Building Integrated BUMN Corporate University towards One Nation, One Vision, One Family

Progress Report

Agenda

Introduction

Opportunity for HC Integration

Progress Report

BUMN University

What Next

Introduction

Agenda

Opportunity for HC Integration

Progress Report

BUMN University

What Next

E7 : Top 7 Emerging CountriesG7 : Top 7 Developed CountriesSource : PWC 2017

Our Economy in 2050

Source: McKinsey Global Institute, 2012

2030

1. China

2. USA

3. India

4. Jepang

5. Brazil

6. Russia

7. Indonesia

ASEAN ECONOMIC COMMUNITY Since 2015

Regional Single Market and Production Based: Free flow of Goods, Service,Investment, and Skilled Labour (Knowlede Worker)

Talent Shortage Dilemma

Our Unemployment Rate 2017(tradingeconomics.com)

University Graduate

G20 Unemployment Rate (%)

High ranking countries share key traits, including

educational systems that meet the

needs of the economy, employment policies that

favour flexibility, mobility and entrepreneurship,

and high connectedness of

stakeholders in business and government.

Our Global Talent Competitiveness Index (2017)

Our Demography Dividend

Sum ber: Bappenas & BPS, diolah

80% Millennials!

2012 2013 2014

Sumber : Pidato Executive Leadership Program (ELP), 25 Januari 2017

2016 2017 2018 2019

Modal terbesar dan terkuat Indonesia adalah manusianya.Membangun manusia Indonesia adalah INVESTASI MENGHADAPI MASA DEPAN.

Setelah pekerjaan besar infrastruktur, kita bergeser ke Investasi SDM.APBN 2019 difokuskan untuk pengembangan SDM.

Sumber : Sidang Tahunan MPR, 16 Agt 2018

SUMBER DAYA MANUSIA SEBAGAI INVESTASI MASA DEPAN

Pengelolaan korporasi BUMN yang modern memerlukan profil kepemimpinan yang berkarakter kuat, bersih dan mengedepankan nurani, kepemimpinan yang visioner,

professional dan memiliki wawasan kebangsaan.Pemimpin di BUMN tidak hanya harus memiliki intuisi bisnis yang tajam, tetapi juga pro

kerakyatan, serta berwawasan global.

2012 2013 2014 2016 2017 2018 2019

SUMBER DAYA MANUSIA SEBAGAI PONDASI ROADMAP BUMN

Arah kebijakan BUMN disusun dalam suatu Roadmap yang dilandaskan pada visi BUMN

sebagai agen pembangunan dan penciptaan nilai

One Nation, One Vision, One Family To Excellence

One Nation

Mewujudkan Visi Indoonesia Incorporated.Bagaimana lompatan-lopmatan yg dibuatBUMN secara agregat memang mampumenjadi daya dorong pertumbuhan angkaekonomi Indonesia. Di sisi lain, tetapmengemban tugas 'Hadir Untuk Negeri"yang bisa jadi tidak masuk secara ukuranbisnis.

One VisionOne Family

To Excellence

.

Menghimpun keluarga besar BUMN dalam satu kesatuan visi dan kinerja yang luar biasa demi terwujudnya kejayaan bangsa

Satu bangsa Indonesia, BUMN hadirdari Sabang sampaiMerauke, produk dan jasa yangdihasilkan menyentuh setiapsendi kehidupan masyarakatIndonesia.

Sinergi adalah kunci. Bukan hanya ’sekedar'bersinergi untuk soal efisiensi biaya, tapiutamanya adalah peningkatan produktivitasdan penciptaan nilai, menghilangkan silo-silo dgnukuran apapun, sehingga mampu lebihjeli melihat peluang sinergi yg bisa dilakukan, yangsifatnya 'out of the box' dan kekiniandengan revolusi industri 4.0 namun tetapmengedepankan komponen lokal baik tenagakerja maupun bahan bakunya

Ukuran-ukuran kinerja BUMN harus ditingkatkan. Lebih banyak BUMN yg harus mendorong dirinya keluar dari zona nyaman, bukan hanya menjalankan bisnis " seperti biasa", tapi bagaimana menjadi pemain di tingkat regional.

