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2020, the Domination of Data Analysis Technology Utilization
JAKARTA, PRINDONESIA.CO – PR Practitioners will use the data management and analysis technology as a base to formulate a smarter strategy, build a more focused campaign, target public groups more precisely using more creative methods. According to Jojo S. Nugroho, the Chairperson of the Association of Indonesia Public Relations Company (APPRI), through a written statement to PR INDONESIA on Monday (23/12/2019), current trends have actually led to work scenarios that include cross-digital ways. USC Annenberg Center for Public Relations through the 2019 Global Communication Report mentioned that in the future, technology is predicted will be used more by PR to conduct social listening, website performance analysis, and social media management. Still based on the research, the involvement of artificial intelligence (AI) in communication and marketing work around the world is increasingly used in the past year. "Indonesia is predicted to be even better at using the potential of AI to carry out business and market intelligence, disseminate information, and plan PR marketing," Jojo added. The consequence is the increasingly integrated public relations work with marketing and sales work to address challenges at two levels at once, namely the corporation and the consumer market. He believes more mature business intelligence will help companies or organizations to position themselves better in the midst of the dynamics of social issues. Therefore, PR practitioners must improve the ability to translate data into strategy and action. By using AI, PR can give input for policy, help in the company’s important decision making, and encourage behavior change more precisely. “This goes beyond the formation of awareness and preferences that are generally the domain of public relations so far," he said. Although digital data technology is increasingly needed, he argues, the expertise and basic skills of public relations work in terms of human relations cannot be abandoned. The tools of work continue to develop and make public relations work more effective and efficient, but the intelligence and wisdom of a public relations practitioner cannot be replaced by technology. "Public relations is one of the most dynamic professions and the art of public relations must be maintained," he said firmly. Jojo also said that 2020 was a year of closer collaboration. Each agency offers something different, but it is almost impossible for one agency to be the best in everything. "Through collaboration, public relations agencies can complement and support each other in accordance with their respective field expertise to achieve client goals," he said. APPRI also predicts that boutique-scale agencies will be increasingly in demand because they are flexible, adaptive, creative, communicative and competitive, as well as quality in responding to client needs. (rvh)
INTERVIEW || 30 December 2019
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Endra Saleh Atmawidjaja, The Ministry of Public Works and Housing: Consistency in Building Trust
JAKARTA, PRINDONESIA.CO – From the two-hour exclusive interview with Ratna Kartika dan Dwi Siti Romdhoni, it can be concluded that Endra’s background as an engineer and his hobby of playing chess are the keys to his success. Why? Here’s the excerpt. What was the spontaneous reaction that came from you when you received the mandate as the Head of Public Communication Bureau of KemenPUPR? I said to the Minister (Basuki Hadimuljono), “Sir, I’m a big zero in this field. I have no understanding at all about public relations.” At the time, he only asked one thing: learn. Since then, I became acquainted with public relations. What is your educational background? Since high school, I was educated in a physics environment. When I went to college I chose the Environmental Engineering Department, Faculty of Civil and Environmental Engineering, Bandung Institute of Technology (ITB). A year after graduating in 1996, I was hired to work at KemenPUPR, to be exact at the Directorate General of Human Settlements. Until 2000, I worked more in the engineering field. After that, I was positioned in the planning and programming field for 15 years. In that field, I no longer take care of physical matters or building but planning, making narratives and the urgency of why infrastructure must be built. Then in 2006, I was positioned in the Public Communication Bureau. What are the departments that the Public Communication Bureau in charge of? There are four departments. Communication Strategy, Publication and Library, Public Relations, and Leadership Reporting. For those relating to the information Management and Documentation Officer (PPID), complaints, reports, requests for data/information are in the Communication Strategy. Publication and Library is related to exhibition, advertorial, internal magazine, managing PUPR TV, and website. Meanwhile, Public Relations is related to media relations, press releases, social media that are more dynamic and interactive. One more important thing is the Reporting Leadership. It’s the information hub. All the material for the minister is here. This team then processes the material that has been received for ministerial purposes such as remarks, exposures, keynote