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Human Resources Management Policy
Antam’s Human Resources department focused on
motivation and training in order to enhance the
knowledge, skills, and attitudes of the employees,
which supports career development opportunities
and improves employee productivity.
At the end of 2003, Antam had 3,547 employees,
consisting of 3,421 permanent employees and
126 non-permanent employees. In line with the
goal of a slim but efficient organization, the
number of employees in 2003 was reduced 5%
compared to 2002, due to early retirement at the
Gebe Nickel Mine, which is nearing the end of
its mine life. As in 2002, there were no
resignations in 2003; therefore the turnover rate
was 0%. Antam plans to reduce the work force
to 3,100 by the end of 2004. 

Training and Development
In 2003, Antam spent Rp9.9 billion on employee
education and training, an increase of 10%
compared to 2002. The average expense per
employee was 2.79 million an increase of 13% over
the Rp2.47 million of 2002. The training expense
included formal education for graduate programs in
management and business for 3 employees inside
and outside of the country. The number of business
days used for training in 2003 reached 5% of days
worked, an increase compared to the 4% of 2002.
Antam has budgeted Rp8.6 billion for human
resources training and development in 2004.
Productivity
The net profit per employee increased 6.5% to
Rp63.9 million per person in comparison with
2002. The increase is due to higher commodity
prices and, to a lesser degree, a smaller workforce.
Ferronickel production per employee was 2.52
tonnes of nickel per person, an increase of 3%
compared to that in 2002. This amount includes
the 597 tonnes produced via toll smelting with
Pamco. Gold production per employee increased
11% to 1.18kg per person, in line with increased
gold ore production. 
Succession
Antam prepared a succession program, including
candidate development, to ensure the flawless
succession of top management. The goal is to
ensure a leadership that will improve Antam’s performance and growth. The succession policy
allows for the objective selection of leaders based
on a full assessment of skills and other criteria. 
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