PROFILE : LUQMAN HARRIS

Name : Luqman Harris Position : Construction Safety Manager – Cargill Indonesia Location : Greater Jakarta Area, Indonesia Mobile Phone : +6281703655991 / +628111000740 Email : luqmanhar@gmail.com Place & Date of Birth : Bojonegoro / April, 2nd 1985

Jun 2014 – Present : Construction Safety Manager Lead all related environment, health, safety and security activities in green field (build a new factory) project. Make safety plan, implementation strategy and monitoring system Jul 2013 – Jun 2014 : Asst. TPM Manager Foods Factory Unilever Indonesia Coordinates TPM implementation in the plant and is the overall leader of TPM implementation. Asst. TPM Manager is the right-hand person to the General Manufacturing Manager Jan 2011 – Jun 2013 : Asst. SHE Manager Foods Factory Unilever Indonesia Set up SHE (Safety, Health & Environment) annual plan, Promote SHE awareness of both management & employee, Define gap analysis & design improvement plan, Set up target & control SHE KPI with the main purposes to reduce accident rate become zero, and Comply to National & International regulations in terms of SHE & promote embedded safety culture in daily life. Dec 2009 – Jan 2011 : Project & Improvement Section Head of Assembly Department Astra Daihatsu Motor Set up, implement & control module of Project Preparation Step to strict deadlines & within budget, Lead improvement activities to support business continuity Oct 2007 – Dec 2009 : SHE, Cost & QCC Section Head of Assembly Department Astra Daihatsu Motor

PERSONAL DATA

OCCUPATIONAL RECORDS

LUQMAN’s PROFILE : SPECIALTIES

1. Construction Safety Specialist (Certified OSHA 30 hours construction safety specialist)

2. Basic of Supply Chain Management certified by APICS CPIM

3. Ahli K3 Umum / Occupational Safety & Health Specialist (certified by Indonesian

Government)

4. OHSMS & EMS Lead Auditor certified by SEQM

5. Safety Professional (certified by DuPont consultant)

6. Integrated System Auditor for ISO 9001, ISO 14001 & OHSAS 18001 by SAI Global

7. Implementation of Toyota Production System

8. Contractor Safety Management System

9. Incident Handling & Investigation (Systematic Cause Analysis Technique)

10. Emergency Management

11. Waste Management

12. TPM (Total Productive Maintenance) : Factory Business Ways of Working, consist of 8 pillars

(Autonomous Maintenance, Preventive Maintenance, SHE, Quality Management, Early

Equipment Management, Logistic, Training & Education Management, Focused

Improvement)

LUQMAN’s PROFILE : TRAINING

SOFTSKILL TRAINING : Dec 2013 : BeSafE (Behavior Safety Excellence) Training held by Unilever

Aug 2013 : TPM in office held by Unilever Indonesia

Dec 2012 : FSSC (Food Safety System Certification) Training held by Unilever & DNV

Sep 2012 : Safety Construction Management Training held by Unilever

Jun 2012 : SCAT (Systematic Cause Analysis Technique) / Incident Investigation Training held by Unilever

Apr 2012 : OHSMS & EMS Lead Auditor Training held by Unilever

Jun 2011 : Integrated Auditing (ISO 9001, ISO 14001, ISO 22000 & OHSAS 18001) held by SAI Global

Jun 2011 : "Ahli K3 Umum Training" held by Depnaker & Srikandi Panca Global

May 2011 : Safety Training for Safety Professional by DuPont Sustainable Solutions

Jul 2010 : IQA (Indonesia Quality Award) Training at Astra Daihatsu Motor

May 2010 : DKC (Daihatsu Kyushu Corp.) Training Program - Japan

Aug 2009 : Internal Audit Training for OHSAS held by Paradigm Management Consulting