speakers, work meetings, coordination meetings, cabinet meetings, meetings with the House of Representatives, work visits and so on. When you were first given the task of managing these four departments, what was your concern? I must be able to see the four divisions as one unit of business process. Now, the material from the leader’s reporting is directly used by the PR department to use as a release material. From the release, then it’s processed for social media, video, and so on. The material can also be used by publication and library for the internal magazine for feature, an advertorial in the printed media, or for exhibition needs. All the performance of each department will be checked and in some cases, the material is used by the team in the Communication Strategy department. So, every department doesn’t need to look for data themselves. All the process is one door and processed here. There are no releases that are out other than the releases that are created by the Public Communication Bureau. To achieve that target, surely competent HRs are needed. About the competency, is it also an issue in the Bureau that you lead?  We utilize the best optimum use of resources. The key is to maximize HR and collaborate by using the network that we have. Endra then opened his hand-phone and showed a short video called Si Manis Jembatan Ancur. The video which was adapted from the legendary movie and soap opera, Si Manis Jembatan Ancol was created in collaboration with Kolaborasi Asyik volunteers I believe, we can sharpen the competence. Moreover, every department in our bureau already has its own Key Performance Indicators. Work is no longer only based on ministerial activity. That way, they’re encouraged to hone their competence. For me, public relations is not something that we can’t learn, but it must be practiced correctly and consistently if we have already sure about the strategy. If there is a mistake, do a corrective action immediately. To be honest, the real challenge is that it takes time for us to change the character of our friends. Almost all the employees here are engineers who are typically not accustomed to working under the spotlight, let alone craving for reporting. We are like Musamus (Ant House). Ants adhere to principles,” Don’t ask about my work but look at my work. Working silently but suddenly the result soared to space, without damaging the environment.” On the other hand, there is a phenomenon of openness and pressure from the public that demands transparency. So, this openness is also one thing that is interesting because it’s new to us. We also give understanding to our friends that this openness is not because KemenPUPR to be popular, but it’s merely a form of a report from us to the public. We don’t need popularity because our duty and function to build the public works and housing is an obligation and cannot be replaced by other ministries. How do you think about the current Public Communication according to the Minister and institution? In that case, I think it should be asked directly to the Minister. Our duty is only to report back to the public starting from how the program is arranged, started, worked on until finally it was completed and can be enjoyed and understood by the community. Actually, to measure how strategic our role can be seen from the support of the Minister. Such as involving our bureau in every activity to his willingness to listen and consider each of our proposals. Of course, all the proposals that we offer are based on research that we measure the impact. A simple example, when the Minister is over-exposed, he is willing to receive our consideration to slow down a little. From there we believe that the Minister has given his trust to us and he knows that we will not waste the trust that he has been given to us. That we will always guard this ministry against anything that can harm our reputation, such as making wrong decisions, statements that create blunder, distrust, and controversies. Meanwhile, the support from the institution can be seen from the easiness when we ask for data. We will normalize the data that comes to the Leader Reporting into reports or information that is light, interesting, touching, and special because it is equipped with a series of processes in the form of photos, short videos, and storytelling so that it’s easy to digest, and the public can appreciate the benefits. The information that we prioritize is the process. What messages that you often convey to the team? First, focus. Don’t let new problems occur from our institution just because we are not focused when we are working. Second, be sensitive towards the environment so that we know what to do, how to do it, and when to do it. Third, complete the data and context as a form of education so that the public does not only understand, but also knows the needs and benefit from the program or policy that is implemented by the government. Fourth, always curious and willing to learn because competence can be learned. So, have you adapted to public relations activities? Hmm, the work knows no time here. We must always be ready for 24 hours. My hand-phone is always on, I must continue to explore new knowledge and information, and build a wide network. Do you still have free time? That’s something that is missing ever since I was here. The time for my family is decreased, my children also protested once, especially the youngest who is still in grade 4 of elementary school. So, if there’s free time, even though it’s little, I always spend it with my family. Usually, we go out just to watch a movie together. Recently we watched Robin Hood. To give understanding, I often tell them about my activities. I also share stories about the achievements that we have achieved. The hope is that they have an understanding and a sense of pride. Do you like music? I like it. I am even the type of person who sleeps while listening to music. But the habit must be stopped because my five and children must sleep in silence. That habit can only be done when I was on an out of town duty. What type of music do you like the most?  