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Published by Buletin KITA, 2022-07-03 22:23:26

Buletin Kita_Vol 06_June 2022 Edition_English

The Superb Plant of Viscose (SPV) Transformation Media

Editorial Teams During this Covid-19 pandemic, SPV fully supports the
government for handling this virus through doses 1, 2 and
Editorial Leader/ 3 vaccinations and the implementation of health protocols
Person in Charge: to protect the health of employees in the workplace.
Grateful, for the persistence and good cooperation of us
Sri Aditia as part of SPV to maintain the safety and comfort of
working in SPV, finally our company received a platinum
Main Editor: award from the government for its Covid-19 prevention
and countermeasures program in the workplace.
Agus Zaenal In addition, as a commitment of SPV as a company that
implements a circular economy and cares for the
Advisor: environment, SPV collaborates with PLN to use
environmentally friendly renewable energy.
Vibrayani Arkhama Bihara The achievement of our appreciation and commitment in
Rahadian Ratmawijaya caring for the environment is a tangible form of us
continuing to adapt to changing conditions.
Editorial Team: In this edition, in addition to presenting news about awards
for SPV and cooperation with PLN, Buletin KITA also
Agus Zaenal presents news about insurance updates and the results of
Adetya Ika Sakti Buletin KITA reader survey.
Alifa Reina Trestiani We would like to thank all parties involved in the
publication of this newsletter. Of course, this newsletter
Contributor: does not escape the shortcomings, therefore constructive
criticism and suggestions are highly expected from all
- Adetya Ika Sakti Lenzingers. We hope that what we present can be useful
- Agus Zaenal Muslihat for all readers.
- Dadang Samsul Bahri
- Iyos Rosiana
- Integra

Graphic Design and
Animator:

Alifa Reina Trestiani

Circullation and
Editorial Contact:

Aus Fauzi

Leading Change with Adaptability

Today we feel change is happening so fast. As leaders, we must have a surefire
way to handle things that happen suddenly in front of our eyes. The future, who
knows? But we can lead it in a powerful way, which is a great ability to adapt.

Adaptation is now becoming so important. As great leaders, we can no longer hold
on to the old ways, or we are easily eroded by change itself. It takes an attitude to
accept and be comfortable with uncertainty and constantly looking for the best
alternative to run a company. In other words, flexibility is an adjective that should
be practiced in every leader without losing focus.

In the process of leading this change, a leader must be able to make shifts or shifts.
The shift, in this case, is from the old ways to the new ways. Leaders must have
the will and ability to make changes that have an impact on personal and
organizational growth, as quoted in the book “Leadershift” by John C. Maxwell.
Leader no longer thinks about how far they have come, or what they have achieved
in themselves or the organization; can they provide opportunities for others to
achieve success together. Like a bridge between two cliffs, a leader facilitates their
team to grow together and accelerates the ability to adapt to change.

Highlight Education & Training

Adaptive Leadership can Navigate Troubleshooting with Root Cause Analysis
Change in the Right Direction (RCA) Methods

5 21

Series of Change Journey Education & Training

SPV Defense: Be Resistant to Supervisor Development Program
Challenge!
24
7
Education & Training
We Talk
Controlling the Risk of Occupational
'Maintaining Good Talent', the Most Hazards at Height
Difficult Thing to Do
27
8
SPV Campaign
Safety Health & Environment
Commitment to Sustainability Mission, SPV
The Importance of Doing a Gas Mask Collaborates with PLN Using Renewable
Fit Test Energy

11 30

Satgas Covid-19 Lenzing Connect

SPV Awarded Platinum Award from Lenzing Townhall, CEO: Update StEvo
Government in Best COVID-19 (Strategy Evolution)
Preventive Measure Program in the
Workplace 32

14 Career Tips

HR Update 5 Important Tips to Help You Reduce Work
Stress
Insurance Renewal, Keeping the
Benefits 36

16 Recruitment

HR Update Recruitment

Survey Results: Buletin KITA, Internal 39
Media for Transformation of SPV
Quiz
18
The Word Game

40

Adaptive Leadership can Navigate
Change in the Right Direction

Change occurs when the situation becomes different from the
usual one. Changes occur in almost all aspects of life. That is the
reason humans always adapt to change. Changes are also being
faced in the manufacturing business, such as SPV. Change can
come from both internal and external sources. Internal changes are
a demand for operational efficiency and effectiveness. While
changes come from external sources, namely, how the resulting
product is accepted by the market (product competitiveness).

