JAKARTA. To improve service to customers, PT PLN (Persero) offers a layered system that enables secure the electricity supply without any power supply disruptions mentoleril (zero tolerance). Special services offered by PLN is composed of four layers than just supervising the entire electrical system up to the customer.

Special service with zero tolerance to interference, which is offered by PLN is further described President Director of PT PLN (Persero) Dahlan Iskan after signing an MoU with PT Angkasa Pura II, some time ago Wednesday (25 / 8), the cooperation level one, PLN is only limited supervision (consultant ) rest is done by the customer. However, PLN still help conduct checks and consultation. Phase two, the responsibility only to the sub station PLN (GI) alone, with this responsibility, the PLN will ensure the release of GI from the disorder. For the three stages of cooperation, PLN is responsible for up to a network of medium voltage transformer which entered the fourth stage of the overall customer and the customer will be handled electrical system handled PLN PLN.

with special services, PLN would seek various ways to become more reliable electricity supply. State Palace and the Parliament Building / MPR has cooperated this service for several years and have proven not to crash. ‘Palace and the House has partnered with PT PLN to phase three “, said Dahlan.

Regarding the tariff that applies to this service, PLN president director said that only differ slightly with industrial customers, “just a little higher, just a little, Rp. 100 higher than the industry,” he said.

In addition to PT Angkasa Pura II (AP2) and PT Semen Gresik, some industry circles in Bekasi, West Java, which is generally the Japanese businessmen have requested this special service with worry with the engine damage caused by the instability of power supply. (SF)

Source : www.esdm.go.id

Hajj flights of national airlines, Garuda Indonesia, was asked to maintain the performance of a fleet that will be used in the implementation of transport pilgrims this year, especially in terms of security and safety. It is expected to support the implementation of transport pilgrims to orderly, smooth, and safe.

“I am pleased that the chartered aircraft for hajj flights will Garuda majority recently. Old may be only one or two, belonging to Garuda itself, and then only for backup. However, although new, their performance must also be maintained. It is important to provide assurance of safety, security, and comfort our congregation, “said Director General of Civil Aviation Ministry of Communications Herry Bhakti S Gumay, Tuesday (24 / 8).

The statement disclosed the Director General Herry Bhakti after a witness in a contract signing ceremony in 1431 hajj masksapai H between Garuda Indonesia and the Directorate of Operation of Hajj and Religious Affairs Ministry Umroh in office, Jakarta. He said that, through the Ministry of Transportation Directorate General of Civil Aviation will support the management activities of the transport ministry pilgrimage, one of them with close supervision related to flight safety and security factors.

“Good to Garuda Indonesia and Saudi Arabia Airlines that also became the airline carrier Indonesian pilgrims, we will do intensive monitoring in the entire embarkation via ramp check pattern. We all hope that the upcoming implementation of the transport pilgrims can be done with the orderly and smooth manner, “he added.

Herry DG Responding to the statement, the President Director of Garuda Indonesia Satar revealed his side ready to carry out the mandate that all charged him. “According to the Director General of Civil Aviation landing, all the aircraft we lease to transport pilgrims this time all new. In fact, there are assembled in 2009, “he explained.

Of a total 211 thousand Indonesian pilgrims in the Hajj season this time, Garuda Indonesia, to get pilgrims quota carrying as many as 116 789, divided into 300 groups of flying (kloter) through 10 embarkation throughout Indonesia. Banda Aceh (12 kloter), Kildare (21 kloter), Palembang (21 kloter), Jakarta (49 kloter), Solo (88 kloter), Surabaya (19 kloter), Banjarmasin (15 kloter), Balikpapan (15 kloter) Makassar (42 kloter), and Medan (18 kloter).