SINERGI HUMAN CAPITAL BUMN

Memperkuat sinergi BUMN di 4 bidang + 1 (penyelarasan Human Capital) untuk efisiensi dan nilai tambah

Konsolidasi Aset & Saham

Aliansi Strategis dan/atau

berbagi

sumberdaya

Kolaborasi dan kemitraan

Sinergi transaksi (B2B)

Penyelarasan Human Capital

Opportunity for HC Integration

Agenda

Introduction

Progress Report

BUMN University

What Next

MODEL INTEGRASI HUMAN CAPITAL BUMN

Sesuai untuk level

“Sectoral Holding”

OperatorStrategic

Controller

Strategic

Architect

Active

Shareholder

Kontrol Terpusatyang Kuat

Unit Bisnis denganOtonomi Penuh

Single unit of operation / country

Very closely linked

units of operation / countries

Related unit of

operations / countries

Unrelated units of

operation / countries

Sesuai untuk level

“Super Holding”Masing-masing

BUMN

SOE HC Transformation

BUMN Corporate University

Extending ITMSLearning &

Development

HC Technology

Talent

Management

HC Analytic

Reward &

Performance

Core Values

EVP & Employer

Branding

Progress Report

BUMN University

Agenda

Opportunity for HC Integration

Introduction

What Next

Wadah Pengembangan Talenta BUMN

Ke depan keseluruh Corporate University menjadi satu dalam BUMN University

Sinergi Corporate University

TalentAcquisition

TalentClassification

Talent

Development

TalentRetention

TalentMobility

TalentCommittee

BE

C.1D

A

SynergyCorpU

C.2

Talent Development &Synergy Corpu

Quick Wins : Sinergi Corporate University

Learn and Develop through Experiences

• Apply learnings in a real situation• Try a new approach to an old problem• Take on new tasks and responsibilities• Solving Problems in your current role• Substitute for superiors in meetings• Cover for others on leave• Take part in project or working group• Job rotation or seconments• Take on stretch assignments• Lead a team and/or project• Increased span of control• Increased decision making• Champion and/or manages changes• Delivering team work• Cross functional collaboration• Conduct site/customer visits• Apply standards and best practices• Work with consultants and experts• Presenting / Public Speaking• Take part in project reviews• Volunteering• Interviewing• Budgeting• Etc

70%

• Seeking feedback, work debriefs• Seeking advice, asking for

opinions• Seeking 360 degree feedback• Feedback from an assessment• Observing others• Participating in communities of

practice• Interacting with others,

conversations• Reflecting on interactions with

others• Testing ideas with others• Brainstorming with others• Coaching• Mentoring• Networking and social activities• Peer group learning• Group Discussions• Asking Questions• Etc

• Formal education (e.g. College, University, Qualifications)

• Training Courses• Development Programs• Visit seminars, conferences• eLearning, Webinars, MOOCs• Participate in workshops• Accreditation, certification• Read books, articles, reports,

manuals• Browse website, read blogs• Watch videos• Etc

Learn and Develop through Formal Sources

Learn and Develop through Others

20%10%

Blended Learning Approach

BUMN Corporate University Building Blocks

Mission & Objectives

New Learning Mind-set & CultureLearning Experiences Infrastructure

Target

AudienceContent Delivery

ModelGovernance Structure Branding &

Alliances

Senior

Executive

Top Talent

Managers /

Leaders

Employees

External

Attendees

Strategy /

Values

Leadership

Personal

Competencies

Technical /

Functional Skills

Basic Skills

Experience

Leaders/ Experts

as Faculty

E-Learning

Virtual /

Online

Independent

Organization

Dedicated

Centre (within

Group HR)

Internal

Network

Centralized

Regional Hubs

Decentralized

Internal Brand

Key Strategic

Partner

Outsourcing

New Learning Mindset and Culture

New Learning Mind Set & Culture

• Learning is part of the job (everybody job)

• We should cultivate an Active Learning culture (Learner-centered learning)

• In the digital era, learning is (almost) free

• Everybody should also help others to learn : the more you give, the more you get (Ilmu yang bermanfaat adalah pahala yang tak akan putus)

Cultivate “Everyday Learning” Culture in every SOE

4 Main Roles of Corporate Universities

Training center: CU provides training to regular employees & leaders. The goal is to achieve operational excellence & drive alignment around key business process & standards

Leadership Accelerator: Targeting middle & top management to foster a companywide leadership culture.

Strategy Platform: These program targets senior & top management with content directly relevant to the company’s strategy. The goal is to t ie professional development to specific challenges & embed the learning process in

strategy development

Learning Network: Creating a learning culture & ongoing learning opportunit ies beyond the classroom is the charge of these programs, which target a broad base of management & employees to fort ify functional, technical &

management skill.

Training center: provides training to regular employees &

leaders. The goal is to achieve operational excellence & drive

alignment around key business process & standards

Leadership Accelerator: Targeting middle & top management

to foster BUMNwide leadership culture.