I like pop-rock like Queen, The Police, Duran-Duran, U2. I first knew about Queen in 1977, since I was in grade 1 of elementary school. A while ago, I also took the time to watch the movie, Bohemian Rhapsody. In the past, there was a time when I liked jazz such as Casiopea, Dave Grusin, Mezzoforte – a jazz category which I consider not to heavy and can still be enjoyed by regular people like me. But, I don’t really like rap music. I also like contemporary music such as Coldplay, Ed Sheeran. What dreams do you want to achieve? I want to bring KemenPUPR public relations to become public relations that meets professional standards and qualifications, and our work is recognized, competence, totality, and focus – which to achieve these dreams, it can’t be managed in civil servant ways. (rtn)
INTERVIEW || 25 June 2019
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Anjari Umarjianto, Perhumasri: Building Reputation through Collaboration
JAKARTA, PRINDONESIA.CO – What will be the main focus of the man who serves as the Head of Public Opinion, Communication Production and Coverage Division of the Indonesian Ministry of Health? What are his hopes for the public relations (PR) world in the hospital? Anjari was met after an event at the YARSI University, Jakarta, Wednesday (8/8/2018), the man who is known as a talkative and friendly person told the story to Ratna Kartika, PR INDONESIA. Here is the excerpt. Indonesia is one of the countries that has the most PR organizations. What makes Perhumasri important and different from existing public relations organizations in Indonesia? When it comes to hospital public relations characteristics, the story can be long, ha-ha-ha! I believe every PR organization, be it hotel PR, SOE, and other organizations, have their own uniqueness. But, we believe that hospital PR is far more unique. Hospital is an invisible business. It’s closely related to life and emergency. Besides, there is no industry anywhere that has around 27-29 professions such as hospitals, ranging from doctors, nurses, etc. In this industry, both the highest and lowest class hospitals has the same complexity. Every procedure and action is the same, it must follow the standard and high technology. The difference is only the specialization. What are the other differences? This question is difficult to answer because the mindset of the leaders who prioritized that hospital is a brand that has not been approved. What are the dynamics of hospital public relations in Indonesia? The first is the matter of the existence of PR in Indonesia. Why? Because the core business of this industry is about disease and health. Talking about disease, the one that has the competency is the doctor, while the other medical officer is a part of the supporting team. Therefore, it is normal if non-medical workers, such as PR, do not have a position that is considered important or strategic. It’s like there is no big difference whether it exists or not. That is the condition that is often encountered in the field, such as at the government hospital which likely has a public relations structure, but does not have marketing. But, even though they have public relations, the role is not strategic.  Their existence is not able to complete the management. Instead, private hospitals generally have a marketing structure, but they do not have PR. The other reason is that there are not many hospital stakeholders who consider it important to manage the organization’s trust, so from the start these two elements were not included in the management dashboard. They are generally stuck in only prioritizing product. The important thing is there are emergency service and polyclinic. That's it. On the other hand, the development of information technology which is developing rapidly makes hospitals which are the center of crisis – every day they receive and give services to the patients – are getting more vulnerable to get hit by crisis. Especially with the new regulation and system such as the National Health Insurance (JKN). This system requires them to change and be more efficient. Then discrepancy happens between the ability given by the hospital and the public expectation. Not to mention, foreign hospitals which leaders have been literate in PR and branding so that they are easier to lead the organization, come as they please. The leaders and hospital management which mostly literate about PR and branding make it easier for them to improve the organization. The understanding of the importance of managing brand reputation ultimately leads to a perception that foreign