Strong Leadership in Unions is the Key to to Quality Collective Bargaining Agreement

It is important for union leaders to participate in trainings that will equip them with skills needed to run the organization in a professional and dynamic way. In doing the struggle for the rights and interest of the workers, they must posses the understanding and insight about the current socio-economic-political situation, labor laws and regulations, skill to handle industrial relation disputes, collective bargaining agreement and skill to do negotiation, and organizational communication skill. Given that union leaders are the representatives of workers’ interest. Those points were made by Indah Budiarti, PSI Project Coordinator, in her opening remarks on the Training for Trade Union Leaders and Collective Bargaining organized by PSI/SASK Advancing Trade Union Rights Project located in 5G Resort Cijeruk, Bogor, West Java.

This training was held from 27 February to March 1, 2023 and participated by 23 union leaders from SP PLN, PPIP, SP PJB dan SPEE-FSPMI.

Further, Indah Budiarti explained the purpose of the training was to increase the capacity and ability of union leaders in organizing and leading the unions. In addition to that, to build the capacity and administrative quality of union leaders in acting their roles and fucntion in their respective unions; as well as to improve the qualty and skill of leaders in running the organization which is fraught with obstacles and dynamics.

The first session of the training started with a presentation delivered by Indah Budiarti which basically explained the current labor situation in Indonesia. The presentation briefly offered information on Indonesia’s population and the demographic bonus, economic situation in relation to the VUCA (Volatile, Uncertainty, Complexity, Ambiguity) as well as economic disruption, unemployment, union density, and union power, and also the future of union.

Next session was a discussion led by Bro Suherman from SPEE FSPMI. The theme of the discussion was “trade union leadership: who to do as union leaders”. Bro Suherman invited participants to think about how union leaders are the core team in any union, hence, they must formulate the steps and method of their work in order to build the capacity and quality of the union they run. Therefore, the union will be useful for the members and workers. He mentioned that union programs will be helpful for them to do their job in a structured way. Unions is also about collective leadership and leadership that represents their members. Building trust and capacity to work in a team is necessitate.

In the second day of the training, Bro Ismail Rifai and Bro Suherman, both from SPEE FSPMI, talked about Industrial Relation dispute settlement. The sessions was fundamental that introduced participants with terms such as bipartite, mediation/concilliation/arbitration, and industrial relation court.

Following that was the session about building an effective communication in a dynamic union. The session was led by Kahar S. Cahyono, the Information and Communication officer of KSPI.

In his session, Kahar explained that the dynamic movement of a trade union must involve interaction between the members of the union, union leaders, and external parties such as the management, government, and public. Therefore, understanding the effective communication is very important for trade union to be a dynamic movement.

Being able to communicate effectively improves the ability to convey messages clearly and appropriately. It is very important for unions to be able to communicate effectively in order to conve the message and the movement’s goals to their members, other union leaders, and external parties. The unclear and ineffective communication could create misunderstanding and disruption to the movement’s course to achieve its goals.

According to Kahar, effective communication will strengthen the coordination and collaboration of union members. It will also help to strengthen the coordination and collaboration between union members in achieving their collective goal. By communicating effectively, union members would be able to understand thier respective duties and responsibilities and work together to achieve their collective goals.

In doing its work, a union oftentime requires to influence externals parties such as the company management or the government. An effective communication will help unions to strengthen their capacity to influence the external parties and achieve their collective goal.

“An effective communication will increase union members’ participation in the movement. Members would feel that their voices is heard and then tend to get involve in the activities and retain their support for the union’s objective,” said Kahar.

“In negotiating a collective bargaining agreement, union leaders must fight for their members’ rights and interests in a fair way and in favor of the workers. They also must create an agreement that benefits both parties. Therefore, training and capacity building for union leaders is a necessitate in order to formulate and then come to a good and sustainable collective bargaining agreement,” he added.

Some other important points discussed in the training was Collective Bargaining Agreement and Trade Union, techniques and skills in CBA negotiation, and dynamic union leadership.

On these points, Herman explained that union must master the techniques and skills of negotiation. Both of them are the most effective tools to accomplish the organization’s goals dan fight for the workers’ rights. In the context of CBA negotiation between the union and management, negotiation skill is important for union leaders to attain the agreement that benefits members most.

