescue Team also provided medical services and healthcare for the disas-ter victims as well as handed over medical aids worth at Rp110,000,000 (one hundred and ten million rupiah) to the local health post for the refugee shelters.

PT Vale also provided assistance in the form of command tents, tarpaulins, folding beds, utensils for cooking, eating and drinking. The Team was operating in six villages of three districts namely Panteraja, Banda Dua and Meurudue. The operation running for 8 days (lasted on Friday, December 16, 2016) has successfully provided treatment to nearly 150 victims.

The deployment of the Response Team to Aceh was the sixth of such operation performed by PT Vale. Previously PT Vale participated in humanitarian missions and sent the Rescue Team to the Nias tsunami disaster (April 2005), Yogyakarta earthquake (June 2006), Padang earthquake (September 2009), eruption of Mount Merapi (November 2010), and the Manado flood (January 2014). []

Pidie Earthquake 2016 Response Team

Leader: Samsuddin

FES:

1. Rafid

2. Widiyarlina

3. Damir

4. Awaluddin

5. Roby Rahim

6. Sukriyadi

7. Christian Leonard P.

RS Inco:

1. Suzanna Haz (dokter)

2. Andi Siswoyo (paramedis)

3. Ferry Mahjud (paramedis)



Melihat Potensi Pengembangan Dana PensiunDepar temen HR gelar sosialisasi dan eduk asi pengembangan dana pensiun k ar yawan melalui opsi investasi non konser vatif.

Kondisi ekonomi Indonesia yang menunjukkan tren lebih positif dan kondusif di tahun 2017 ini mendorong Departemen HR dan Komite Pengawas

Dana Pensiun PT Vale menggelar sosialisasi dan edukasi pengem-bangan dana pensiun melalui opsi investasi. Kegiatan sosialisasi

itu berlangsung selama lima hari (30 Januari - 3 Februari 2017) bertempat di HRPD A1, Mining Harapan, Utilities War Room, Kantin Siloku, Balambano, Malili, Construction, MEM Gunung


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Batu hingga YPS. Pada hari pertama penyelenggaraan juga mengundang perwakilan serikat pekerja yang ada di PT Vale. Sosialisasi mengundang pemateri dari Mandiri DPLK yang merupakan provider pengelola dana pensiun karyawan PT Vale yang ditujuk sejak Januari 2016 silam.

“Selama setahun kami melihat dan mempelajari kondisi ekonomi Indonesia untuk melihat saat yang bagi karyawan PT Vale berinvestasi melalui dana pensiunnya. Baru tahun ini kami merasa kondisi ekonomi kondusif. Maka itu kegiatan edukasi dan sosialisasi ini baru digelar agar karyawan dapat mengembang dana pensiunnya bila mau,” ujar Adi Susatio, Ketua Komite Pengawas Dana Pensiun PT Vale.

Beberapa materi yang disampaikan berupa jenis dan manfaat investasi non konservatif kepada para karyawan disertai rekomendasi portofolio investasi. Selain itu juga dipaparkan mengenai mekanisme pemilihan paket investasi, mekanisme pencairan investasi, ilustrasi penghitungan pembayaran man-faat pensiun termasuk cara memanfaatkan layanan informasi yang disiapkan Mandiri DPLK, seperti rekening oran dan investment review berkala.

Selama ini Dana Pensiun PT Vale mengambil paket investasi konservatif dalam pengelolaan dana pensiun karyawannya. “Opsi konservatif ini tetap ada keuntungannya dibanding hanya deposito namun risikonya tidak besar,” tambah Adi. Sedangkan di sosialisasi ini, karyawan PT Vale yang juga peserta dana pensiun diedukasi bahwa ada paket non jenis konservatif atau disebut growth untuk meningkatkan potensi manfaat investasinya. Namun, untuk paket growth ini tentu-nya risiko yang ditanggung juga lebih besar dibanding jenis konservatif.