Feb 2009 : Quality Control Cicle (QCC) for Jury at Astra Daihatsu Motor

Jan 2009 : Kaizen Rally at Astra Daihatsu Motor

Nov 2008 : Toyota Job Instruction at Astra Daihatsu Motor

Mar 2008 : Astra Basic Management Program (ABMP) at Astra International

Feb 2007 : Nation and Character Building held by VEDC and BPKLN Depdiknas Indonesia

Apr 2006 : ESQ Leadership Training by Ary Ginanjar Agustian

Jan 2006 : Public Opinion Management Training (LKMM TL)

Aug 2005 : Organization Management Training (LKMM TM)

Dec 2004 : Training for Event & Organization Management Trainer

Mar 2004 : Event Management Training (LKMM TD)

Jan 2004 : Self Management Training (LKMM pra TD)

TECHNICAL TRAINING : Nov 2014 : OSHA 30 hours Construction Safety Specialist Training , USA

Aug 2014 : OSHA 10 hours Construction Safety Training

Dec 2012 : “Instalasi Pengolahan Air Limbah" (WWTP) Installation Training held by Sumco Management Training Indonesia

Oct 2011 : Defensive Driving Training held by JDDC

Jul 2011 : Workshop Hazardous (B3) Waste Management held by Geocycle (Holcim)

Feb 2011 : TPM Induction Course by Unilever Indonesia

Mar 2010 : TPS (Toyota Production System) by Astra Daihatsu Motor

Jul 2009 : Safety Dojou (Fundamental Safety) at Astra Daihatsu Motor

Mar 2006 : Network Simulator (ns-2) Training

Jul 2005 : IT Pro Workshop held by Ciputra Cyber Institute

Jun 2005 : Networking Training held by Himatektro ITS

BIGGEST ACHIEVEMENT CARGILL INDONESIA

2014 - PRESENT

BIGGEST ACHIEVEMENT – CARGILL INDONESIA

More than 1.5 million safe man hours without incident

Leading indicator index (safety training, near miss reported, PJHA, etc.) beyond the target No environment complaint

More than 100 person from contractors got the safety award

Improvement on all safety aspect and 100% follow OSHA standard

BIGGEST ACHIEVEMENT UNILEVER INDONESIA

2011 – 2013

Set Up KPI Monitoring System

EHS ACHIEVEMENT OVERVIEW

SAFETY

• SBO hit target & increase significantly year by year

• USHEC establishment & activation (Involve all WL1+ to safety activities as think tank)

• SHE compliance improvement

• Initiate impactful safety program : 3on3, 3E safety program, Safety Enhancement Program

ENVIRONMENT

• Green Environment KPI for both SCC&C & TBB

• Zero waste to landfill for both SCC&C & TBB

• Cost Optimization for waste disposal

• COD reduction by fat trap improvement and waste disposal method improvement

EXCELLENT SBO ACHIEVEMENT

Key Action : 1.SBO online refreshment & motivation sharing 2.Reward implementation 3.Set up individual target and periodically monitoring 4.Cascade individual monthly achievement 5.Link individual SBO achievement with annual appraisal

SAFETY

BEHAVIOR

OBSERVATION

GREEN ENVIRO KPI IN 2012

Environment KPI TBB 2012

Environment KPI SCC&C 2012

ZERO WASTE TO LANDFILL

Key Action :

1.Waste segregation and provide facilities 2.Collaborate with PT. Ferro Hijau Sekawan for segregated office & garden waste as paper & plastic seed and compost for food waste 3.Collaborate with Dua Srikandi for Royco powder waste handling as fertilizer with zero cost of distribution and handling 4.Collaborate with CV. Mega Asha Perkasa for tea dust handling as compost with zero cost

Zero Waste to landfill Road Map TBB Zero Waste to landfill Road Map SCC&C

COST OPTIMIZATION FOR WASTE DISPOSAL

Key Action :