Adaptation is the only option to deal Ronald Heifetz and Marty Linsky. It is
with these changes. What must be a practical leadership model that
done next is what form of adaptation will supports people and businesses to
be made to deal with these changes. adapt and thrive in challenging
SPV has goals and develops strategic situations. They are able, both
steps to achieve these goals. In the independently and together, to take on
process of achieving the goal, it is a slow but meaningful process of
necessary to have a device as a driving change. It's about identifying the
force, consisting of leadership, irreplaceable from the disposable and
management, and organization. The bringing real challenges to the status
role of the leader is very important in quo. When we accept the fact that all
achieving goals because a leader is a the goals, innovation, and development
"beacon" that directs and controls the that we want to see in organizations
process towards goals. A leader must cannot be achieved through current
also be "aware" of changes that have methods, Adaptive leadership is the
an impact on the organization, unit, or structure needed to detect, intervene,
department they lead. Changes that and revolutionize; to create capabilities
come from both internal and external that match the ambitions of the
sources are opportunities for the organization. Adaptive leadership is a
organization to grow. Leaders who are purposeful evolution in real time.
responsive to change are interpreted as Responding to crises requires adaptive
adaptive leaders. leadership, which involves the 4 A's:
Anticipation, Articulation, Adaptability,
Adaptive leadership is a very popular and Accountability. [***]
leadership framework introduced by

SPV Defense:
Be Resistant
To Challenge

There are times when we There are three targets aimed at by
companies in general. The first target is
experience difficult times. That's where that every company wants stability and
we find the best of ourselves. So is the continues to grow to achieve the goals
organization. Various challenges that have been set. Second, as the
appear before suddenly making things company grows and develops, what is
feel complicated. But skills and making avoided is organizational inefficiency.
peace with uncertainty make an
organization able to go through these Companies that let their bodies grow
conditions slowly but surely. Because and are inefficient are slowly hindering
to keep moving forward, we who are the process of achieving goals. The
part of the organization are required to final goal is to have a strong team. To
think creatively and innovatively. Then be able to survive in a complex situation
came inspirational stories from like today, it is the team members who
business people who could survive the are tough and dynamic who can
waves of this volatile and complex era. support the company in achieving its
targets. This team will be ready to face
It is important to understand why changes and be able to adapt to the
organizations must be prepared for challenges that exist in the business
change. Two characteristics need to be world.
considered in this change, namely
innovative and strategic changes.
Innovative change means how we have
to make continuous improvements with
existing resources, and strategic
change means we have to do new
things from what already exists.

Buletin KITA Interview: 'Maintaining
Good Talent', the Most Difficult Thing
to Do

[Purwakarta] 一 June 28, 2022

From 30 May to 20 June 2022, the Talent Review process or the
calibration of the Company's talents has begun. The talent
evaluation is focused on supporting the company in reaching its
objectives by fostering potential employees' talent and ensuring
that they possess the necessary skills in line with the company's
plan, as outlined in the TEN sCore Strategy. Talent management
is a program from Lenzing, which is considered strategic and
important as a supporting factor for organizational success.
Moreover, in identifying talent based on performance and
potential.

The talent management process involves leaders at
the HOD level at SPV, in calibrating talented talent in
their departments. One of them is Mr Iyos Rosyiana
Manager at the PJE Department, who shared their
experience in performing calibration some time ago.
The following is an excerpt from Buletin KITA
interview with Mr Iyos.

Currently, SPV is focusing on the future of SPV, namely the SPV Future Project.
In your opinion, what is the key to success in managing "people" so that the
SPV Future Project is successful?

Maybe many already know that the SPV Future Project is an important project for SPV
today. We are all committed to the progress of this project according to the planned
schedule. In short, we all want this SPV Future Project to be successful and bring
success to the future of SPV. One of these successes is the support of competent
"people". A team will usually consist of people with certain skills with different
responsibilities. That's why managing the "people" of a project is important to maintain
the quality and success of the project according to the schedule or budget set.

We have already mentioned why the proper management of "people" in a project
is very important. Could you please explain it again, Sir?

Because through proper planning and management, we have the right people in the
right place at the right time to fulfill the organization's goals. Most of the problems in
the project cycle occur because of "people" management problems rather than
technical problems. For example, ranging from poor communication, and poor
stakeholder relations, to priorities that are not one-way. Therefore, we must recognize
that good management of team behavior and organizational dimensions is the key to
managing projects effectively.

How do you manage "people" effectively, in your opinion?