Sampai DPLK Mandiri ditunjuk sebagai perusahaan jasa pen-gelola, sebelumnya tugas ini diemban oleh DPLK Bumi Putera (Agustus 2012-September 2015). Penggantian perusahaan pengelola ini bertujuan untuk mencari peluang peningkatan dan pengembangan dana pensiun karyawan PT Vale agar lebih optimal dari sebelumnya.

“Tujuannya selalu mencari perbaikan agar dana pensiun karyawan memiliki nilai yang lebih bagus ke depan dan dapat bermanfaat maksimal bagi karyawan ketika pensiun nanti,” ungkap Senior Manager HR Compensation, Benefit & Services I Wayan Gede Dewantara.

Dalam mengelola dana pensiun PT Vale, DPLK Mandiri menunjuk PT Mandiri Manajemen Investasi (MMI) sebagai pengelola dan Citibank sebagai bank custodian (bank penga-man dana pensiun/aset). Sedangkan dana pensiun karyawan PT Vale tercatat lebih dari Rp500 miliar.[]


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Learning the Potentials of

Pension Fund Development

HR Depar tment holds the socialization and educ ation about employee pension fund

development through non conser vative investment options.



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Indonesia’s economic condition, that has been showing more positive and conducive trend in 2017, prompted

the HR Department and Pension Fund Super-visory Committee of PT Vale to hold the

socialization and education of pension fund development through investment options. The socialization took place for five days (January 30 - February 3, 2017) at HRPD A1, Mining Harapan, Utilities War Room, Kantin Siloku, Balambano, Malili,

Construction, MEM Gunung Batu and YPS. The representatives of the workers union at

PT Vale were also invited in the first day of the socialization. The keynote speaker was from Mandiri DPLK, a provider of employee pension fund manage-ment appointed by PT Vale since January 2016.

“For a year we looked at and studied the economic condition of Indonesia to find the right moment for PT Vale employ-ees to invest their pension funds. Only this year we feel the economic condition is conducive enough. That is why the education and socialization activities are held only just now to provide the opportunity for employees to grow their pen-sion funds if they want to,” said Adi Susatio, Chairman of the Pension Fund Supervisory Committee of PT Vale.

Some of the materials presented were the types and benefits of non-conservative investment instruments along with the investment portfolio recommendations. The other materials were about the selection mechanism of investment package, investment withdrawal mechanism, illustration of pension benefit payment calculation, including how to utilize the in-formation services provided by Mandiri DPLK, such as general checking account and periodic investment review.

So far, PT Vale Pension Fund has taken a conservative invest-ment plan in the management of its employee pension fund. “This conservative option is still profitable compared to only time deposits but the risk is not that big,” added Adi. During the socialization, the employees of PT Vale, who are also the participants of the pension fund, were informed that there is a non-conservative investment package called growth to increase the potential of its investment benefits. However, the growth package is of course having a higher risk than the conservative type.

Before appointed DPLK Mandiri, the pension fund of PT Vale employees was managed by DPLK Bumi Putera (August 2012-September 2015). The replacement of this manage-ment company aims to find opportunities for improving and developing the pension fund PT Vale employees to be more optimal than ever before.

“The goal is always to seek improvement so that the employ-ee pension fund will have a better value in the future and the employees can maximize the benefits when they retire later,” said Senior Manager of HR Compensation, Benefit & Services I Wayan Gede Dewantara.

In managing PT Vale’s pension fund, DPLK Mandiri appoints PT Mandiri Manajemen Investasi (MMI) as the manager and Citibank as the custodian bank. The pension fund of PT Vale employees has been recorded more than Rp500 billion. []



Jennifer Maki, Presiden Komisaris PT Vale dan Direktur Ekse-kutif Vale S.A. untuk Base Metals, di akhir Maret 2017 punya jadwal padat saat berkunjung ke Sorowako selama tiga hari pada akhir Maret 2017. Dia menyempatkan diri untuk men-yapa karyawan melalui Town Hall, berdiskusi dengan grup kecil seputar cost efficiency, dan berdialog dengan karyawan perempuan.