“While approximately 94 thousands of pilgrims rest, carried by the Saudi Arabian Airlines, Saudi Arabian state-owned airline,” added the Director General of the Implementation of the Ministry of Hajj and Umrah Religion Slamet Riyanto. According Slamet, if this year and previous years only two airlines that serve the Indonesian pilgrim flights, made possible in the coming year will be involved in several other airlines hajj flights transport tendering process.

Emirsyah added, to facilitate the entire congregation will he brought, as many as 15 units Garuda provides wide-body aircraft. The planes consist of four units of Boeing 747 series with a capacity of 455 seats, a unit capacity of 325 seat Boeing 767s, six Airbus A330 series 300 units with a capacity of 380 seats, and four Airbus 330 series 200 units with a capacity of 360 seats.

“Then to simplify the process of interaction pemanduaan church in the plane, we are also recruiting cabin crew from each embarkation. Of the 814 crew, 725 people (90 percent) of whom are local. With this, we would expect language barriers in communicating that the assembly can be resolved, since most of the assembly is only capable of speaking regions, “he concluded. (DIP)

PT Kereta Api (Persero) will impose restrictions on the maximum transport capacity of railway Economy 150% of capacity in accordance with the applicable land transportation in the Transportation Lebaran 2010 (1431 H).

This effort to improve the safe operation of railway travel and passenger safety and to improve railway services to public users of Economics. Thus declared President Director of PT Kereta Api Indonesia (Persero) Jonan Ignatius in his letter addressed to the Minister of Transportation in Bandung in July 2010 regarding the restricted number of Passenger Transport KA Lebaran Year 2010.

Based on data obtained www.dephub.go.id, letters with numbers LL.310/VII/4/KA-2010 explained that PT KA have imposed these restrictions in the Idul Fitri – Lebaran previous years but said there is still leeway in its execution-looseness against restrictions on capacity. Therefore, starting this year’s Lebaran PT KA will make more stringent restrictions. (ARI)

Source : www.dephub.go.id

JAKARTA. PT Pertamina EP managed to increase the success ratio of exploratory drilling in the period from January to August 2010 to 84.6 percent. Of the 12 wells drilled have been closed until August 2010 and a re-entry wells, 11 wells otherwise successful and the two wells are deemed to be successful.

Exploration drilling success ratio of January to August 2010 period was higher than the same period in the previous two years. Of the eight wildcat wells, seven of them otherwise successful and produce oil and gas, “thus affirmed the Director of Exploration and Development of Natural Syamsu. Sunday (22 / 8).

Increased exploration drilling success ratio was a result of business process improvement to reduce risks and increase the chances of success of exploration prospects. Such efforts were conducted with the involvement of technology support and EP Technology Center, and optimization of monitoring the drilling operations to accurately and quickly identify indications of the existence of oil and natural gas.

In 2008, exploration drilling success ratio of the period from January to August reached 75 percent, or from eight wells have been drilled to completion in August 2008, six wells otherwise successful and two unsuccessful wells. Later in 2009, exploration drilling success ratio of the period from January to August reached 76.9 percent or from 12 drilled wells have been completed until August 2009 and a re-entry wells, 10 wells otherwise successful and three unsuccessful wells.

In the period January to August 2010, Pertamina EP conducting drilling 12 exploration wells and one re-entry. Consists of eight exploration drilling wildcat wells which includes five wells in the area of West Java (Acacia Good one, Karangluhur 1, Karangdegan 1, Teak Keling 1, and Cottage Blooms 1), one well in Jambi (Kalalili 1), and two wells in Sumatra Southern (1 and Ginaya Manduru 1). Of the eight wildcat wells, seven of them managed to find oil and gas, and one well was not successful. Meanwhile, a re-entry wells in Arjawinangun in West Java did not work either.

Furthermore, Pertamina EP also carry three drilling in Bekasi Deleniasi Pondok Makmur (PDM-3, PDM-4, PDM-5) and one drilling in Serpong, South Sumatra (PDW-6X). Four deleniasi drilling is successful finding oil and gas. Pondok Makmur wells will be developed in the Plan of Development (POD) The second phase is expected to be produced late in 2011.