hospitals are better while domestic hospitals are not allowed to promote. The need for PR is even more necessary. But since the beginning of PR profession and the urgency to manage hospital reputation were not included in the management strategy, PR which is an old science becomes a new science in the hospital industry. So when there is a crisis in the hospital, generally they are not successful enough in handling it. Hospital is also one of the industries which relatively unprepared to face a new wave called disruptive era where information technology, social media, and information transparency are growing rapidly. While the impact of the development of technology makes the public more aware of their rights. The demand for public services is even higher. What is the hospital’s expectation of PR? Actually the expectation exists if the leader and management understand the task and function of PR. Expectation also exists if the PR system in the hospital has been built. As the top level, for example, the hospital leader must be able to be a good example of PR and convince all hospital communities that they are all PR. Because this lack of understanding causes PR to be a photographer, receives complain, and negotiates if there is a demonstration. What is Perhumasri’s biggest goal? Our biggest goal is to build and maintain the reputation of hospitals in Indonesia. The hope is that every time someone asks about the hospitals in Indonesia, the answer will be great. But, to achieve that, we need people who understand the importance and how to manage reputations well and right, starting from PR practitioners, management, to the CEO as the decision maker. Then, the next goal is to change the mindset, especially the leaders’. The perspective of the leaders and all the people who are involved in the hospital industry must be changed, ”The patients remain full even though we stay like this,” to “If the hospital’s reputation is better, the number of patients will increase and be more loyal.” Therefore, PR as the front guard of reputation management should be placed in a strategic position. They are no longer seen as a cost center, but a revenue center. (rtn)  
INTERVIEW || 19 June 2019
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Noke Kiroyan, Kiroyan Partners: Communication Builds Understanding
JAKARTA, PRINDONESIA.CO - Who doesn’t know Noke? His experience as CEO in various industries ranging from mining, oleo chemicals, to energy and innovative technology, made t3wehe man who was born 71 years ago in Surabaya on September 13 highly believes the importance of the role of communication and principles in embracing stakeholders. In 2007, he decided to get off the throne to build his own “kingdom”. He named the kingdom Kiroyan Partners Public Affairs. Here’s the story. Why did the choice fall to consulting service company? Companies basically cover three fields: industry, trading, and service. Industry needs a big capital. I was not a poor person, but I was also not a rich person. About trading, I had the capital, but I had no talent there. So, the choice fell on service, specifically a company that offered public affairs consulting service. During my time as an executive at a mining company, I have used most all public affairs consulting companies in Jakarta, which were generally foreign companies. I also have a background in communication science. So, I know the theory. In practice, I have strong social science, I have gone through many experiences and problems in the field. In early January 2007, I established PT Komunikasi Kinerja, Kiroyan Partners Public Affairs. The people in the consulting company which service I used before came to me one by one once they found out that I established a consulting service company. They said, “Why didn’t you tell us if you want to establish a consultant company? You can join us.” Then, what was your answer? “Actually I don’t want to tell you because I want to compete with you. And I believe I will win!” Ha-ha-ha! Why did you choose to specialize in public affairs? Public affairs is not merely about the dynamics of relations with the government. The public affairs that we understand today is communication or establishing relations with stakeholders by taking into account the political, economic, social, and cultural context. Simply put, building communication or stakeholder engagement in the context of a particular culture. So, if public relations (PR) is more a process and a technique, the context of public affairs is bigger because it must cover all the conditions above. Let’s say there is a mining company that wants to operate, we as a public affairs consultant will conduct a comprehensive and in-depth research/analysis from the political, social, cultural, and economical condition there. Therefore, our team here consists of various scientific backgrounds ranging from politics, sociology, international relations, and many more. After knowing the needs of the community, what makes the community need it, what they want when the company operates there, what impacts on the company when operating there. Once we found out the answer to these questions, we can make a stakeholder engagement strategy and communication strategy. So, it’s not merely a communication process and its technique, but also the context. Is there the most challenging experience