Strategy Platform: These program targets senior & top

management with content directly relevant to the company’s

strategy. The goal is to tie professional development to specific

challenges & embed the learning process in strategy

development

Learning Network: Creating a learning culture & ongoing

learning opportunities beyond the classroom is the charge of

these programs, which target a broad base of management &

employees to fortify functional, technical & management skill.

Leadership & Business Academy

“Technical” Academies

Focus of BUMN University

VISI DAN MISI BUMN UNIVERSITY

Menciptakan pemimpin BUMN yang unggul, berkualitas, dan memiliki integritas, strong national commitment, serta berwawasan global.

Menyediakan talenta kepemimpinan nasionalyang dapat diandalkan

Membangun sistem pengembangan kepemimpinanyang modern dan adaptif.

Membangun Human Capital BUMN yang Profesional dan Kompetitif.

MISI

Menjadi pusat keunggulanpengembangan HumanCapital berwawasan global

VISI

Menjalin kemitraan yang sinergi dengan institusipembelajaran nasional dan internasional.

BUMN UNIVERSITY FRAMEWORK

BUMN UNIVERSITYAkademi Leadership

&Business

Akademi Konektivitas Akademi Farmasi

Akademi Jasa Survey Akademi Pertambangan Akademi MaritimAkademi Pertahanan

Strategis

Akademi BajaAkademi AsuransiAkademi PupukAkademi Kehutanan

Akademi Minyak dan Gas Akademi Semen Akademi Infrastruktur

Akademi ICT dan Digital

Akademi Agrifood Logistik Akademi Perumahan Akademi KetenagalistrikanAkademi AgroAkademi Banking &

Financial Service

BUMN University bertanggung jawab untuk1. Pengembangkan kepemimpinan seluruh talenta BUMN menjadi Global Leader sesuai Core Values;

2. Strategic controller bagi CorpU dibawahnya dengan memberikan panduan agar terjadi konsistensi

pembelajaran seluruh pegawai BUMN.

Pembagian Akademi berdasarkan Roadmap BUMN

AKADEMI BUMN AKADEMI BUMN

Kepemimpinan WIKA, BNI, TELKOM, PertaminaHolding Pertahanan &

TeknologiPTDI, Dahana, INTI, PINDAD, LEN, INUKI,

TELKOM

Holding Migas Pertamina, PGNHolding Perbankan &

KeuanganDanareksa, Mandiri, BNI, BRI, BTN,

Danareksa,Bahana, TASPEN, Pegadaian, PNM

HoldingPertambangan

INALUM, ANTAM, Bukit Asam, Freeport, Timah, Holding AsuransiJasa Raharja, Askrindo, Jiwasraya,

Jamkrindo, Jasindo, ASEI.

Holding Perkebunan PTPN III, RNI Holding Farmasi Kimia Farma, Biofarma, Indofarma, Phapros

Holding Perhutani Perhutani *Sektor Baja Krakatau Steel

Holding Semen Semen Indonesia*Sektor Logistik &

PerdaganganBULOG, Pos Indonesia, Persero Batam,

Sarinah, VTP, BGR, PPI

Holding Pupuk PIHC, Pertani, Sang Hyang Seri *Sektor KonektivitasAP1, AP2,Garuda Indonesia, AirNav, KAI,

DAMRI, PPD

Holding Jasa Survey Surveyor, Sucofindo, BKI *Sektor MaritimPelindo I, Pelindo II, Pelindo III, Pelindo IV,

ASDP,PELNI, KBN, JIEP, SIER, KIW, KIMA

Holding Infrastruktur HK, Waskita, Adhi, Jasa Marga, Istaka, Yodya*Sektor Khusus

KetenagalistrikanPLN

Holding Perumahan Perumnas, PP, WIKA,

STRUKTUR BUMN UNIVERSITY

Governing Body:• Memastikan kejelasan intensi, visi, dan misi• Menjaga standaretika dan integritas• Menentukan arah dan strategi

Group CLO:• Mitra bisnis strategis bagi Governing Body dalam menerjemahkan intensi, visi, dan misi

menjadi model operasi BUMN CorpU• Mengembangkan dan Mengimplementasikan strategi pembelajaran secara garis besar• Bertanggung gugat terhadap pengembangan talent yang masuk ke dalam pengelolaan

BUMN

CLO of Academy:• Mendefinisikan model operasi menjadi operasionalpembelajaran• Mengorkestrasikan sistem pembelajaran di tiap school

Head of Schools:• Mengeksekusi operasional pembelajaran yang efektif• Mengembangkan dan mengelola program pembelajaran, menjaga keterhubungan dan

kemitraan di dalam dan lintas unit

Group CLO Office• Bertanggung jawab untuk melakukan kajian dan administrasi kegiatan BUMN University

untuk mendukung Group CLO;• Membantu Group CLO mengkordinasikan kebijakan Governing Body.