In the first half of 2010 continued Syamsu Alam, Pertamina EP has managed to find new oil and gas reserves with the preliminary estimate amounting to 61 million barrels and gas amounted to 619 billion cubic feet of gas in the first half of 2010. The findings of this first half is much greater than the estimated amount of oil and gas production will be produced in 2010 amounted to 46.7 million barrels and 381 billion cubic feet of gas. (SF)

Description:

1. Exploration drilling: Drilling wells is being done to prove the existence of reserves of hydrocarbons (oil and gas) and to obtain subsurface data
2. Delineation drilling: Drilling wells in order to find the limit distribution of oil and gas in the producing laposan

The early history of the discovery of biogas in Europe originally appeared on the continent. Biogas is produced from anaerobic digestion processes found in a scientist named Alessandro Volta who conducted research on the gas which issued the swamp in 1770. Gas from the swamp are identified as methane gas.

In its development, in the year 1875 is that biogas is a product of anaerobic digestion processes. Subsequently, in 1884 a scientist named Pasteour other biogas challenged conduct research using animal waste mediation. Pasteour research that is the foundation for research into biogas to the present.

Development of biogas have ups and downs, like in the late 19th century Germany and France recorded utilizing agricultural waste into several units of power from biogas. During World War II, many farmers in the UK and other European continent makes small digesters to produce biogas. However, during its development because fuel prices are becoming less expensive and easy to obtain, in the 1950s the use of biogas in Europe is becoming obsolete.

If the era of the 1950s, Europeans began to leave and switch to fuel biogas, the opposite is actually happening in developing countries like India and China who need cheap and available energy. China’s use of biogas technology with the scale of households that have been utilized by nearly a third of households in rural China. Biogas development in China can be said to experience significant growth, in 1992 approximately five million households use biogas installation of biogas into fuel so that the main portion of the population of China.

As expressed by Prof. Li Kangmin and Dr. Mae-Wan Ho, director of the The Institute of Science in Society, biogas is the heart of the growing eco-economy in China, but several obstacles must be resolved to achieve greater potential.

Similar developments also occurred in India, in 1981 began to develop biogas installations in India. Technique used together with biogas biogas technique developed in China that is using the model and the well wall with the drums as well as raw material with cattle dung and agricultural wastes. Carrying about three million households in India use biogas installations in 1999.

Stepping into the 21st century when aware of the need for replacement of fossil fuel energy, in various countries began to use as a new renewable energy, one of biogas. There was also a superpower like the United States showed particular concern for the development of biogas. In fact, the United States Department of Energy provided funds amounting to U.S. $ 2.5 million for the development of biogas in California.

While in Indonesia, signed in biogas technology in the 1970s which begins in rural development. Nowadays biogas is one of a new type of renewable energy is a concern for the Ministry of Energy and Mineral Resources, as indicated by the Minister of Energy Darwin Zahedy Saleh took to conduct a working visit to the village of Self-Energy in the village Haurngombong, Sumedang. Minister of Energy promised to provide assistance to develop the energy potential which although looks small, but the impact is very big for the fulfillment of energy in Indonesia, particularly for rural communities Haurngombong.

“At the moment the government strives to reach out electricity to remote villages, it is expected that villages that have not been able to enjoy the flow of electricity can also take advantage of and use of renewable energy such as biogas technology”, said Minister of Energy Darwin Zahedy Saleh. (AND)

Source : www.esdm.go.id

Acceleration of infrastructure development has become an important issue for almost all countries, including Indonesia. To that end, the government made a comprehensive steps to accelerate the process of participation of private enterprises in infrastructure provision in Indonesia, namely by preparing a Memorandum of Understanding between the Ministry of PPN / Head of Bappenas, the Ministry of Finance and Head of BKPM about Facilitation Coordination and Support Implementation of Acceleration Actual Public Private Partnership Projects in the Provision of Infrastructure.