1.Move distribution of Royco powder waste from Geocycle (IDR 775K/ton) to Dua Srikandi (IDR 0) Saving +/- 78mio/year 2.Move distribution of tea dust from HNA (pay truck cost) to CV. MAP (truck cost is free) 3.Distribution of used oil has been moved from LJA (pay IDR 6k/gallon) to WGI (paid IDR 0,2k/lt) 4.Better allocation of WWTP cost between Foods & IC by using actual data of effluent & COD number. Foods get allocation 2% from total WWTP cost (previously 40% of cost). Saving +/- 3.6bio/year

ROYCO POWDER WASTE HANDLING

2010 : 2011 -2012 : Distributed to Geocycle with cost IDR 775k/ton

Powder waste disposed to fat trap

Powder waste distribute & recycle to Geocycle as alternative energy source

STORAGE CRUSHING MIXING KILLING

2013 : Distributed to Dua Srikandi with Zero cost

INITIATE IMPACFUL SAFETY PROGRAM

• Initiate 3on3 safety program that identify top 3 risk & define action to be taken from identified risk

• Improve effectiveness of safety campaign by implement eye-tracking campaign method that adopt method from Marketing Communication

Impactful Campaign

• Everyday, Everywhere and Everyone (3E) safety program is one of safety program in Foods Factory to endorse all employee to implement safety behavior everyday, everywhere and by everyone

3E safety program

• Safety enhancement program is one of safety program to cover all aspects to be improved that consist of People Development, System Improvement and Infrastructure Improvement. This improvement impact to SHE compliance status (SHE PAR, GRC Audit, TPM SHE Pillar Assessment, OHSAS 18001)

Safety Enhancement

Program

2011 : COD & NHW REDUCTION (HIT TARGET)

COD SCC&C 2011

0.1970.176

0.160

0.332

0.141

0.089 0.0990.113

0.008 0.004 0.009

0.050

Jan

Feb

Mar

Apr

May Jun

Jul

Aug

Sep

Oct

Nov

Targ

et

NHW SCC&C 2011

0.281 0.1960.305 0.302 0.285

0.701

1.925

0.873

0.4750.299 0.341

0.700

Jan

Feb

Mar

Ap

r

May Jun

Jul

Au

g

Sep

Oct

No

v

Targ

et

1

2

3

4

KEY ACTION :

For detail : see

2013 : Achieve zero

waste to landfill

BIGGEST ACHIEVEMENT ASTRA DAIHATSU MOTOR

2007 – 2010

Lead cost reduction for D01N project (New Xenia-Avanza) for All plant

BIGGEST ACHIEVEMENT : ASTRA DAIHATSU MOTOR

Man power efficiency by cycle time reduction

Jan ‘09 : Tact Time Down (from 1,5' to 2,3‘). Reduce 390MP by improving supply system, cycle time reduction and balancing process Apr ‘09 : Tact Time Up (from 2,3' to 2,1‘) with no additional MP by CT reduction & balancing process Jun ‘09 : Tact Time Up (from 2,1' to 2,0‘) with no additional MP by CT reduction & balancing process

Improvement implementation after benchmark to Daihatsu Japan

Set up Project Preparation Module

Preparation •Project org.

•Master schedule

•Pre production check

•Document preparation

•etc

Procurement •In Procurement step, focus on man power & equipment preparation

Trial •Process confirmation base on individual process trial(Consist of part, equipment, man power, cycle time and document)

Pilot Production •Process confirmation base on continual process (consist of part, equipment, man power, cycle time, tact time & document)

Mass Production •confirmation production preparation & decide whether production will be continued or not

For detail : see

Purposes of Activity :

1.Learn Daihatsu Japan level and manufacturing strategy 2.Improve Ways of Working and increase working efficiency of Supervisor & Foreman level 3.Improve safety and 5S condition 4.Reduce cycle time by “MUDA” observation 5.To learn and standardize abnormality rule

BIGGEST ACHIEVEMENT : ASTRA DAIHATSU MOTOR