Form a competent work team according to the required expertise. Then, do the
calibration. Grouping them into people who are considered talented, being able to
show superior or special performance, and becoming role models or mirrors for other
employees to behave according to the values adopted by a company.

Calibration is a further analysis and identification process to determine which of the
employees will maximize their abilities and values, to provide benefits for these
employees as well as for SPV. This calibration is also one of the first steps in
determining the group of employees who are rated as high performers and high
potential employees.

Then, what is the most difficult challenge in managing good talent?

From the calibration process carried out yesterday, I saw that there was a positive
correlation between employees who were identified as good talents. They are usually
accompanied by high retention risk actions. The point here is that a good talent profile
is at risk of being difficult to maintain unless there must be a clear effort or action plan
to maintain it. Maintaining is more difficult than achieving. But maintaining this is not
impossible to achieve. Here it is clear that maintaining good talent is the most difficult
challenge. But now, it's not difficult, of course, because there is talent management
from Lenzing, which includes talent review or calibration and succession planning.

Here is our interview with Mr Iyos about how to maintain good talent with Lenzing's
talent management program. Topics include talent review or calibration and
succession planning. [***]

The Importance of Doing a

Gas Mask Fit Test

[Purwakarta] – June 9, 2022

Working in a hazardous and high-risk environment, especially in a workplace that has
the potential to be exposed to toxic gases with high gas concentrations, certainly
requires reliable risk control. Maximum efforts to prevent accidents that result in
injuries and victims are the best steps. Here's how to reduce hazards and risks with a
hierarchy of controls:

1. Eliminate danger,
2. Replace with less hazardous processes, operations, materials, or

equipment,
3. Use engineering control and work reorganization,
4. Use administrative controls, including training,
5. Use adequate personal protective equipment.

Carrying out a gas mask fit test is one of the right precautions if we often work in areas
that are at high risk of exposure to high concentrations of toxic gasses. This is
important to ensure that the gas masks we use are appropriate and effective in
protecting ourselves from exposure to harmful gasses.

You can do a gas mask fit test by making an appointment in advance with the SHE
team to determine a testing schedule. The fit test only takes about 10 minutes. The
test location is in the compressor room behind the SHE Department room. The
following steps must be taken to perform a gas mask fit test:
1. Make an appointment with the officer or fit test operator that you can call on 9226
2. Bring a gas mask that is usually used when working
3. Enter personal information data
4. Visually make sure the mask and gas filter are in good condition; the mask is not
torn, and there is no strange shape
5. Install the gas mask with the fit test tool
6. Use the gas mask correctly, then do some exercises (follow the operator's cues):

a. Breathe normally for 60 seconds
b. Breathe deeply for 60 seconds
c. Move your head left and right for 60 seconds
d. Talking for 60 seconds
e. Grimace for 15 seconds
f. Bending for 60 seconds
g. Breathe normally for 60 seconds
Some exercises above will produce a fit factor to determine whether or not to pass. If
the fit factor does not pass, the operator will evaluate and see the mask's condition
and its suitability for the user.
The results of the fit test or fit test report/respirator fit test card can be sent via email
by the fit test operator. Below is an example of a fit test report.

[Dadang Samsul Bahri]

[Purwakarta] 一June 27, 2022

For solid and creative program planning as well as a strong
commitment to realizing goals, SPV won an award from the
Indonesian government in the COVID-19 Prevention and Control
Program in the Workplace with the Platinum category. The
ceremony took place early June at the Labor Inspection Office
located in West Karawang (near Purwakarta).

"We are happy and proud that our efforts
in implementing COVID-19 prevention in
the work environment have been awarded
by the Ministry of Manpower," said Sri
Aditia, SPV Site Director.

Adi also explained about the COVID-19 The COVID-19 pandemic has brought
Preventive Measure Program in the major changes to our daily lives, both in
Workplace which was carried out social interactions and at work. Many
successfully into three stages so that employees have to work remotely, the
the results were maximized. The number of employees who come to the
program has been carefully planned office is limited. Beyond that business
and divided into three stages. First, slows down, and the economy gets
providing information to employees tougher. To immediately restore the
regarding the Company's policies economic situation, the government
regarding the dangers of COVID, as then carried out a vaccination program,
well as prevention plans that will be which was even accelerated to achieve
carried out so that employees feel calm. a herd immunity situation so that the
economic recovery could be faster. [***]
The second is to invite employees to
participate in programs that have been
planned by the company. In the last,
third stage, preventing the spread of the
virus is also a very important element
for the success of this program. "The
third stage is mitigation, this is done so
that the COVID-19 situation in the SPV
area remains under control," Adi
explained.