as a consultant? There are many. Moreover, our clients come from various industrial backgrounds. One of the most challenging was when a company that was our client was accused of polluting the environment. If this is the case, we will send a team to the location to confirm the truth. If the company is really polluting the environment, we will not defend them. Except if they are honest and commit to deal with the pollution. But, if it turns out that there is no pollution, let’s arrange the strategy, including the approach strategy to the community. So, in principle, we don’t want to defend the wrong. Or, spinning – in reality they are polluting, but they say the opposite. As an ethical company, we have a principle to solve every problem in an ethical manner. We must always work on the basis of facts, preceded by a judgment behind the table. If necessary, we follow up with research in the field. Mitigation measures like this must be done especially for companies engaged in the mining industry, because this industry is vulnerable to issues, especially about pollution and friction with the affected community. When a company is in a crisis, what is the first thing to do? Number one, don’t panic. When we panic, we do look active, but there is no result. Therefore, look and face the problem with a cold head. Study it well, then we find the problem. In your opinion, what is the difference between PR and PR consultant then and now? Obviously, it’s much more complicated, especially with the presence of social media. But, the development of technology and communication, in my opinion, is only a technical problem. Its existence can be a threat, but also an opportunity. Therefore, we must master, explore and improve the ability to overcome problems from and with the development. What competencies should PR have in the current era? Analytical ability is very important, besides the ability to strategize with clear implementation, because when miscalculating, the solution will not be right. What do you want to inherit for Kiroyan Partners? I want this company to continue carrying out its activities ethically and that it can go public in the future .   You keep guarding that dream. In fact, I have an information that even though you are no longer the CEO of Kiroyan Partners, you still come to the office very early? Ha ha ha! It is true! It has become a habit, not only in Kiroyan Partners, I have always been the first person to come to the office. Because when I arrived earlier, I could study first, read the newspaper, follow developments through information I got from the internet, and so on. What is your hobby? My hobby is reading books. I like everything from history books, communication, CSR, to politics. How about sports? I always make the time to walk every morning. What is your life principle? Do not give up easily. In life, we must also have principles and do not become an opportunistic person. Are any of your three children following in your footsteps here? In the past, my youngest child worked at this company. She is a graduate of communication. After marriage, she settled with her husband and worked as a PR in Singapore. From the beginning, I did not plan this company to become a family company. I even forbade my family to interfere with running this company. This company is a professionally built company. Anyone can continue and lead this company as long as he/she is competent and upholds the mission, vision and ethics of the company. What is your message for PR practitioners? Continue to deepen your knowledge, do not be satisfied with the knowledge that has been owned because science will never stop developing and we must follow it. When we stop learning, we are finished. rtn
INTERVIEW || 27 March 2019
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SufintriRahayu, Traveloka: PR Needs “Love” to be Competence
JAKARTA, PRINDONESIA.CO - We met three days later in Jakarta. Approximately on Monday (8/10/2018), one hour before launch, two hours before she engaged into the activity she usually called: never ending meeting, and two days before the woman who was born on 31 January, 1978, departed for the IMF invitation in Bali. Started from an impressive meeting at an event in Jakarta, PR INDONESIA found out the fact that her 20-year career as public relations (PR) could not be underestimated. To RatnaKartika, the woman who described the story of working in a unicorn company like Traveloka is like running the ultimate dreams. What has the world of PR shaped you for the past 20 years? I always see myself as a communicator not PR. Therefore, my job is to help the company to develop effective and efficient communication strategies, then I communicated them to the company’s stakeholders. I have done this task in various companies and industries. The variety of experiences finally made me able to have a general perspective (helicopter view), then applied cross strategy from various industries.   I am an alumni of the Department of Communication Sciences, Padjadjaran University, Bandung. After college, I began my career in a non-profit organization, The ASEAN Secretariat, as a marketing communication — the place where I started building networks. Then, I moved to a PR agency. Here, I learned the way to build relations with the media, make releases, conduct media monitoring, calculate ROI, manage human resources, talent, to handle communication crises for clients from various backgrounds such as fast moving consumer goods, manufacture, to politics.   