198 Consistent Transformation Toward Fit for Future Konsisten Bertransformasi untuk Menuju Masa Depan yang Sehat Ikhtisar Kinerja Keuangan Financial Performance Highlights Laporan Manajemen Management Report Profil Perusahaan Company Profile Analisis dan Pembahasan Manajemen Management Discussion and Analysis 2. Strategy Roadmap Based on the strategy house that has been developed, as shown in Figure 18, the next step is to provide an explanation of each strategic initiative along with the targeted timeline. It is expected that all initiatives can be implemented in parallel starting from the beginning of 2025, with regular monitoring conducted for continuous improvement of the company. Below is the timeline and strategic initiatives developed by the Company: Gambar 17 Human Capital Maturity Models Figure 17 Human Capital Maturity Models L4 L3 L2 L1 BusinessIntegrated Strategic HC Department Fundamental HC Services ComplianceDriven HC • HC Strategy aligned with business strategy • HC Business supports business needs • Initiatives split between • HC Process improvements & talents needs • Some system integration • HC Strategy part of the business strategy • HC helps to drive • Business decision through people, data & insights • Business & HC systems integrated & advanced • Strategi SDM merupakan bagian dari strategi bisnis • SDM mendukung peningkatan • Keputusan bisnis melalui orang, data & wawasan • Sistem bisnis & SDM terintegrasi & canggih • Strategi SDM selaras dengan strategi bisnis • SDM mendukung kebutuhan bisnis • Inisiatif dibagi antara • Peningkatan Proses SDM & kebutuhan bakat • Integrasi beberapa sistem • Strategi SDM didefinisikan sebagian atau sepenuhnya • Fungsi SDM yang terkotak-kotak • Beberapa proses, kebijakan & layanan inti yang terstandardisasi dikelola dengan baik • Beberapa sistem bakat otomatis tetapi integrasi datanya kurang • Tidak ada Strategi SDM • Fungsi personal terpisah dari kebutuhan bisnis & bakat • Manajer lini menjalankan aktivitas SDM sesuai dengan yang mereka anggap terbaik • HC Strategy partially or fully defined • Silo’ed HC functions • Some standadized processes, policies & core service managed well • Some automated talent systems but little integration of data • No HC Strategy • Personal function separate from the business & talent needs • Line managers perform HC activities as they see best 2. Strategy Roadmap Berdasarkan strategy house yang telah disusun, sebagai mana digambar kan pada Gambar 18. maka, selanjutnya dilakukan rangkaian penjelasan dari setiap inisiatif strategi beserta lama waktu yang ditargetkan. Diharapkan keseluruhan inisiatif dapat dijalankan secara paralel dari sejak awal tahun 2025 dan secara dilakukan monitoring berkala untuk consinuous improvement perusahaan. Berikut merupakan target waktu beserta inisiatif strategi yangdisusun oleh perusahaan: Gambar 18 Roadmap RJPP WIKA Induk Tahun 2025–2029 Figure 18 Roadmap of WIKA Parent's RJPP for 2025–2029 6. Fokus terhadap cash Cas focus Enabler 4. Organisasi Lean 5. Manajemen Risiko 6. IT/Digitalisasi 7. Human Capital Management (Insan WIKA berkarakter AKHLAK) Lean Organization Risk Management IT/Digitalization Human Capital Management (WIKA people with AKHLAK character) Percepatan penagihan piutang I Acceleration of receivables collection Organisasi Lean I Lean Organization Implementasi manajemen kontrak dan klaim terintegrasi I Implementation of integrated contract and claim management Integrasi dan penguatan ERP terhadap semua platform pada back office, off-site, dan on-site Integration and strengthening of ERP for all platforms in the back office, off-site, and on-site Transformasi digital proses bisnis untuk mendukung arah pengembangan bisnis dan operasional proyek Digital transformation of business processes to support business development direction and project operations Change leader I Change leader Transformasi pengembangan pegawai tersistem I Transformation of systematic employee development Restrukturisasi pinjaman (MRA) dan penurunan saldo SCF I Loan restructuring (MRA) and reduction of SCF balance Penerapan shared service grup WIKA I Implementation of WIKA group shared service Transformasi tata kelola JO I JO governance transformation Implementasi Big data dan pemanfaatan AI I Implementation of Big data and utilization of AI Integrasi IT Governance induk dengan anak perusahaan I Integration of parent IT Governance with subsidiaries Penguatan struktur permodalan perusahaan melalui PMN I Strengthening the company's capital structure through PMN Penerapan lean office I Implementation of lean office Pengendalian Internal atas Pelaporan Keuangan (Internal Control over Financial Reporting) I Internal Control over Financial Reporting Transformasi pengelolaan knowledge management WIKA I Transformation of WIKA knowledge management Divestasi anak usaha dan entitas asosiasi I Divestment of subsidiaries and associated entities Tata kelola terintegrasi perusahaan induk dan perusahaan anak I Integrated governance of parent company and subsidiaries 2. Keunggulan eksekusi proyek Project execution excellence Implementasi winning war room I Implementasi winning war room Transformasi sistem pengendalian proyek terintegrasi I Transformation of integrated project control system SCM optimization performance I SCM optimization performance Penerapan sistem monitoring aktivitas pekerja I Implementation of worker activity monitoring system Implementasi program zero accident I Implementasi program zero accident Penerapan lean construction I Implementation of lean construction Penguatan tata kelola dan pengawas terintegrasi di Seluruh Anak Perusahaan I Strengthening integrated governance and supervision in all subsidiaries 3. Penyeimbangan Portofolio Portfolio Balancing Transformasi sinergi perusahaan induk dan perusahaan anak I Transformation of synergy between parent company and subsidiary Penambahan lisensi skema LSP WIKA I Addition of WIKA LSP scheme license Penyeimbangan portofolio berupa eksplorasi model bisnis baru untuk mendapatkan recurring income dengan CAPEX seminimal mungkin Portfolio balancing in the form of exploring new business models to obtain recurring income with minimal CAPEX Penguatan portofolio potensial (melalui strategi blue ocean, high-value added, dan sustainable) I Strengthening potential portfolio (through blue ocean, high-value added, and sustainable strategies) Sentralisasi pemasaran aset grup WIKA I Centralization of WIKA group asset marketing Pengembangan profil kompetensi talent I Development of talent competency profiles 2025 2026 2027 2028 2029
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