Di sela-sela kesibukannya, Jennifer meluangkan waktu sejenak untuk berbincang dengan Halo Vale. Sepanjang pem-bicaraan, terpancar semangat yang besar dari Jennifer ketika membahas tentang karyawan. Bahkan ketika membagi resep kesuksesannya, dia menggaris bawahi tentang pentingnya membina relasi dan kemampuan bekerja sama dengan orang lain. Selain terus mengingatkan arti penting menjaga keselamatan, Jennifer merupakan sosok yang menghidupkan nilai Vale, value our people, dengan penuh kesungguhan.

Jennifer Maki

Perlu senantiasa meningk atk an kinerja keselamatan dan selalu terbuk a untuk perbaik an.

Simak petikan pembicaraan eksklusif Halo Vale dengan sang pemilik gelar sarjana Ilmu Bisnis dari Queens University dan alumnus program pasca-sarjana Institute of Chartered Ac-countants.

Jennifer, selamat datang di Sorowako!Sebenarnya ini kunjungan saya yang ketiga atau keempat kali ke Sorowako. Saya menyempatkan diri datang sebelum kembali ke Jakarta untuk mengikuti Rapat Umum Pemegang Saham.

Ada tujuan khusus dalam kunjungan Anda ke Sorowako kali ini?Saya selalu bersemangat bertemu banyak orang. Sorowako adalah lokasi di mana karyawan PT Vale paling banyak berada dan di sinilah tempat nikel diproduksi. Saya selalu merasa penting untuk tidak menghabiskan waktu di Jakarta saja. Bagi saya, lebih penting datang ke site, bertemu karyawan, dan melihat pekerjaan bagus yang sudah mereka jalankan, dan

“Karyawan adalah Faktor Utama Mencapai Sukses”


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memberi saya kesempatan untuk bicara dengan banyak karyawan. Jadi kunjun-gan saya ini benar-benar untuk bertemu dan berdiskusi dengan karyawan.

Menurut Anda, apa kelebihan utama yang dimiliki PT Vale?Kekuatannya ada di karyawan. Tingkat keterlibatan karyawan di sini benar-benar istimewa. Saya sudah menyebutkan soal survey karyawan dan PT Vale memiliki angka partisipasi tertinggi dibandingkan unit bisnis lainnya di Vale, dan umpan balik yang kami dapatkan begitu positif. Tentu saja kita masih bisa berbenah tapi kita punya modal nilai yang tinggi dalam pelibatan karyawan. Tanpa ragu, kar-yawan PT Vale adalah salah satu faktor terbesar untuk meraih kesuksesan. Saya senang melihat fakta bahwa karyawan kita begitu senang bekerja di sini dan begitu terlibat dengan apa yang mereka kerjakan.

Anda sudah mencapai level yang tinggi di Vale. Bagaimana Anda mendeskripsikan gaya kepemimpinan Anda?Saya sangat terbuka dan transparan. Dan saya bekerja begitu keras. Saya telah melewati berbagai peristiwa penting di Pe-rusahaan yang membantu peningkatan karir saya. Tapi menu-rut saya, yang lebih penting adalah soal membangun hubun-gan. Saya selalu berkata bahwa Anda bisa jadi orang paling cerdas di dalam ruangan ini tapi itu tidak akan ada artinya jika Anda tidak bisa bekerja sama dengan orang lain. Karena setiap hari Anda berinteraksi, Anda terlibat, Anda memimpin, Anda berdiskusi, semuanya dengan orang lain. Jadi punya kemampuan membangun relasi dan bekerja sama, menurut saya, telah banyak membantu dalam karir saya sehingga saya menjadi seperti apa yang terlihat hari ini.

