Peruri

In its history, Peruri listed several milestones that helped raise the name of the Republic of Indonesia (NKRI) as follows: (i). In 1982, Peruri hosted the Southeast Asian Coins Printing Conference (TEMAN, Technical Meeting of Mints in ASEAN); (ii). In 1983, Peruri hosted the 6th Asia Pacific Banknote Printing Conference (PRBPC, Pacific Rim Banknote Printers Conference); (iii). In 1983, the first pole construction of the money printing building in Karawang was carried out by the Minister of Finance; (iv). In 1994, a one-line banknotes machines start operating in Production Area, Karawang; (v). In 2003, Peruri signed a joint venture agreement (JVA) with SICPA, SA (Switzerland), an ink banknotes producer to form an affiliated company located in Peruri Production Area, Karawang; (vi). In 2005, The President of Indonesia, Soesilo Bambang Yudhoyono inaugurated the Peruri Production Area in Karawang. Furthermore, Peruri still recorded several other milestones, both related to corporate action and international events. Some of them occurred in 2011, Peruri established subsidiaries, PWT and PDS, while in 2012, Peruri acquired PTKP from its previous status as a SOE becoming a subsidiary of Peruri. In 2013, Peruri hosted the 20 th PRBPC after successfully holding the same event in 1983. Likewise in 2015, Peruri hosted TEMAN conference with the participants are ASEAN countries and several European countries, other Asia countries, the United States and Canada. In 2014, Peruri was set as a SOE in the category of National Vital Objects in the industrial sector according to Minister of Industry Decree Number 466 / M-IND / Kep / 8/2014. Also in 2014, Peruri added a building for a one-line banknotes machine in Karawang. Realizing that the business environment continues changing, at the end of 2014 the management of Peruri launched a corporate transformation program by dividing it into 4 (four) stages, namely the transformation of human resources (HR), business, structure & systems and culture. The company's transformation is seen as a very important thing to arouse and invite employees to change from comfort zone to a more competitive dynamic zone. HR transformation is the main choice to run because if the quality of human resources is good in terms of skill, competence and enthusiasm, the other transformation will run well too. So far, HR skills and competencies are sufficient to run the security printing business in accordance to the mandate of PP 32/2006, but to response the entry into force of the ASEAN Economic Community (MEA), competency is "insufficient". In the era of intense competition, the competencies that possessed should the best. Therefore, the step that needs to be done is to change the mindset and encourage the paradigm shift, so that all Peruri people focus more on the customer, concern about the interests of capital owners to run the company with the principles of good corporate governance. The point is the company must be operated with high spirit, strong character and right strategy. Business transformation is the next step that become the focus of management in the basis of business road map of 4 (four) Pillars and 5 (five) Strategy Initiatives. The four pillars consist of core business development in the form of banknotes portfolio, non-currency portfolio (excise stamps, passports, land certificates, tax stamps and other security documents) that must continuously be able to adapt various developments in security features, technological trends that suit customer needs, new waves in the form of developing digital business and non-core in the form of optimizing property assets to be productive. The four pillars are complemented by 5 (five) Strategy Initiatives, namely the development of core business, new wave, non-core supported by management based on the principles of compliance & good corporate governance (GCG) and sustainable corporate transformation. Structure & system transformation is a step that must always be in line with the transformation of HR and business because the changes that occur need to be complemented by consistent business process re-engineering. The management is very aware that structuring the structure & system is an important point to be implemented because it will become an integral part of the compliance & GCG function. In the end, with a good structure & system, a good culture will also be formed. Cultural transformation is basically the crystallization of innovative values, namely a work climate with high tolerance / critical, high spirit of teamwork, high job clarity, high competence spirit, open and pro-active, more transparent, more open information, more effective communication and rich of empowerment in the context of a healthy learning organization. Regarding the crystallization of values that are in line with the company transformation, the management expects the emergence of HR that has great spirit, strong character, integrity, high enthusiasm, totality in work and strategy. The values instilled in business transformation, the management emphasizes that employees should have loyalty and commitment to their work, focus on customers, actively modernize tools and be ready to restructure business to be more competitive in the market. Regarding the values of structural & system transformation, the management decided that Peruri must work on the basis of an information technology (IT) system in order to work quickly, precisely, efficiently with good knowledge management.