KOESHARTANTOCorporate Human Resources, PT Agung Podomoro Land Tbk

TRANSFORMING INTO LARGE ENTERPRISESTiiLEs – IIC Summit 2012Indonesia Innovation and Competitivenesss Summit“Be Large and Global Competitiveness THCough Innovation”The Performing Indonesian Human Capital Creation21-22 November 2012, SME Convention Center, Jakarta

PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP

2002 2003 2004 2005 2006 2007 2008 201020091998…1973…1969

Note:Red fonts: APLN’s projects(1) Based on commencement date of construction(2) First high-rise development

2011..Resilience through the crisisEstablishment Consolidation and growth Continued momentum

Housing complex in Simprug area South Jakarta

Pioneered real estate concept with project in Sunter area, North Jakarta

Housing complex in Simprug area South Jakarta

Pioneered real estate concept with project in Sunter area, North Jakarta

Gading Mediterania Residence(2)

Mangga Dua Square

Apartemen Eksekutif Menteng

Gading Mediterania Residence(2)

Mangga Dua Square

Apartemen Eksekutif Menteng

The Peak @ Sudirman

Emporium Pluit

The Peak @ Sudirman

Emporium Pluit

Seasons City Thamrin City

Seasons City Thamrin City

Royal Mediterania Garden

Gading Nias Residences

Pakubuwono View

Royal Mediterania Garden

Gading Nias Residences

Pakubuwono View

Established first development

Established first development

Green Permata Grand Taruma Pullman Hotel Amaris Hotel Resort Bali Apartment AHT Emporium Pluit Mall Podomoro City Extension Integrated Resort West

Java

Green Permata Grand Taruma Pullman Hotel Amaris Hotel Resort Bali Apartment AHT Emporium Pluit Mall Podomoro City Extension Integrated Resort West

Java

Kelapa Gading Square/MOI

Senayan City Lindeteves Trade Center The Pakubuwono

Residence Mediterania Garden

Residence 1

Kelapa Gading Square/MOI

Senayan City Lindeteves Trade Center The Pakubuwono

Residence Mediterania Garden

Residence 1

Bukit Golf Mediterania

Mediterania Garden Residences 2

The Jakarta Residences

Bukit Golf Mediterania

Mediterania Garden Residences 2

The Jakarta Residences

Permata Hijau Residences

The Lavande Central Park Kuningan City

Permata Hijau Residences

The Lavande Central Park Kuningan City

Green Bay Pluit Kalibata City Gading Nias

Emerald

Green Bay Pluit Kalibata City Gading Nias

Emerald

The Pakubuwono Signatures

Green Lake Sunter

Festival CityLink

The Pakubuwono Signatures

Green Lake Sunter

Festival CityLink

Selected Projects

(IDFC, JLP, SGL) (Previously TMJ)

The established excellent image has benefited and enhanced the marketing effort of APLN

THE FACT: BECOMING A LARGE ENTERPRISE THROUGH TALENTED HC

BUSINESS CHALLENGES

1. Going global and dynamic market2. Shortage talented people3. Multiple generations4. Cost of doing business5. Technology optimalization

OPERATIONAL CHALLENGES

1. Lack of trust from other business functions

2. HC incapability3. Trapped in comfort zone

IMPACT ON HC PRACTICES

1. Managing multi culture 2. Developing talent requirements

strategy3. Stimulating and maintaining peak

performance4. Emerging productive organization

model

THE SITUATION WE FACED AT THE BEGINNING

Strategy (5%)

Strategy (20%)Performance Enhancement

(25%)

Performance Enhancement

(40%)Transactions(30%)

Administration (40%)

Transactions(20%)

Administration (20%)

% Time, Effort, Cost

WE HAVE DECIDED: … DON’T DO BUSINESS AS USUAL ANYMORE …

DREAM ON THE RESULTPLAN THE ACTION

APLPerformance

Assurance System

MOBILISE CHANGE(Direction, Leadership and Accountability)

TRANSLATION OFSTRATEGY TOOPERATIONS

APL PERFORMANCE ASSURANCE SYSTEM

MOTIVATE INDIVIDUALS TO

SUPPORT STRATEGY

MAKE STRATEGY A GOVERNANCEPROCESS

ALIGN UNITS TO THE COMPANY STRATEGY

Strong commitment from Bp Trihatma K HalimanStrong leadership across

organizations in driving change

• Communication and training

• Linking strategy to goal and reward setting for individuals.

Regular strategic performance review and Corrective Action from Management meeting in top level and operational level

• Directorate vertical alignment against company strategy.

• Cross-divisional-matrix, business-support function, horizontal alignment.

• Defined vision, mission, value strategies, and KPI with Balanced Scorecards based

• Integrating strategy to planning and budgeting (comitte budget and Performance Committe)

CRITICAL COMPETENCIES FOR THE ROLE• Business acumen

• HC Management:– Workforce planning – Engagement– Performance management– Talent and Succession management

KNOWLEDGE

SKILLS

• Strong presentation skills• Project management skills• Leadership• Metrics use and development• Innovation skills• Cost–benefit analysis

②

• Keep on learning (in multiple ways) - Open eyes, self critization, etc • Keep on serving – CS spirits• Keep on “struggling” – Winner spirits

③ATTITUDE

IMPROVING HC TEAM CAPABILITY TO DRIVE TRANSFORMATION

• Secure senior management support to facilitate the process of change into Global Player

• Share the vision regularly with your HC team• Review every aspect of your HC in the process of

implementing the necessary changes• Keep developing your leadership skillsets• Keep learning and adding business knowledges• Keep up your energy, spirit and endure

TERIMA KASIH