Lalu apa yang masih perlu kami tingkatkan?Kita senantiasa perlu meningkatkan kinerja keselamatan. Se-lalu terbuka ruang untuk perbaikan sampai kita mencapai tu-juan yaitu nihil zero life lost, zero life change, dan zero harm. Selain itu, yang menurut saya perlu ditingkatkan adalah tentang kepercayaan. Rencana yang sudah susun merupakan komitmen kita kepada pemegang saham. Dan ini tentang mewujudkan rencana itu dari hari ke hari, untuk jangka

panjang. Saya pikir kita punya budaya perbaikan yang kuat di sini tapi budaya itu masih baru sehingga kita perlu menyebar-kannya ke area yang lebih luas dan mendalaminya. Karena yang ingin kita lakukan adalah memastikan bahwa besok kita bekerja lebih baik dibanding hari ini, kuartal depan lebih baik dibanding kuartal ini, dan tahun depan pasti lebih baik dibanding tahun ini. Dan agar hal itu terwujud, kita perlu menebar budaya pem-benahan terus-menerus dan menanamnya dalam DNA kita.

Bagaimana Anda memandang Vale dalam hal kesetaraan jender?Ada beberapa perempuan yang menjadi senior leader di PT Vale, seperti Febriany di BoD dan Ratih sebagai Head of Legal Department. Saya rasa, di fungsi-fungsi kerja supporting, perempuan sudah diakui. Tapi saya belum melihat senior leader perempuan di bidang operation, misalnya di Departemen Main-tenance, Mines, dan di Process Plant. Tantangan itu juga terjadi di wilayah operasional kita yang lain, baik di Sudbury atau di Thompson. Kita perlu mendorong agar suatu hari ada senior leaders perempuan di bidang-bidang yang secara tradisional dikuasai oleh para pria. Pekerjaan itu relatif lebih mudah di unit bisnis baru. Kita punya karyawan perempuan yang cukup ban-yak di Long Harbour dan New Caledonia. Tapi di unit manapun, kita harus bisa mencapai kemajuan.

Per tanyaan terakhir, adakah pesan khusus bagi kar yawan PT Vale?Saya ingin berterima kasih atas kerja keras Anda semua dan atas tingginya level komitmen dan keterlibatan di sini. Pastikan kita selalu mengutamakan keselamatan di atas segalanya. Saya sangat menikmati kunjungan saya ke Indonesia, ke PT Vale. Saya senang datang ke sini.[]


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Jennifer Maki

Jennifer Maki, President Commissioner of PT Vale and Execu-tive Director of Vale S.A. for Base Metals, had a busy schedule while visiting Sorowako for three days at the end of March 2017. She took time to greet employees in the Town Hall, discussed about cost efficiency with a small group, and talked with female employees.

On the sidelines of her busy agenda, Jennifer took a moment to talk with Halo Vale. During the interview, a great spirit radiated from Jennifer when discussing about employees. Even when sharing her recipe for success, she underlined the importance of fostering relationships and the ability to work with others. In addition to continuing to remind the impor-tance to put safety first, Jennifer is a figure who revives the value of Vale, the value of our people, with full sincerity.

Check out the excerpts of Halo Vale’s exclusive interview with the owner of a bachelor’s degree in Business Sciences from Queens University and an alumnus of the Institute of Char-tered Accountants for a post-graduate program.

Jennifer, welcome to Sorowako!This is actually my third or fourth visit to Sorowako. I took the time to come before returning to Jakarta to attend the General Meeting of Shareholders.

Is there any special purpose in your visit to Sorowako this time?I am always eager to meet people. Sorowako is the location with the majority of PT Vale employees and where nickel is produced. I always think it is important not to spend all my time in Jakarta. For me, it’s more important to come to the site, meet the employees, and see the good works they have done, and give myself the opportunity to talk to our employ-ees. So my visit is exactly to meet and talk to the employees.

What do you think is the main advantage of PT Vale?The strength is in the people. The level of employee engage-ment here is really special. I have mentioned about the employee survey and PT Vale had the highest participation

Always improve safety and corporate per formances.

“Human Resources are Key Factor to be Successful”


I N T E R V I E W

rate compared to the other business units in Vale, and the feedback we got from the survey was positive. Of course we can still improve but we have a high score in employee engagement. Without a doubt the people here at PT Vale are one of the biggest factors in term of being successful. I love the fact that our employees are so happy to work here and so engaged with what they are doing.