Group CLO

Governing Body

Group CLO Office

1

2

3

4

3

4

3

4

1

2

3

4

5

5

STRUKTUR GOVERNING BODY

MENTERI BUMN Dirut PT PLN Dirut PT DI

PARA DEPUTI KEMENTERIAN BUMN Dirut PT Inalum Dirut PT PELINDO II

Dirut Utama PT WIKA Dirut PT Pertamina Dirut PT TELKOM

Dirut Perum Bulog Dirut PT Semen Indonesia Dirut Perum Perhutani

Dirut PTPN III Dirut PT Adhi Karya Dirut PT Jasa Raharja

Dirut PT Bank Mandiri Dirut PT Garuda Indonesia Dirut PT KS

Dirut PT Danareksa Dirut PT Bio Farma Dirut PIHC

Dirut PT PP Dirut PT BKI ASDEP MSE

STRUKTUR GROUP CLO DAN CLO

Group CLOAlex Denni (Jasa Marga))

Akademi Leadership

&BusinessNovel Arsyad (WIKA)

Akademi Konektivitas

Heri Akhyar (GIA)

Akademi Farmasi

Disril Revolin Putra (Biofarma)

Akademi Jasa Survey

Saifuddin Wijaya (BKI)

Akademi Pertambangan

Carry Mumbunan (Inalum)Akademi Maritim

Rizal Ariansyah (Pelindo II)

Akademi Pertahanan

StrategisSukatwikanto (PT DI)

Akademi Baja

Rahmat Hidayat (KS)

Akademi Asuransi

Dewi Aryani Suzana (JasaRaharja)

Akademi Pupuk

Winardi (PIHC)

Akademi Kehutanan

Endang Suraningsih(Perhutani)

Akademi Minyak dan Gas

Koeshartanto (Pertamina)

Akademi Semen

Agung Yunanto (Semen Indonesia)

Akademi Infrastruktur

Agus Karianto (Adhi karya)

Akademi ICT dan Digital

Herdy Harman (Telkom)

Akademi Agrifood Logistik

Bagya Mulyanto (BULOG)

Akademi Perumahan

Agus Purbianto (PP)

Akademi Ketenagalistrikan

Muhamad ALI (PLN)

Akademi Agro

Seger Budiarjo (PTPN III)

Akademi Banking &

Financial ServiceAgus Dwi Handaya (Mandiri)

BUMN University dalam Struktur Organisasi FHCI (sementara)

2018 - 2019

Pengurus Inti

RAPAT ANGGOTA

DEPUTY INFRASTRUKTUR BISNIS

PEMBINA

HERDY HARMAN

TELKOM

KETUA UMUM

SEKRETARIS JENDERAL

WAKIL SEKRETARIS JENDERAL

WING ANTARIKSA – ASDP

JOHANNES NANANG M. - RNI

BIDANG

Stakeholder, PR &

Communication

BIDANG

Industry Internship &

Partnership

BIDANGCertification &

Standarization (LSP)

BIDANG

Event & Benchmark

Management

BIDANG

HCIS and People Analytics

BENDAHARA

NILAWATI DJUANDA – INTI

FIRMANSYAH TANJUNG S. - PPIAGUSTINUS M.- TELKOM

FHCI STEERING COMMITTEE

Repr. of Corporate Members ( 20 BUMN )

NARA SUMBER

▪ CEO BUMN▪ Honorary Members

DIREKTUR EXECUTIVE

( KETUA HARIAN )

SOFYAN ROHIDI

BIDANG

Employee Exchange &

Industrial Relation

BIDANG

Business Development

BIDANG

Competency Development

FHCI Milenial

SEKRETRIAT

BUMN

UNIVERSITY

Keterangan:BUMN University saat inimenjadi Organisasi Sayap di FHCI(memiliki legalitas organisasi)untuk melakukan kegiatan-kegiatannya.

BUMN yang menjadi Akademi diBUMN University wajibmemberikan 30% kepesertaanProgram Unggulan untukPengembangan Talenta BUMN lain

BUMN University Untuk Pengembangan SDM Seluruh BUMN

What Next

Agenda

Opportunity for HC Integration

Introduction

Progress Report

BUMN University

Call for Action in 2019

• Execution Plan of each and every academy

• Feedback and continuous improvement (continuous innovation)

• Start exploring disruptive innovation to accelerate SEO HC Transformation

ThankYou!

Jl. Medan Merdeka Selatan No.13, Jakarta Pusat 10110

bumn.go.id 021-29935678

BUMN HADIR UNTUK NEGERI

2017