4. Daftar Isi.docx

[Purwakarta] 一June 29, 2022

HR issued Announcement No. H.06/2039-HR/VI/22 dated June 29,
202 regarding the Employee Health Insurance Program for the
Period of 2022-2023. The announcement stated that employee
health insurance for the period 2021 ended until June 30, 2022.
Thus, insurance for the period July 1, 2022, to June 30, 2023, for
managed care was still managed by Mandiri InHealth, while
indemnity was managed by Takaful.

In a meeting with the Labor Union in the Admin Building on 29 June 2022, ER
Communication, HR Project and HRBP Manager Agus Zaenal said that insurance
renewal is about maintaining health insurance service benefits for employees and their
families. SPV also, explained Agus, is committed to providing health protection for
employees and their families in addition to insurance programs as well as organizing
other health programs. "SPV has adequate health service facilities and routine health
education programs for employees," said Agus.

During this transitional period of the 2022 period, several things related to participant
cards, guidebooks, and socialization are being prepared. "When the transition must
be ensured that it runs smoothly and there are no guarantee problems at the provider,"
said Secretary of PK PPMI'98 SPV Aris Sunandar on the same occasion. Meanwhile,
communication with stakeholders such as providers must be prepared well from an
early age. "We hope that at the beginning of the period on July 1, all systems will run
well," concluded the Chairman of PUK KEP SPSI SPV Bambang Mudjianto to Buletin
KITA. [***]

4. Daftar Isi.docx

[Purwakarta] 一 June 28, 2022

In early June this year, the editorial team of Buletin KITA held an online Reader
Survey for the KITA 2022 Bulletin, which was held for two weeks from June 1 to
14. This survey was conducted to determine the extent of employee interest in
SPV's internal media, and how much influence it has on transforming SPV Great
Again.

Based on the results of the
Buletin KITA survey, the
rubric presented in this
internal information media
has each interest. However,
three top rubrics are favorites
for readers. The three rubrics
are HR Update, Talk Us, and
SPV Event. This information was disclosed by the Chief Editor of Buletin KITA, Agus
Zaenal on Friday (24/6/2022)

BULETIN KITA, THE MAIN MEDIA IN SPV

Agus said that employees' reading interest in Buletin KITA showed a fairly high
number; as many as 73% of the total 242 respondents read Buletin KITA every time it
was published. "From the survey results, as soon as Buletin KITA is published,
employees immediately read it. This shows that SPV's internal information media is
the main media in SPV," said Agus Zaenal, as reported by Buletin KITA Editorial
Team.

The survey results show that readers are more comfortable reading the newsletter
alone than reading with a partner, with a reading duration of about 11 to 30 minutes,
which means that readers are focused on listening to the contents of the bulletin. Other
information, as much as 77% percent of readers choose to read online because it is
more flexible and paperless, supported by the age of readers who are dominated by
generation Y and generation Z (age <=27 and age <=52 years) where this generation
is the generation that grew up. Use technology in their daily activities. However, there
are still 5% of readers who are more comfortable reading in print than online.

Overall, 44% of readers
gave an "Excellent" rating
and 43% gave an
"Excellent" rating. Starting
with the material, cover,
actual news, design,
photography, and writing.
Regarding writing, Buletin
KITA is ideal, with
suggestions from readers
so that the writing is more compact. And regarding layout and design to make it even
more interesting. Some respondents also gave suggestions to make a special rubric
for writing from readers. This is an input for the editorial team to improve the quality of
future newsletters.

In the last question, the editorial team asked respondents about what readers did after
reading the KITA Bulletin. As many as 15% of readers discussed articles; 19% invited
other colleagues to read, and 26% of readers were moved to make changes. This
shows that the KITA Bulletin plays an important role in inviting all parts of the SPV to
transform together, to support the SPV's return to success. [***]

Troubleshooting with

Root Cause Analysis (RCA) Methods

[Purwakarta] – June 23, 2022

We constantly face unresolved problems at work. We seem to be out of our
minds because the problems usually occur repetitively. We like to fall asleep in
a situation when we don't know how to solve it. Not to mention, our energy runs
out to work on the effects of the problem.

We can use a lot of methods to solve a problem. One of the methods is the Root Cause
Analysis (RCA) method. The Root Cause Analysis (RCA) method is one of the
problem-solving methods developed with powerful characteristics, namely in the areas
of Genba (a real place), Genbutsu (real things) and Genjitsu (fact). Root cause
analysis is the process of identifying the main causes of a problem by using a
structured approach to identify factors that influenced one or more past events so that
they can be used to improve performance.