You’ve reached a high level in Vale. How would you describe your leadership st yle?I turn to be very open and transparent. And I work really hard. I have been exposed to some key events in the Company that I think helped me in my career. But I think the more impor-tant is building the relationships. I always say that you can be the smartest person in this room but it will not matter if you cannot work with other people. Because every day you interact, you engage, you lead, and you discuss everything with others. So having the ability to build relationships and work together, I think, has helped me a lot in my career to be able to get where I am today.

So what do we sti l l need to improve?We need to improve always on safety. There is always room to improve on safety until we achieve our goal of having zero life lost, zero life change, and zero harm. Additionally, I think what also needs to improve is about reliability. The plan is a commitment we make to the shareholders to deliver, and it is about delivering the plan day in, day out. I think we have a strong continuous improvement culture here but it is still young so we need to spread it to more areas and deepen it. Because what we really want to do is make sure that we are doing better tomorrow than we did today, better next quarter than this quarter, and better next year than this year. And for that to happen, we really need to spread the culture of continuous improvement through our DNA.

How do you view Vale in terms of gender equalit y?There are some senior female leaders in PT Vale, such as Febri-any in BoD and Ratih as Head of Legal Department. I think in support function, women have been recognized. But I don’t see senior female leaders in operating jobs, like in Mainte-nance, Mines, and Process Plant. We have the same challenge

in our other operations, rather it be in Sudbury or in Thomp-son. We have to do more to encourage those traditional male jobs to get more female senior leaders. It is relatively easier in our newer operation. We do quite well in, say, in Long Harbor and New Caledonia. But in any sites we could always improve.

Last question: Is there any special message for PT Vale employees?I want to thank you for all the hard works and your strong level of commitment and engagement here. Make sure we always put safety before anything else. I really enjoy my visit here to Indonesia, to PT Vale. It’s great to be here.[]


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Dari kontes lampion, pelatihan hingga binc ang keselamatan.

Bulan K3-2017

K3 adalah Tanggung Jawab Bersama

Data statistik Kementerian Tenaga Kerja menunjukan keseha-tan dan keselamatan kerja (K3) pada perusahaan-perusahaan di Indonesia tahun 2016 menunjukkan kinerja yang semakin baik. Namun demikian K3 disebut masih memiliki tantangan besar mengingat keran MEA (Masyarakat Ekonomi ASEAN) telah dibuka sejak dua tahun silam. Di sisi lain, kinerja K3 PT Vale juga menunjukkan nilai baik pada tahun tersebut. Untuk merayakannya, peringatan Bulan K3 Nasional di PT Vale digelar sepanjang 12 Januari-12 Februari 2017 yang diisi be-ragam kegiatan kampanye, sosialisasi hingga lomba internal perusahaan, kontraktor hingga masyarakat umum.

Tahun 2016 boleh jadi tahun menggembirakan untuk dunia K3 Indonesia. Pasalnya beragam indikator K3 menunjukkan rapor hijau. Sebut saja jumlah kecelakaan kerja yang mene-

waskan pekerja turun hingga 18,4% (2.375 pada tahun 2015 menjadi 1.936 pada tahun 2016), meningkatnya jumlah pen-gawas K3, konsultan K3 hingga perusahaan tambang yang menerapkan Sistem Manajemen Keamanan Pertambangan (SMKP).

Catatan Kementerian Tenaga Kerja menyebutkan jumlah pengawas spesialis K3 hingga akhir tahun 2016 juga telah berkembang menjadi 351 orang atau bertambah 16 spesialis dari tahun sebelumnya. Sedangkan di dunia pertambangan, perusahaan yang telah lolos audit SMKP telah menjadi 10 pe-rusahaan. Sementara terdapat 1.072 perusahaan yang telah menerapkan SMKP. Padahal tahun sebelumnya berjumlah 1.040 perusahaan.


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Bernardus Irmanto juga mengucapkan prestasi itu berkat kerja sama semua pihak. “Prestasi nol kecelakaan kerja pada tahun 2016 merupakan keberhasilan dan tanggung jawab kita bersama. Upaya dan inisiatif dari perusahaan, karyawan, kontraktor, keluarga dan juga serikat pekerja,” ujar dia.

