We start to build professional services to help corporations to achieve their business objectives by managing corporate issues and stakeholders, integrating ESG Framework and Sustainability into business, and filling the gap in required competencies and skills

Leading all key and other stakeholders relations that impacting to company business continuity and managing issues in all important aspects such as regulatory, compliance, environment, security, and social/surrounding community.The task includes preparing and executing all the program and expenses (work program and budget) required to manage stakeholder relations, as well as building a system to regularly update and monitor the effectiveness of engagement strategy and execution plan to achieve company objectives, using the defined stakeholder management measurement unit (score card / key performance index).During the implementation, we maintain and improve current business process of stakeholder and issue management, by integrating all geothermal areas of Star Energy, i.e. Salak, Darajat, and Wayang Windu, and further to new ventures in Sekincau and Hamiding.

Managing the strategic and tactical plan for division and align with corporate business plan.Supervising team members whom titles are Planning Specialist, Business Process Procedure Specialist, Analyst, and Admin.Managing the program and its expenses (Work Plan and Budget - WP&B) for people, contracts, security, engagement, sponsorship, donations, communications, as well as corporate social responsibilities programs. The tracking and monitoring those program and expenses to ensure the effectiveness of expenditure to meet business objective. The processes were started from planning, reviewing, execution, tracking and monitoring.Managing divisions business processes required to perform the activities in effective ways by managing the business process procedures, standard operating procedures, and contributing to corporate system called IGOMS.Develop and own the document of SHE Management System, module: Context of The Organization to provide guidance in identifying and assessing risks and opportunities in the context of the organization in accordance with the requirements of ISO 14001: 2015 and ISO 45001:2018Managing day-to-day administration process and ensuring the effectiveness of the process by using supporting tools, such as Kaizen Events, business process improvement, etc.

Continuing the roles and responsibility of Stakeholder Engagement Coordinator from previous company to new company (see previous record in 2016 - Mar 2017)In addition, also managing the issue identification and mapping in Star Energy. The issues were identified from Salak and Darajat Operations such as community/social, environment, safety and security, and also compliance. The issues were also identified in corporate level. The issues were periodically identified, analyzed, tracked and monitored, and also managed to be resolved. Hence the up-and-down issues and its trends were analyzed to anticipate future issues.Developing stakeholder identification and mapping in Salak Geothermal Operation Area, Darajat Geothermal Operation Area, and National area for Star Energy.

Identifying and assessing company key stakeholders, recording the profiles, and developing stakeholder influence diagram in energy business.Facilitating the regular stakeholder engagement plan process on weekly basis to monitor engagement result.Developing more than 10 stakeholder engagement plan for executive specifically related to calendar events, special projects, and priority issue engagementDeveloping and implementing Stakeholder & Issue Management systems (SIMS), a SharePoint based to record all national level stakeholder engagement records as well as its relation to identifying and managing top company priority issues. The systems are well utilized on daily basis for operational stakeholder engagement plan and record, and weekly basis for monitoring meeting, and monthly basis for issue monitoring. The system becoming the company legacy applications.Providing the executive with updated company Stakeholder List, Stakeholder Profiles, Issue Matrix Report, Issue Position Paper Reports, Issue List Reports, Stakeholder Report, and Monthly Engagement scorecard – through SIMS.Managing third party partners to get stakeholders and political analysis - starting from contracting process to reporting and monitoring the stakeholder and political progress update.

Managing business unit budget planning process and execution of US$ 25-32 millions annual budget, covering people cost and more than 40 programs of Corporate Social Responsibility (CSR), Media & Communications, Stakeholder Engagement, and Operations Support activities and supporting tools.Facilitating and managing annual business unit strategic plan 2-days sessions to deliver business strategic pillars and strategic intents, strategic implementation plan, more than 20 annual Executable Focus Item (EFI), and regular updated scorecards; participated by the Leaders of units in Sumatra Operations, Kalimantan Operations, Geothermal Operations, and Darajat Garut), and Jakarta Operations.Facilitating and managing budget efficiency initiative to reduce 20-30% of overall program budget by prioritizing, redefining the process, and re-scoping the programs. This initiative saves more than US$ 4 millions)Coordinating 13 Lean Sigma project initiations within business unit, including coordinating Lean Sigma Green Belt and White Belt Trainings. For execution personally facilitating 4 of all Lean Sigma projects in 2013-2015, to improve business processes in areas such as of compliances, CSR program, budget efficiency, and Donation & Sponsorship – using DMAIC methodology from Define phase to Control phase, including Kaizen Events in Analyze Phase.