Six years studying in the PR agency world, I moved to British American Tobacco (BAT). At that time they decided to buy all of Bentoel's assets, a local cigarette companies, and needed a head of corporate communications. This was where my toughness in managing internal communication was tested. Indeed, there was a change in management and acculturation of work culture between the old company and the new one, making 80 percent of my focus given more to manage and develop communication strategies in the internal, while the 20 percent was given to the external. What internal communication strategy did you do at that time? We make programs called Your Voice and Agent of Change. Well, Your Voice is an internal communication survey for employees. Every month we conduct surveys to find out the mood of employees, we call it the mood tracker. This step must be done because there are adjustments that must be made when a company buys a new company. The first month, they are usually confused - somewhere lost. The second month, hate starts to appear. The third month is chaos– some employees decided to resign. This process is natural to occur When we conduct the programs, we will be able to know the level of success of the internal communication strategy in the first six months. If the mood percentage is up or happy, then the communication strategy that we are doing is right. Conversely, if it’s drop, immediately do another strategy. For example, asked the leader to hold one-on-one sessions between directors the level below the leader, or if necessary, raise the salaries. Next, we made an agent of change — company ambassadors. Usually, who we choose is the employees who is vocal or initially lost somewhere. They are the ones we have to approach more, give understanding, and special programs. If they cannot adjust, they usually choose to retreat. In the second year, our focus is more to manage the factory. Every day, there is always a communication crisis, starting from demonstration to daily workers who are possessed, he-he. But I learn from there. During 1.5 years working for Avrist, there were many changes. What is the reason that you decided to move to Traveloka? It’s destiny. I met the founder and CMO of Traveloka a year ago. Initially, it was only a 30-minutes conversation that turned into two hours. It turned out that we have harmony starting from our perspective of the world, our value of life, work culture, public, technology, to PR.At that time they conveyed their needs for the existence of PR and Communication. All these times the work of PR was done functionally by PR manager, while their company was incessantly expanding to Southeast Asia such as Thailand, Vietnam, Singapore, Malaysia, and the Philippines.I accepted the offer. Because, from the bottom of my heart, I felt much happier when carrying out the communication function according to my soul’s calling all this time. Are there differences between PR who works in the digital technology industry and PR in other industries? Actually the basic concept of PR anywhere is the same. That the purpose and objectives of PR is to build reputation, brand, and help the company with every stakeholder to have the same perception. However, because the daily activity of the company which engages in the industry such as ours is close with technology, it’s like technology has flowed in our bloodstream, then unconsciously the way PR communicates always uses the latest communication channels. The difference is usually realized when we interact with other people. That in communicating, we use digital more, making use of many platforms that can help us to collaborate so that distance and time are no longer obstacles for us to be able to finish our work, compared to them who does not work in the technology industry. Another difference, the companies that engages in the technology industry are known to have high competition, their pace is growing fast. This condition inevitably makes PR must continue to learn and keep up with the global technology trends that change very dynamically. As a PR, I don’t see it as a challenge, but we are lucky because we are the new adaptor. Our jobs as the new adaptor are to translate and convince the audience that we bring something new that seems impossible, now it is no longer a dream. Even, it can be a trend which is later used by all the public and changes behavior.   For example, the first time our founder found the ideology about online travel agents, the public could not immediately accept it. With their old mindset, they found it hard to imagine how this something new worked. When it has been realized, the use of technology platform – which was probably can only be seen in fictional genre movies – has become an integral part of the people’s daily activities. Let alone designing a trip, buying gas, to medicine now can be done through application.   Behavior changes occur. In the past, people were interesting from the material point of view. Now, people judge us to be interesting if we live a happy life and have lots of exciting experiences. What does the company expect from public relations?   