Pada kesempatan tersebut juga disampaikan bahwa bahwa tantangan K3 perusahaan tetap besar pada tahun-tahun mendatang. Maka itu diperlukan keteladanan dari seluruh karyawan perusahaan agar bekerja sesuai prosedur kea-manan dan keselamatan.

Upacara K3 2017 tersebut juga dihadiri Wakil Bupati Luwu Timur Irwan Bahri Syam yang membacakan Pidato Menteri Tenaga Kerja RI. Pidato menyebutkan bahwa K3 hanya dapat terwujud dan efektif meningkatkan produktivitas bila semua elemen di perusahaan termasuk serikat pekerjanya bekerja

sama.

Beragam lombaSebelumnya, selama sebulan penuh (12 Januari-12 Februari 2017) PT Vale menggelar rangka-ian kegiatan peringatan Bulan K3 Nasional. Terdapat 12 kegiatan yang dibagi di Sorowako dan Makassar untuk memeriahkan momen tersebut.

Di Sorowako, digelar Penilaian K3 terhadap seluruh kontraktor peserta CSMS (Contractor Safety

Management System), radio talkshow tentang keseha-tan, seminar kesehatan ibu dan anak, pelatihan auditor Sis-tem Keselamatan Pertambangan, Rescue Challenge, Lomba Poster K3, Lomba Lampion, Senam Jantung Sehat, Lomba Cerdas Cermat, Seminar Penanganan Bencana, pameran K3 dan upacara. “Sedangkan di Makassar kegiatan berupa Cerdas Cermat K3 Tingkat Provinsi dan Seminar K3,” ujar Ketua Panitia Bulan K3-2017 PT Vale Anang Krisnocahyo.[]

Pemerintah sempat merilis beberapa regulasi untuk men-ingkatkan performa dan implementasi K3 di perusahaan-perusahaan. Salah satu di antaranya adalah dengan terbitnya Permenaker No.9 Tahun 2016 tentang Keselamatan dan Kesehatan Kerja dalam Pekerjaan Ketinggian yang sejalan dengan aktivitas-aktivitas project seperti yang banyak dilaku-kan di perusahaan-perusahaan seperti di PT Vale.

Meski demikian, K3 Indonesia masih menghadapi sejumlah persoalan dan tantangan. Misalnya implementasinya yang sangat tergantung pada tingkat pendidikan dan kompetensi para pekerja. Dengan jumlah angkatan kerja sebesar 122,4 juta orang, jumlah tenaga kerja yang berpendidikan ren-dah (SMP ke bawah) masih terdapat 27%. Padahal tingkat pendidikan dan kompetensi sangat mempengaruhi dalam penerapan prosedur kerja aman dan sehat.

Kementerian ESDM juga menyebutkan selain faktor tersebut, regulasi K3 (UU No. 1 Tahun 1970) dianggap sudah tidak sesuai dengan era MEA dan memerlukan revisi pada poin-poin tertentu, misalnya tentang nominal minimal sanksi, prosedur dan kompetensi peng-gunaan tenaga kerja asing hingga sertifikasi kompen-tensi kerja.

Wakil Presiden Direktur PT Vale Bernardus Irmanto pada upacara peringatan Bulan K3 Nasional PT Vale, pertengahan Februari lalu juga menyebutkan bahwa ki-nerja K3 perusahaan meski menunjukan tren membaik pada tahun 2016, jangan sampai membuat karyawan dan kontrak-tor PT Vale lengah. “Tahun 2016 lalu kita berhasil mencapai nol kecelakaan. Namun tahun 2017 baru berjalan dan banyak tantangan K3 karena potensi dan risiko meningkat seiring banyaknya project yang akan dikerjakan seperti Shut Down pada tahun 2017 ini,” papar dia.


