PAS Strategy: Achieve 2014 GOAL Within

Achieve 2014 GOAL
Within
PAS Strategy
HUAWEI TECHNOLOGIES CO., LTD. Huawei proprietary. No spread without permission. Page 1
PT HS Vision and Mission

Oct 2013
Vision
To be the most reliable

Apr 2012
managed service
solution partner in the
ICT ecosystem
Mission
Provide best services
to enhance values to
stake holders through
agility, innovation and
the quality of its talent
PT HS Objective
Oct 2013
Apr 2012
Challenge
Revenue
Sharing
1.
XL has already achieved 23% OPEX

reduction: cost/ site/ month from 5.5 mio
IDR on 2010 (due diligence data) to 4.23
mio IDR on 2013.
2.
However, PTHS actual cost/ site for 2012

and 2013 are higher than XL cost/ site
(shared revenue to PTHS), because the
revenue growth was not as expected.
PTHS loss in 2012 and 2013: 516 Bio IDR
Cost/ Site Ceiling based on

Contract
6.50
6.00
5.23
5.50
5.00
4.50
4.00
5.18
5.50
5.02
4.96
4.95
4.94
4.94
4.94
5.03
4.23
2012 & 2013 we have:

18M USD investment for NOC/ SOC/
3.00
3.10
WFM & Tools
2.50
Staff Increase 200+ & Salary benefits
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Electricity increased 15%
Still achieved lower CPS than before
XL Cost/ site/ month
HS actual Cost/ site/ month
2012
4. For the rest of the period 2014-2019:
Electricity forecasted will be increased
Despite Challenges, we still keep improving on Cost/ Site
15% within 4 years
CPS reduced 5.5% from 2012 baseline
With current conditions, PTHS will lose 3,570 Bio IDR for 7
HR Productivity improved by about
years. We would like XL to help in whatever possible ways
40%
for PTHS business.
3.50
3.82
3.71
3.68
3.67
3.67
3.
Challenge
Mindset
Communication
Approach
Working
Environment
Ownership
Stay in old mindset
Stay in old style,

almost at all level
Enjoy stay at
comfort zone
Poor and dont care
Almost all levels
Almost all levels
Almost all levels
Almost all levels
Where the performance goes
Translation Vision and Strategy
Leadership Style
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
The leader's modus

operandi
Demande immediate
compliance
Mobilizes people toward Creates harmony and Forges consensus

a vision
builds emotional bonds throught partication
Sets high standards for Develops people for

performance
the future
The style in a phrase
Do what I tell you'
Come with me'
People come first'
What do you thing?'
Do as I do, Now'
Try this'
Self confidence,
emphathy, change
catalyst
Empathy building
relationships,
communication
Collaboration, team
leadership,
communication
Conscientiousness,
drive to archive
initiative
Developing others,
emphathy, self
awareness
Underlying emotional
Drive to achieve,
intelegence
initiative, self control
competencies
To heal rifts in a team or To build buy-in or

In a crisis, to kick start a When changes require a
When the style works
to motivate people
consensus, or to get
turnaround or with
new vision, or when a
best
during stressful circum input from valuable
problem employees
clear direction is needed
stances
employees
To help an employee
To get quick result from
improve performance
a highly motivated and
or develop long-term
competant team
strengths
Overal impact on
climate
Negative
Negative
Most strongly positif
Positive
Positive
Positive
Which the best leadership style needed for current condition?

Operation Strategy
Make
customer &
Shareholder happy
CINTA HS
PAS Strategy
Prioritization, Accurate, Systematic
Super Low
CPS
Customer
Care
Risk
Assurance
Profit &
Loss KPI
Excellent
Administration
SA - Operational Effectiveness
Before
Survive
After
Effectiveness : Doing Right Things NOT Doing Things Right
Efficiently
Output/Input %
&
Procedures & Processes

Cost Base Evaluation
Profitably
$
Reducing Cost
Improving Performance
Adapt
Industries
changes
Mindset
Opportunity
FOC - Operational Excellence

Meet customer expectation that stated in Key Performance indicator (KPI) /
Service Level Agreement (SLA) with efficient cost, effective process and zero
accident.
Key Operational Excellence
Continuous
Improvement
Quick
Solution
First time
right
Key Operational Excellence consist of:

-Continuous improvement
- Quick Solution
- first time right
- Failure/defect Reduction
- Zero accident
- Cost management
Failure/def
ect
reduction
Zero
Accident
cost
management
: maintain and keep to improve

: quick response and solution
: good process and execution
: reduce failure with good maintenance
: an incident and injure free workplace
: smart spending and controllable
NOC - Operational & Business Excellent

Existing Business
People
Developmen
t
Operational
Technology
Excellence
Adaptation
Technology
Adaptation
New Business
NOC
Main Customer Satisfaction
Excellent Add On Sales Delivery
Cost
Effectiveness
Develop
Business
Culture
Excel in
Project Add
On Execution
Seek More
Innovation &
Opportunities
Strategic
Partnership
Profitability
Employee Satisfaction
Sustainable Growth
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Achieve 2014 GOAL

PT HS Vision and Mission

To be the most reliable

XL has already achieved 23% OPEX

However, PTHS actual cost/ site for 2012

Cost/ Site Ceiling based on

2012 & 2013 we have:

Stay in old mindset

Stay in old style,

Poor and dont care

Almost all levels

Almost all levels

Almost all levels

Almost all levels

Where the performance goes

Translation Vision and Strategy

The leader's modus

Mobilizes people toward Creates harmony and Forges consensus

Sets high standards for Develops people for

The style in a phrase

Do what I tell you'

Come with me'

People come first'

What do you thing?'

To heal rifts in a team or To build buy-in or

Most strongly positif

Which the best leadership style needed for current condition?

Effectiveness : Doing Right Things NOT Doing Things Right

Procedures & Processes

FOC - Operational Excellence

Key Operational Excellence consist of:

: maintain and keep to improve

NOC - Operational & Business Excellent

Completed within 5 minutes

Fill your name

Completed within 15 minutes

Fill your name

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