This Memorandum of Understanding is basically to improve the efficiency and effectiveness of cooperation mechanisms with the Government in the Provision of Infrastructure in Indonesia, so that the parties agreed to coordinate the implementation of facilitation and support cooperation with the Government in the Provision of Infrastructure.

This MOU aims to provide support to the Government and Private Partnership projects (PPP) in infrastructure that are offered can be realized quickly. The scope of this MoU is to strengthen coordination and clarify the division of tasks and harmonize measures and activities in the facilitation of the implementation of PPP projects in infrastructure that are offered. It is expected that all the problems and delays in the process of preparation and supply of infrastructure projects to the business entity can be carried out smoothly and quickly.

In this memorandum of understanding agreed division of tasks from each side where the Ministry of Finance would be more in charge of facilitating government support and guarantees to the project; Ministry PPN / Bappenas responsible for project planning with the preparation of the PPP PPP Book to integrate them into national development planning system in addition capacity building of stakeholders; BKPM will package the information of the project is ready to offer so attractive to investors and marketing programs with an attractive, besides it also facilitated the issuance of BKPM Provisions concerning procedures and requirements in the implementation of PPP projects including the formation of business entities implementing PPP projects through Integrated Services One Stop (PTSP) in the field of Capital Investment.

MoU also stipulates the establishment of the Coordination Team Facilitation and Project Implementation Support KPS (KPS Project Acceleration Team) in charge of packing and preparing a Master Plan and the Plan of Action for the accelerated realization of PPP projects in the fields of infrastructure and PPP projects identified in priority handling (showcase).

The signing of the Memorandum of Understanding was held at the National Planning Board on August 18, 2010 by inviting the ministries / institutions concerned, private parties and Financial Institutions that support PPP projects.

Source : www.bappenas.go.id

MANILA, PHILIPPINES – The Asian Development Bank (ADB) and Japan are extending a $3 million grant to Bhutan to rebuild damaged schools using earthquake-resilient materials and designs which could potentially be replicated around the country.

The grant from the Japan Fund for Poverty Reduction for the Upgrading Schools and Integrated Disaster Education Project will be used to reconstruct four primary schools which were severely damaged in a devastating earthquake that struck the country in September 2009. Funds will also be used to train district engineers in earthquake-resilient building design and construction quality management, and to teach disaster risk management skills to community members.

“By introducing a seismic resistant structural design into the Ministry of Education’s standard school design, the project will enable the Government to easily replicate it when building other schools,” said Makiko Watanabe, Rural Development Specialist in ADB’s South Asia Department

Bhutan lies in one of the most seismically active zones in the world and the 2009 earthquake was the most damaging natural disaster the country has experienced in recent times, with 12 people killed and thousands left without proper shelter. Among the worst hit areas were the districts of Mongar and Trashigang, two of the most remote and impoverished areas in the country. The Government of Bhutan and development partners provided swift assistance in the immediate aftermath of the calamity but without longer term support, including the rebuilding of damaged schools and other public facilities, there are concerns that already poor communities will be plunged even deeper into poverty.

The project is taking a ‘build back better’ approach which will see the four target schools restored using earthquake-resilient materials and design. Where possible, local materials will be sourced while private contractors doing the construction work will be encouraged to hire members of the affected communities, including women. Participating community members will also be taught earthquake resilient construction techniques that could potentially be applied to communal buildings or their own homes. Disaster risk management skills will be taught to district government officials and teachers and school administrators, who will in turn provide community training aimed at increasing awareness and ensuring effective responses to calamities.

“By providing disaster risk management training, communities will be prepared to proactively cope with future disasters,” Ms. Watanabe said.

The project is expected to benefit about 880 students and teachers at the affected schools and around 9,000 residents of neighboring communities.