The benchmark for using root cause
analysis is that the problems that we
address can be completely resolved
down to the root cause. Therefore, they
do not reappear or are prevented from
flowing into the next process. Moreover,
problem-solving can be done quickly but
still prioritizes the process and analyzes
it according to the case faced.

A total of 80 participants attended the RCA training on May 31, 2022, for the Expert
Level, and on June 9, 14, 15, 21, and 23, 2022,
for the Practitioner Level. This material was
presented by Adi Permana and Hendri Joko
Purnawatno from the Performance Improvement
& Technology Team at SPV, and Benny Arif
Asikin from the Improvement Management
department.

The trainer said that with the formation of an RCA
Expert Level team, he would help guide the
Practitioner team in implementation in the field if difficulties were found. The results of
the current RCA implementation are also being monitored and are expected to be
sustainable.
By teaching employees how to use tools and procedures for root cause analysis in
their daily job tasks, this training seeks to develop employee capacities and an RCA
culture. The four kaizen approaches that are used are to characterize the issue, locate
its source, choose a solution, and validate the solution.

Training participants are invited to re-
understand the principles and concepts of
RCA using the Correlation Test method using
"Genba".
In RCA, various kinds of tools are suitable for
use, starting from looking for process
identification that occurs in our work, problem
investigation, and problem analysis, to
corrective action and implementation
methods.
The brainstorming approach method involves group creativity in which efforts are
made to conclude a specific problem by compiling a list of suggestions given
voluntarily by its participants.
By understanding the RCA methodology, it is hoped that we will have the right tools to
solve the problems that exist in our work area quickly and precisely, without having
time to spare, so that we will have more time to do work that has added value.
[AIS]

Supervisor Development
Program

[Purwakarta] – June 03, 2022

Challenges in Business The operation of the industry and the changing
organizational structure that supports it demands the importance of leadership.
The value is to have a strong ability to encourage and shape the performance
of the team. They are also required to be able to translate organizational
strategy with actions and behaviors that are in line with company values. And
measurement of performance results and processes that have been
determined. Uphold commitment as a leader, and take full responsibility for the
work of individuals and team members.

The Supervisor Development Program is designed to allow you to overcome these challenges.
By choosing this learning path, you declare your dedication to taking risky actions to meet the
organization's highest executives' demands and difficulties. The position of Supervisor in the
company plays a fairly important role. It is because a Supervisor is a bridge between
employees, management and consumers so that more skills and abilities are needed than
employees in general.

Supervisors are power holders who act as planners, organizers, implementers, and
supervisors. Therefore, a supervisor must be prepared and provided systematically. It is not
enough for a Supervisor to only have technical skills, but also to have self-confidence,
managerial abilities; particularly human management, job management, and decision making.

On 2 – 3 June, the Supervisor
Development Program batch 1
training was held. 11 supervisor level
participants; including the Viscose,
Spinning, Spinbath, Quality, Fiber
Maintenance, Spinning Maintenance,
and Chemical Maintenance
departments attended the program.
The material was delivered directly by
Vibrayani Arkhama Bihara as HR
Director of SPV.

On the first day the participants learned about BE A (1st LINE) MANAGER and on the second
day BE A LEARNER. During the training, participants were active in consultative discussions,
sharing experiences and hands-on practice in systematically solving various case studies,
identifying problems, and being able to make problem solving steps with interactive methods.
After attending this training, participants are expected to be able to:

 Demonstrating the supervisor skills needed to carry out functions in Shop Floor
Management (SFM).

 Understand how to set and implement target sharing as well as shop floor execution
required for team members.

 Understand the important functions and duties for a Supervisor to build an effective
team.

 Demonstrating the values of Lenzing Leadership & Culture in their leadership.

Additionally, the Supervisor Development Program training will provide outputs. Those outputs
improve the skills of a supervisor in conveying information, effectively, preventing
miscommunication, misunderstanding, and conflict. So that it can communicate the goals of
upper management to those below it to achieve company goals.

[AIS]

Controlling the Risk of
Occupational Hazards at Height

[Purwakarta] – June 20, 2022

Working at height is a type of work activity that has a high risk. The level of risk
here has objective meaning for all observers: the workers themselves,
employers, or other parties not involved with the work. The consequences cause
the high risk if an accident occurs and the frequency with which accidents occur.