They want the existence of PR and communication to be more strategic and mature. First, PR can give advice about what should be done and the prioritized for the company. Second, PR can help the business to make our products to be better known. To make it happen, we don’t need a big team, but instead efficient and competent team. Well, what I see is that the employees at Traveloka are classified as class A genes. Each of them is competent in their field so I have no difficulties in giving direction. Next, just be smart in managing priority and desire. What reputation does Traveloka want to build? We want to be known as a service provider technology that is closely related to travel and lifestyle that always listens and prioritizes the customers’ needs (user centric). What is the structural development of PR at Traveloka now? As a fast-growing company, our organization is unique. I, as the PR Director for example, direct the PR team. This PR team manages relations with the media and external stakeholder. But, I also help to supervise the internal communication and government relations. It’s like I’m the one who sew the message, as well as the conductor who leads the communication orchestra. What is the most important thing to do during a crisis? To empathize. We have to think about more impacts which experienced by the stakeholders than ourselves. Be a good spokesperson and collaborate. In your opinion, what competencies that PR must have today?   Firstly, PR must love to write. I don’t agree that PR is perceived as someone who likes to talk. Instead the task of PR is to prepare other people so that they are confident to speak in front of the public. Secondly, they must be at a strategic position according to their level. Third, they must love to listen. By listening, we have a broad knowledge and can be a good spokesperson. There are many PR practitioners whose characters are introverted, but contextual while they are speaking in front of the public. Lastly, they must love to build relations/engagement with other people.   Since when do you have a passion in PR?   I have this passion since high school. The momentum was when I joined the Student Council, I was appointed as the public relations. In order for me to run my task well, I looked for a lot of information about public relations from books. And my writing skill was honed from my hobby of writing short stories. But, it was not a fictional story. For me, PR is not just a profession, but it also has become a part of life. The function of PR I implemented not only in my work, but also in my daily life. Like the way I educate my child. How can I have diplomacy and convince him. The point, I’m in the stage where there is no problem that can’t be solved by communication.   What do you do when you are free?   I travel. My family and I always make time to go out together. Even we always make the time to go out of town every month. After all, now travelling to a dream place is not impossible. There is PayLater, pay by installments while arranging itinerary and hunting for attraction voucher.I have taken my child to travel since he was a baby. Believe it or not, his adaptation skill is excellent. He can eat anything anywhere, ride on a plane from business to economic class. If he is travelling with limited space, he just put on earphones.   What dreams do you want to achieve? My husband and I agree that all the lines of our lives today are to support the realization of our child’s dream. For example, we have a dream that our child can study in a school that prioritizes EQ and IQ. Therefore, his parents must also learn. That’s why I looked for a job that adheres to flexi hour, so is my husband. What are your life principles? To focus on my own life, the others will follow. I’m not a nosy person. That’s why I don’t have social media accounts other than LinkedIn. But I’m nosy for work matters and all its developments. (rtn)
INTERVIEW || 27 March 2019
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WijayaLaksana, Pupuk Indonesia: Building Relations with Understanding
JAKARTA, PRINDONESIA.CO - RatnaKartika and Mellisa Indah Purnamasari from PR INDONESIA met Jay, WijayaLaksamana’s nickname, at the PupukKaltim Office in Jakarta, Monday (22/10/2018), he told about the joy and sorrow with his team in building relationships, reputation, and corporate branding. This is his story. What is the background of your career? Previously, I had a long career with PupukKaltim, precisely since 2003. My last position was as the Head of the PupukKaltim Office in Jakarta. During my time at PupukKaltim, I was more in charge of the public relations department. I was also placed in the Research and Development department. I have been asked to join Pupuk Indonesia since 2015 as a public relations manager, until today I appoint as the head of Corporate Communication (Corcomm). When you were asked to join, did the company already consider that the PR function was important? The reasons behind the directors’ need of a better public relations organization, one of which is because of the many misperceptions about the fertilizer industry in the community, especially the media. What was the first thing to do at that time? Our top priority was to approach the stakeholders. Introducing them that there is a company called PIHC.So farthe public knows more about our subsidiaries than the PIHC itself. This is understandable, because