Along with the ADB-administered grant, the Government of Bhutan will make an in-kind contribution of almost $824,000 with target communities providing $14,400 in-kind, for an overall investment cost of almost $3.84 million. The Ministry of Education is the executing agency for the project which is expected to be completed by August 2013.

Source : www.adb.org

July 5, 2010

Martin Roll

Companies are embedded in competitive environments. They are dependent on multiple players in the global business landscape. They compete with other companies, collaborate with certain parties and co-opt certain others.This co-dependent relationship imposes certain restrictions on every company.Successful companies are those that effectively navigate such restrictions through strategic mechanisms that not only enhance their competitive standing in the industry but also enable them to forge new relationships with other players.Traditionally, companies have resorted to strategic actions such as mergers and acquisitions to grow and gain access to new resources, customers and knowledge.However, given that most M&As fail to generate value for the company and enhance value for the shareholders, companies are increasingly coming under pressure to be more discerning about such strategies.Although M&As give companies complete access to hitherto unavailable resources, such strategies are not the only avenue.Increasingly, companies are resorting to co-opting strategies instead of complete absorption and integration.Although joint ventures and strategic alliances have proved very useful co-opting strategies, most companies have another strategic element — boards of directors.Directors serve as the very top officers in the corporate hierarchy. Traditionally, they are bestowed with the authority to manage the succession of chief executive officers, their dismissal and top-management compensation.Most important, they propose and ratify any strategic actions to be undertaken by the company. As such, the board of directors is the ultimate authority in deciding the course of the company.Boards also play a very important role in spanning boundaries. Directors serve as strategic links between the company on whose boards they serve and the external environment.They bridge the gap between the company and its collaborators, its key customers and even the key regulatory authorities.This linking role of boards is central in companies’ strategies to co-opt crucial environmental contingencies to survive and thrive.The CEO as the chief brand ambassador is very important when companies aspire to communicate to the myriad external stakeholders and convey the brand’s identity, personality and essence to customers in particular.However, the role of directors is even more important. Every company has to navigate three main types of stakeholders to succeed — customers, competitors and collaborators.Of these, customers and collaborators are the ones that have to be co-opted. Boards serve that purpose.Directors bring an enormous amount of experience of having worked in diverse companies and industries. As being a director is not their sole job, they leverage their expertise and networks to the strategic benefit of companies.Furthermore, given their hands-on knowledge of a multitude of strategic actions, they can serve as very competent linkages between firms and the outside environment.Enron, WorldCom, Tyco and Satyam Computers were all companies of very high repute that dealt with customers and collaborators worldwide. They all enjoyed high brand equity.However, when their frauds were discovered, and subsequently they lost all brand equity, the main reason was the lack of oversight by the directors on their boards.Boards of directors therefore help build brands in three important ways.First, they serve as strategic linkages to elements in the external environment. Second, they help ensure an effective monitoring of the top management, thereby protecting the brand from undue negative events.Third, directors enhance access to and acquisition of a diverse array of resources to facilitate the growth of the brand.Resources tend to be the biggest constraint for companies in expanding and growing. Boards, given their wide networks and expertise, can effectively facilitate acquisition and/or co-optations of critical resources.Such actions not only enhance the brand presence in multiple arenas but help a consistent expansion of the overall corporate activities in the increasingly global landscape.

Martin Roll is a global business and brand strategist. His Web site is www.martinroll.com Source: Jakarta Globe

July 04, 2010 

Arti Ekawati & Antara

The Agriculture Ministry is renewing calls for Australia to open its borders to Indonesian fruit as part of ambitious efforts to grow the country’s tiny fruit export industry by thirtyfold by the end of the year.

The head of agricultural quarantine at the Ministry of Agriculture, Hari Priyono, said the latest call comes after two years of unsuccessful attempts to export fruit such as mangos to Australia.

The Agriculture Ministry estimates that Indonesia produces between 17 million and 19 million tons of tropical fruit a year. Of that, only about 30,000 tons are exported. Mangosteens, salak (snake fruit), mangoes, pineapples, melon, watermelon and bananas make up the bulk of exports.