Working at height is a job that requires the movement of labor to move vertically up or
down from a platform.
Rope access is a form of work activity or position in work that was originally developed
from rock climbing or cave exploration techniques. Ropes are used to reach places
that are difficult to reach without the aid of scaffolding, platforms, or ladders.
Referring to the Law of the Republic of Indonesia No. 13 of 2003 concerning Workers,
it is indicated in Chapter V on Job Training that the availability of workers in high-rise
buildings that are full of work risks is very necessary. Employers and administrators
are expected to be able to supervise implementing K3 legislation in their environment.

They also need to be able to provide an optimal role in the company’s organization in
controlling the risk of work accidents.

Level 2 Tall Building Workers (TKBT 2) are workers who work in the field of heights.
TKBT 2 uses various methods of working at height; such as building maintenance,
industrial installations of network towers, tall buildings, communication towers, and
many more.

Reducing accidents in the workplace is good management practice. Not only will it
make the workforce happier, but it will save money by increasing output and reducing
the risk of fines and compensation claims. To provide workers with the knowledge and
skills to work safely in any height situation.

On June 8–20, 2022, PT. South Pacific Viscose carried out 3 batches of TKBT 2
training. 32 participants attended this activity from various departments such as SHE,
Power Plant, and Maintenance Energy. The purpose of the Tall Building Workers
(TKBT) training program is to fulfill the need for knowledge of skills and the formation
of work attitudes based on K3 in work units at heights.

Controlling Hazard Risk in TKBT 2
1. Hazard Isolation
Workers need to ensure that they are

isolated from hazards; for example, work
platforms.
2. Risk Elimination
Workers need to avoid working at heights.
For example, using a tool so that
sometimes
workers who used to work at heights
become working at the bottom.
3. Minimization
The workforce guarantees to use a fall
protection system to minimize
consequences, such as a
fall prevention system and a fall arrest
system.

In this training, participants are taught how to know safe working procedures in tall
buildings:
1. Understanding the work environment

Hazardous areas have categories based on the level and impact of labor safety. A
safe area that does not interfere with labor activities and avoids the potential
danger of falling objects. This is an area that workers must be aware of because
they don’t know whether it is safe or dangerous.
2. The factory floor
The work floor used by workers in the workplace consists of:
 According to Regulation of the Minister of Workers number 9 of 2016, article 1

paragraph 7, fixed work floors are all surfaces that are built or available to be
used repeatedly for an extended period. Some examples of fixed work floors
are hallways, fixed ladders, and gratings/walkways that have been equipped
with collective protection. The availability of these facilities provides fall
protection properties.
 Temporary work surface
According to the Minister of Workers Regulation number 9 of 2016, article 1
paragraph 8, all surfaces that are built or available for use for a short duration
are limited to certain types of work or there is a possibility of collapse.
Temporary work floors and their supporting structures must not pose a risk of
collapse or deformity that could affect the safety of users. Examples of
temporary work floors include scaffolding, folding/pushing stairs, gondola, and
MEWP (scissor lift, gentle lift).
The equipment facilities already have safety standards in their usage. Using a
fall arrest harness is an important part of making the function more effective in
the event of a failure in the facility.

Training by equipping workers with the knowledge and skills to work safely in any
height situation can reduce the number of accidents in the workplace. [AIS]

2. Salam
Redaksi.docx

[Purwakarta] 一 June 29, 2022

PT. South Pacific Viscose, which is part of the Lenzing Group, runs
its company based on the sCore TEN strategies, with a
sustainable business concept and cares about the environment.
SPV and PLN showed this commitment by collaborating in signing
an RCE (Renewable Energy Certificate) sale and purchase
agreement. SPV Site Director Sri Aditia, SPV Finance Director
Rahadian Ratmawijaya, and PLN UP3 Purwakarta Manager West
Java Distribution Main Unit MX Wahyu Catur Prasetyo attended
the signing of the cooperation agreement.

“This is a tangible form of SPV’s renewable energy targets that are
concern for sustainability commitments
and environmentally friendly business transparent, internationally recognized,
practices,” said SPV Site Director, Sri
Aditia. and without incurring investment costs

Because at a global level, the Lenzing for infrastructure development. In
Group makes the principles of
sustainability, care for the environment, addition to reducing greenhouse gas
and a circular economy part of the
company’s strategy. Therefore, that emissions, Wahyu also added that
SPV does the same thing to support a
global strategy that is oriented toward through the purchase of REC,
profit, people, and the planet.
customers will also contribute to
PLN welcomes the SPV plan to use
renewable energy so that in the future it accelerating Indonesia’s new
is hoped that many companies will
participate in promoting a sustainable renewable energy mix target of 23% by
and environmentally friendly business
by using renewable energy that is more 2025. [***]
environmentally friendly.