Managing compliance improvement by reducing significant number of high risk – After The Fact – of Sensitive Transaction from 30 record (in 2011 and 2012) to 2 record by end of 2013; and reducing number of outstanding transaction reconciliation reports from 183 to 0 (zero) by end of 2013. This contributes to Chevron IndoAsia business unit to be 1st rank as best performance in Chevron worldwide FCPA performance.Conducting 2-times-a-year compliance awareness and enforcement sessions, annual Compliance Road-show, and conducting more than 17 mandatory Sensitive Transaction compliance training classes to all units across Indonesia in 2013/2014.Reviewing and recommending around average 400 Sensitive Transaction proposals per year, to minimize risk and incompliance, and managing reconciling the reports.Facilitating and managing more than 5 (five) mandatory compliance CBT (Computer Based Trainings), Compliance Assessment, and Safety Risk Assessment of more than 100 employees in the business unit.Leading and facilitating 6-month Lean Sigma project to improve Sensitive Transaction / FCPA compliance process, result, and behavior, using several methodologies, such as Kaizen Events and ABC (Antecedent-Behavior-Consequence) Enforcement

Leading a project to roll-out Stakeholder Management system named JURAT to all Public Affairs members in Chevron across Indonesia, and monitoring the utilization of the system, and providing recommendations to leaders.

Managing business unit budget planning process and execution of US$ 20 millions budget.Facilitating 2-days business unit strategic plan sessions to update business strategic pillars and strategic intents, and develop strategic implementation plan and updated scorecards.Managing, enhancing, and utilizing sponsorship and donation information system – called called IMAGES (Information Management System) – serving to more than 100 internal users and management to track, analyze, and reports all unit’s program activities and budget expenditure using in-house IT Service.Rolling-out Microsoft SharePoint as centralized document management in unit team to more than 100 users across Indonesia. This tool provides shared working document, picture library, ADAIRO, Team Discussion, and Team Meeting places.

Managing and governing Chevron IndoAsia Business Unit (IBU) intranet homepage that served as a portal linked to more than 100 assets team, functional, web applications, and project team’s small website across Indonesia. The Chevron IBU homepage – that accessed and read by around 7000 Indonesia employees and possibly overseas readers – also manages regular news update and company performance status, including financial data, security issue, and weather in operations area. The website replaced and reduced some printing publication as saving.Managing company exhibition event, 5-8 events per-year, as company representation and promotion and campaign communication vehicle in multi-national level, such as IPA (Indonesia Petroleum Associations), IATMI, HAGI, Job Fair, etc. Managing internal town-hall meeting 2-3 times a year, as an internal communication channel between Executive and 7000 employees.Managing internal Corporate Items project through company’s online KIOSK that served corporate items such as goodies, shirts, agenda, stationary, etc. to more than 100 teams in Chevron IndoAsia Business Unit across Indonesia. The partner for this effort is internal IT and outsourcing company for applications development, and appointed business partner that provide the corporate item products sold in the KIOSK.

Developing and managing company’s intranet websites, setting up new web infrastructures aligned with Chevron Corporate Standard, and leading intranet Web Council. The task includes leading “Intranet Consolidation Project” to redesign and effectively rearrange all intranet website contents, from more than 500 websites in 2003 to around more–add–value 100 websites in 2005.

Most of the task were Developing and managing IT Projects to deliver IT-based systems, such as Oil Production Data Analysis and Monitoring system, Tracking and Monitoring ESP (Electronic Submersible Pump) SCADA system, Web-based GIS (Geographical Information System),. This task support more than 20 teams such as Chevron Petroleum Engineering, Production Engineering, Facility Engineering, and other Supporting Operation teams located in Chevron operations area in Riau Province, in all districts at Rumbai, Minas, Duri, and Dumai area.In 1998 – 2003, with the new era of web-based technology, the task includes developing and maintaining Web-based intranet homepages and applications to streamline client’s business processes from manual and paperwork to web-based online information system. The web development grew from 2 websites in 1998 to more than 500 websites in 2003, including more than 20 web applications were developed and converted into web-based online system.In technology matter, the task includes developing and managing IT systems such email servers and clients, Web Servers and Clients, Web Development Tool standardization, Intranet Search Engine, Intranet Portal system, as well as developing Policy and Guidelines for Company Intranet. The role was Web developer, Webmaster, and Project Managers.

Support and maintain Oil Production Data Analysis and Monitoring system – called DREAMS – using MVAX system.Leading a project of Remote Data Entry in 1994, to implement hand-held gadget system as an equipment to input and gather oil production data directly from oil tanks and test station in Bekasap oil field area, and incorporated into Chevron’s DREAMS system. The projects involve SAE Company, a US-based third party, as technology provider/vendor.

Developing SPPLOT, a PC based application, to plot production report and its trend in graphical appearance. The users were Petroleum Engineers in Chevron Rumbai and Minas area who use this application to analyze and forecast oil production in the field.Maintain Engineering applications under IBM/VMS Mainframe as a programmer.