The ministry has set a target to export 5 percent of Indonesia’s fruit production, meaning a staggering 950,000 tons, this year.

China and Singapore are two key importers, and beside Australia the ministry is also eying other Asian countries such as Hong Kong and South Korea, as well as the Middle Eastern and European markets.

Australia is famous for its strict quarantine controls to prevent alien diseases and pests entering the country, and it has consistently argued that it would keep the market closed because it still could not be sure about the sanitary conditions of Indonesian agricultural products, on which a number of harmful organisms have been found.

The call may continue to fall on deaf ears without a change in Indonesia’s attitude towards quality. On Sunday, Benny Kusbini, the head of the National Horticultural Council (DHN), said there was a pressing need to improve local fruit quality in order to be able to compete internationally.

The poor quality of local fruit — due to odd sizes, irregular supply and uncontrolled use of pesticides — has prevented them from being shipped to many countries, he said. Poor handling after harvesting contributed to a further drop of quality, Benny said.

“Most of our fruit is still grown traditionally without paying much attention to good agricultural practices. Therefore we cannot expect continuous supply with similar quality throughout the year,” he said.

Benny said Indonesia had to improve quality to be able to compete in global markets. “If Thailand can [export to Australia], I think there is no reason for us not to improve fruit quality, as long as there is will from the government to improve both farming habits and the supporting infrastructure to market the fruit,” he said.

Agriculture Minister Suswono said the government was continuously encouraging fruit farmers to implement good agricultural practices to boost quality and productivity.He bemoaned

Australia’s refusal to open its doors to Indonesian fruit, saying he always raised the market access issue with Australia at international meetings. Australia was only too happy for agricultural products to flow the other way, Suswono pointed out.

“Australia has made Indonesia its main market for its agricultural products such as cattle and milk.” It would only be appropriate for Australia to be fair with products from Indonesia, Sus wono said. 

Source: Jakarta Globe

Samut Prakarn, Thailand. A day after it announced big plans for Indonesia, Nissan, Japan’s third-largest car maker, said it remained confident in Thailand despite recent political unrest and said it was on track to double its output there to 200,000 units this year.

“Not one project suspended or delayed [in Thailand]. Everything is on track,” Nissan chief executive Carlos Ghosn said on Wednesday, adding that his managers in the country had not encountered any problems stemming from the political turmoil.

Ghosn reiterated comments made on Tuesday in Indonesia to the effect that the company was not planning to relocate from Thailand, its Southeast Asian hub.

Ghosn had said Nissan intended to double output at its factory in Indonesia, and quadruple its sales, by 2013. He also said the company saw Indonesia as a potential regional hub.

Two months of political unrest in Thailand were ended by a military crackdown on May 19. The events have badly hurt tourism and consumption in Thailand, Southeast Asia’s second-largest economy, but car sales remain strong and car exports were not affected.

Thai car sales in May rose 53.4 percent from a year before, after 43.9 percent in April. The country is the biggest car market in Southeast Asia and a regional vehicle production and export base.

“Thailand has the benefit of a large, skilled automotive workforce, a highly developed parts and components industry, good transport and logistics infrastructure and favorable policies to promote a strong automotive industry,” said Toru Hasegawa, Nissan vice president for Asia and Oceania excluding China.

The launch of the low-cost compact “March” model should help production in Thailand reach Nissan’s target of 200,000 units in the fiscal year starting in April, and should boost its market share in Thailand, perhaps to 10 percent by 2012, Ghosn said.

It had a market share of 5.7 percent and unit sales of 34,589 vehicles in fiscal 2009.

Nissan is aiming for global sales of the compact of one million units by 2013.

Thailand is one of the automaker’s four main manufacturing and export hubs along with China, India and Mexico.

Reuters

Source: Jakarta Globe