This new renewable energy certificate
(REC) is an attribute that represents
every MWh of electricity produced from
EBT plants.1 REC units are equivalent
to 1 MWh produced from PLN&#39;s
renewable energy power plants that
have been registered with APX. The
REC price is IDR 35,000 per MWh.

REC itself has the benefit of being a
consumer procurement option for
meeting

[Lenzing] 一 June 22, 2022

On June 22, 2022, Lenzing CEO Stephan Sielaff invited employees to join
Lenzing Townhall Calls online from Lenzing. On this occasion, it was conveyed
to all employees the results of the company’s strategic review regarding the
Strategy Evolution (StEvo). This project undertakes a series of studies and
realignment of Lenzing’s long-term strategic direction to 2030 based on
assessing our business and key activities from a company perspective.

Designed and carried out by Lenzingers for Lenzingers and complemented by external
support and expertise, StEvo has collected data, derived insights, and generated ideas
in twelve internal workstreams. Conclusions from the project now provide better
strategic clarity, allowing us to concentrate our efforts on value generating activities,
to prioritize projects that serve our customers’ needs best and to contribute to society,
the environment as well as to attractive return on investment. Always ensuring a
balanced risk profile will be a fundamental prerequisite.

As a result, we set the course to strengthen our profitable leadership position in
premium cellulosics from pulp to fibers, including recycling. We will leverage our strong
position in the growing market for premium sustainable cellulosic fibers by capturing
high margin growth and exploring new opportunities that meet evolving customer
needs. In doing so, we will apply a strong focus on recycling (starting with TX waste),
which too underlines our ambition to be a world leader in transforming the textile and
nonwoven business model from linear to circular. Financially, achieving higher
profitability with a balanced risk profile is of paramount importance to us.

Going forward we target (among other things):

 Lyocell to drive profitable growth, mainly in Textiles in the attractive classic and
premium segments

Demand for lyocell is increasing strongly, mainly in Textiles across woven and knits
segments. Lenzing is the global leader in high quality lyocell and TENCEL™ is the
leading brand in the Textile fiber market. Therefore, Lenzing is best positioned to
capture this profitable growth opportunity (similarly in nonwovens), making our
lyocell a stable and profitable growth engine by expanding our lyocell classic
and premium capacity decisively and by further strengthening our brand
differentiation.

 Viscose to drive the move to the next generation
Viscose is expected to remain a core fiber for nonwovens, especially wipes, and will remain
an important part of the Lenzing fiber portfolio. As defined in our previous strategy, we will
exit the Viscose Standard (commodity) market. Even eco-responsible viscose (by its
current standard) will slowly become a commodity over time while demand for above-
standard eco-responsible viscose will grow. Our innovation & technology strength will allow
us to move into this next-generation EcoViscose segment and, hence, Lenzing will
remain a sustainability forerunner also in viscose, e.g. by developing next generation
carbon-neutral viscose including recycled pulp.

 Modal to fortify as a reliable specialty in a profitable niche market

Market trends and industry structure suggest an attractive and steady market
growth of the modal market. Based on our TENCEL™ brand’s leading position in
the global modal market and strong customer & consumer brand recognition,
Lenzing will profitably grow in line with the market and capitalize on customer
preferences for better sustainability and higher softness with our differentiated
TENCEL™ Modal fibers.

 Pulp to continue as a driver for superior cost position via backward integration
into competitive DWP, and profitable external sales

Backward integration into competitive dissolving wood pulp (DWP) adds margin
resilience and ensures supply security in volatile market conditions. Based on
high backward integration levels, Lenzing will minimize its dependencies on
specific pulp types and maximize opportunities for external sales (in particular
softwood pulp). Lenzing’s pulp supply follows internal pulp demand, requiring to
build up significant own recycled pulp capacities.

Note: Backward integration is the expansion of a company&#39;s activities to
include the production of inputs previously purchased from outside. The goal is to
better control the inputs in the production process. Also known as upstream
integration or backward integration.
Following the principle of backwards integration, we will also secure reliable and
sustainable energy supply for our production sites (where feasible and cost efficient)
by switching to cleaner fuels, implementing self-owned eco-friendly energy, such as
biomass and photovoltaics, and installing more efficient equipment.