SEHAT SEL AMAT

K3 Month-2017

K3 is Shared Responsibility

The statistic data from the Ministry of Manpower show the occupational safety and health (K3) in the companies in Indonesia in 2016 had better performance. Nevertheless, K3 is considered to still have a big challenge after the MEA (ASEAN Economic Community) was officially launched two years ago. On the other hand, the implementation of K3 at PT Vale also showed good performance in that year. The celebration of the National K3 Month at PT Vale was held from January 12 to February 12, 2017, filled with various campaign activities, so-cialization as well as fun games for the employees of the Company, the contractors and the general public.

The year 2016 may be an exciting year for Indonesia’s K3 implementation, since various K3 indicators showed green. For example, the number of occupational accidents that killed the workers down by 18.4% (2,375 in 2015 to 1,936 in 2016), the number of K3 supervisors increased, so did the number of K3 consultants and the mining companies who apply the Min-ing Security Management System (SMKP).

According to the Ministry of Manpower, the num-ber of K3 supervisor specialists until the end of 2016 has also grown to 351 people or increased by 16 specialists from the previous year. In the mining sector, the companies who passed the audit of SMKP have reached 10 companies. Meanwhile there are 1,072 companies that have implemented SMKP, compared with 1,040 companies in the previous year.

The government had issued several regulations to improve the performance and implementation of K3 in the companies. One of them is the Minister of Manpower Regulation No.9 Year 2016 on Occupational Safety and Health in High Altitude Works such as in the project activities of many companies including PT Vale.

From lampion contest, training until radio talkshow.


H E A LT H A N D S A F E T Y

However, the implementation of K3 in Indonesia still faces a number of problems and challenges. For example its im-plementation is highly dependent on the level of education and competence of the workers. With a workforce of 122.4 million people, the number of low-educated workers (junior secondary schools) is still 27%. In fact the level of education and competence is very influential in the application of oc-cupational safety and health procedures.

The Ministry of Energy and Mineral Resources also mentioned that in addition to those fac-

tors, the K3 legislation (Law No. 1 of 1970) is considered to be inconsistent with the era of the MEA and requires revisions on certain points, such as the minimum nominal sanctions, the procedures and the use of foreign workers as well as the competence certification.

Vice President Director of PT Vale Ber-nardus Irmanto at PT Vale’s National K3

Month ceremony in mid-February also mentioned that the Company’s occupational safety and health performance, despite improving trend in 2016, do not make the employees and contractors of PT Vale to be off guard. “In 2016 we man-aged to achieve zero accidents. But the year 2017 is running and many challenges facing K3 because the potential risks increase along with many projects to be undertaken such as the Shut Down in 2017,” he said.

Bernardus Irmanto pronounced that the achievement thanks to the cooperation of all parties. “The achievement of zero workplace accidents in 2016 is our joint success and respon-sibility. The efforts and initiatives came from the Company, employees, contractors, families and unions,” he said.

During the occasion it was reminded the Company’s K3 challenges would remain big in the coming years. So it takes exemplary of all the employees of the Company to work ac-cording to safety and security procedures.

The K3 2017 ceremony was also attended by Vice Regent of East Luwu Irwan Bahri Syam who read the speech of the Min-ister of Manpower of the Republic of Indonesia. The minister stated that K3 could only be realized and effectively improved its productivity when all elements in the company including workers unions to work together.

Various fun gamesPreviously, for a full month (January 12 - February 12, 2017) PT Vale held a series of National K3 Month commemorative activities. There were 12 activities held dividedly in Sorowako and Makassar to enliven the moment.

In Sorowako, the activities included K3 assessment to all contractors of CSMS (Contractor of Safety Management Sys-tem), radio talk show about health, maternal and child health seminar, training for Mining Safety System auditors, Rescue Challenge, K3 Poster Competition, Lampion Contest, Healthy Gymnastics, Intelligent Quiz, Disaster Handling Seminar, K3 exhibition and ceremony. “In Makassar the activities were in the form of K3 Quiz Provincial Level and K3 Seminar,” said Committee Chairman of K3-2017 Month of PT Vale Anang Krisnocahyo.[]


H E A LT H A N D S A F E T Y

Menjawab perubahan dengan ide baru.

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2017 halo vale filenerja perusahaan misalnya hasil pencapaian pelaksanaan program sosial pt vale ......

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