PIHC itself has just officially become an investment and strategic holding under the name PT Pupuk Indonesia (Persero), otherwise known as PIHC, as of April 3, 2012, after more than five decades known as PT PupukSriwidjaya or Pusri. For media at the national level, what approach do you and your team take? We approach the forum or media community. We named it, Rengginang Diplomacy, he-he. What does it mean? Many public relations conduct media gathering programs in order to build relationships or closeness with the media. We think we need different approach from others. Until on a trip from Bandung to Jakarta, we stopped by a souvenir shop that sells rengginang(Indonesian sticky rice cracker). We bought in large quantities to then be taken to the Ministry of State-Owned Enterprises’ press room. In our minds, reporters definitely need a snack in the midst of writing news. With the increasingly strategic presence of public relations, what is the development of Corcomm's current organizational structure? We were originally only consisted of three people. Now the total team at Corcomm, including me, is eleven people. The development of organizational structures began with the stakeholder mapping approach. Currently the Corcomm Division consists of External Communication and Media, and Internal Communication and Support. External media communication includes the relations with the government to the media. So, in addition to the media, we also open networks and build closeness with the Ministry of SOEs, Industry, and so on. While internal communication includes internal employees and its supporters, such as social media. Besides building relations with the stakeholders, what else is your concern? Activate and prepare social media accounts both at PIHC and its subsidiaries. When I joined, the company already had an official account on social media, but it had not been worked on and managed seriously. I saw that there was a factor that made them reluctant. They were still allergic to netizens’ negative comments, because they could be harassed just for a little typo. Actually digital and social media are only one of the places to channel information. My reason for the company to activate its social media more is because my main target when accepting this position is to familiarize fertilizer issues to the public so that the company gets public support when facing a problem. It must not be easy to change culture. What wasyour strategy? It is hard, indeed. At first, we were known as industrialists who were very proud of the condition of the factory which had a large production capacity and was all high-tech. Changes in the era made us learn to slowly shift the way we communicate to not merely highlight the greatness of the factory, but rather the benefits that we can give to the community. Then, how did you and the team build relationships in internal circles? To be honest, after seeing a shift of interests and ways of reading society today, we are still considering producing internal magazines. For now, we still using social media, cooperating with the IT team to bring up company messages on laptops or computer screens that are used by all PIHC employees, and holding town hall meetings at least twice a year. When a crisis occurs, what do you do? One thing for sure, when we are faced with a crisis, the first thing to do is be open to the media. Open in the sense, when they want to ask, they know who to contact, we can be easily contacted and respond quickly. Based on the experience of our subsidiaries, there are factors that most help us when overcoming the crisis. Namely, a good relationship between us and all stakeholders.Besides, of course, with the existence of mitigation and SOP. This is where PR is interesting. To be able to establish and manage relationships well, we must have the ability to explore and deal with stakeholders from various backgrounds and characters. In your opinion, what competencies should PR have at this time? First, writing skill. Even if they can’t write, the important thing is that they know how to direct others who have the ability to write to be able to produce the writing according to the message we want to convey. Second, technology/digital savvy.Third, team work. For me, teamwork is the slogan for public relations. Teamwork in the narrows sense means working together. In a broad sense, it means hand in hand with the stakeholders to solve the issue. What is your hobby? I love basketball, playing guitar, and listening to music. I like listening to British pop music like Oasis. What is your dream that hasn't been reached? Being a lecturer. I want to teach, share knowledge, and share experiences while running a career as a PR. Has PR been your passion for a long time? Not really. But, I feel without realizing that my life journey has led to it. I like to draw from elementary school so I have enough sensitivity to design. During my time as a board of student council member, I always got the task of managing the school’s wall magazine. My writing skills were increasingly improved when I became a broadcaster and reporter, and lastly as a news director at a radio station. When I was in college, I was accepted at the Department of Communication Sciences, Padjadjaran University. (rtn)
INTERVIEW || 27 March 2019

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