On this journey, our long-standing innovation culture will fully support our profitable
growth and sustainability agenda. We will actively manage innovation as a key value
driver that encompasses recycling, fiber and pulp processes & technology as well as
product & application development, for example in creating next-generation cross-
linked lyocell fibers.

As another key value driver, we continue to see ingredient branding as an effective
way to communicate the many advantages (quality, sustainability, properties and
functionality etc.) of our nature-based fibers to customers along the respective value

chains and end consumers. Ingredient branding will therefore enable us to extract
more of the inherent value from our fibers, protect margins, and increase resilience.

Quality will be a margin driver in all we do, accompanied by cost competitiveness
in operations and investments and further product and service differentiation, all to
the same end: Undisputed recognition as a true leader.

Lenzing Group’s revised corporate strategy and targets will be presented in more
detail internally and publicly later in Q3 2022. We would like to thank all involved
colleagues for the passionate work in times where day-to-day business has already
been very demanding. Your efforts are highly appreciated and the project results will
shape our future.

To meet the daily needs of ourselves and our families we need to work. But when work
is already at the stage of making us overwhelmed and stress will interfere with the
smooth running of our activities, and affect our physical and mental health. Stress
trigger factors come from various things. Internal and external factors greatly influence
it. Such as work overload, lack of rest time, poor diet, and even a less positive work
environment. Let’s read these various tips to reduce stress at work!

1. Compile To Do List
When we feel stressed, sometimes the problem
we are experiencing feels much bigger than it
is. The first key to overcoming this is to make a
To Do List or priority scale to get good time
management. These categories are:

a. Urgent work category that must be done now
b. Categories of work that can be done later
c. Categories of work that can be delegated to others

d. Categories of things not to think about or do

By grouping activities or jobs into these 4 categories, it is hoped that we will be
able to have good time management. So when your boss gives you a big task,
suddenly, you can categorize which tasks are urgent and which can be done
later.

2. Enough Rest
Many experts reveal the importance of sleeping at
least 6 to 8 hours per day. Because it&#39;s not
without reason, many bad effects result from staying
up late or not getting enough sleep. Among them are
easy emotions and stress. Lack of sleep can increase
stress hormones, which then make it difficult for us to sleep. When feeling
stressed at work, we can take a short time to rest, eat favorite foods, or chat
with colleagues to relieve fatigue.
3. Come to work early
Departing home to work early can save us from stress.
Because often traffic jams make us stressed and
grumble for fear of being late for work.

4. Create a comfortable working
atmosphere
It is very important to maintain good
relationships with coworkers and
superiors. Imagine if we have a
problem with one or both, of course,
there is a sense of burden when we go
to work, and feel stressed
and uneasy during work. In addition to
establishing good relationships, we can create a work environment such as a
desk that is clean, tidy, and comfortable, such as storing neck pillows and
posting family photos and motivational quotes.
5. Not too perfectionist
Done is better than perfect. A powerful
sentence for you who are perfectionists.
Perfectionism is great, but when it makes
you feel like things should be going
smoothly, you’ll be very disappointed
that it didn’t live up to your expectations.
Sometimes demanding perfection in
everything makes other things delayed
in being completed. Keep working to the
fullest while realizing that nothing is perfect.

Stress and work are sometimes inseparable. When stress starts to attack, try
to find out what the root cause is first. From there, we can try any of the tips in
this article. Hope the article will be useful!



Complete the hidden words and get the attractive prizes!

Instructions:
Complete the words hidden below:

1. The category of government awards received by SPV for efforts to prevent and overcome
Covid-19 in the workplace
TU

2. Is a way to identify and find effective solutions to overcome the problems at hand
BV

3. Program from Lenzing which includes talent review or calibration and succession planning
TE

4. Methods of group activity to collect ideas spontaneously contributed by members
SM

5. The name of the document contains the results of the fit factor, namely whether the results
of checking the condition of the Gas Mask are used to protect ourselves from exposure to
harmful gases.
FT

FOLLOW THE TERMS BELOW:

1. Submit your answer via the following link: https://bit.ly/jawabankuisBK
before July 7, 2022 at 05.00 p.m.

2. Only 3 (Three) Lucky Winners get attractive prizes from editors.
3. The winners will be announced in the July 2022 issue of Buletin KITA.

Congratulations to the winners in May 2022 Edition:

4730 SYLVIA FITRIYAN N. (SITE SERVICES DIVISI)
4008 HELMY FERDIANSYAH (COMPETENCE CENT.TEAM)
4999 SYAHRUL (N G B C)

The prizes can be picked up at HR (Aus Fauzi)








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