Maintaining good relation between the union and the company is also another important point. A good negotiation could help to maintain a good relation between the union and the company. By speaking in a polite way and repsect the other parties, union leaders could create a positive atmosphere in a negotiation and promote a productive dialogue.

“By using a good negotiation skill, union leaders could then minimize the risk of potential conflict and promote constructive dialogue with mangement, hence, achieve the better result for both parties involved,” he said.

At the end of the session, participants were invited to discuss and analyze their respective union’s situation by using SWOT analysis, and how union leaders together with the members build a strong, united, and big unions. It is expected that coming back from the training, participants will be able to implement their newly acquired knowledge in their respective contexts and unions. Therefore, unions will be better in their works to defend, protect, and fight for their members.

Kepemimpinan yang Kuat di Dalam Serikat, Kunci Terwujudnya Perjanjian Kerja Bersama Berkualitas

Penting bagi bagi pengurus serikat pekerja untuk mengikuti pelatihan demi membekali diri dengan ketrampilan-ketrampilan yang dibutuhkan dalam menjalankan organisasi serikat pekerja secara professional dan dinamis. Dalam memperjuangkan hak dan kepentingan para pekerja, mereka harus memiliki pemahaman yang baik tentang situasi socio-ekonomi-politik, peraturan perburuhan, ketrampilan dalam menyelesaikan perselisihan hubungan industrial, perjanjian kerja bersama dan ketrampilan negosiasi, dan keterampilan komunikasi organisasi. Hal ini mengingat, bahwa pengurus adalah perwakilan yang mewakili kepentingan para pekerja. Demikian disampaikan oleh Indah Budiarti, PSI Project Coordinator dalam kata pembuka pelatihan Pemimpin Serikat Pekerja dan Perjanjian Kerja Bersama yang diselenggarakan oleh PSI/SASK Advancing Trade Union Rights Project di 5G Resort Cijeruk, Bogor, Jawa Barat.

Pelatihan ini diselenggarakan dari tanggal 27 Februari sampai 1 Maret 2023 diikuti 23 orang peserta mewakili SP PLN, PPIP, SP PJB dan SPEE-FSPMI.

Lebih lanjut, Indah Budiarti menyampaikan, tujuan dari pelatihan ini adalah untuk meningkatkan kemampuan dan kapasitas pemimpin serikat pekerja dalam ketrampilan berorganisasi dan memimpin serikat pekerja. Di samping itu, untuk membangun kapasitas dan kualitas administrative pemimpin serikat pekerja dalam menjalankan peran dan fungsinya dalam organisasi serikat pekerja; serta meningkatkan kualitas dan ketrampilan pemimpin dalam menjalankan organisasi serikat pekerja yang penuh dengan tantangan dan dinamika.

Sesi pertama pelatihan diawali dengan presentasi dari Indah Budiarti yang memaparkan situasi ketenagakerjaan di Indonesia. Presentasi ini memberikan kilasan informasi akan situasi terkini terkait kondisi jumlah penduduk dan bonus demografi, kondisi ekonomi terkait dengan era VUCA (Volatile, Uncertainty, Complexity, Ambiguity) dan disrupsi ekonomi, pengganguran, densitas serikat dan kekuatan serikat, dan masa depan serikat pekerja.

Sesi berikutnya diisi oleh Bro Suherman, SPEE-FSPMI, membawa peserta dalam diskusi “kepemimpinan dalam serikat pekerja: menjadi pengurus dan apa yang harus dilakukan”. Bro Suherman mengajak peserta untuk mendalami bahwa pengurus adalah tim inti dalam serikat pekerja, langkah dan kerja mereka menentukan kapasitas dan kualitas bagaimana serikat pekerja itu dijalankan dan manfaatnya bagi para anggota dan pekerja. Program kerja yang dibuat membantu mereka untuk melakukan pekerjaan secara lebih terstruktur. Serikat pekerja adalah juga kepemimpinan kolektif dan kepemimpinan yang mewakili anggotanya. Membangun kepercayaan dan kemampuan untuk melakukan kerja dalam tim sangatlah dibutuhkan.

Hari ke dua pelatihan, Bro Ismail Rifai dari SPEE-FSPMI  dan Bro Suherman mengisi materi tentang Penyelesaian Hubungan Industrial. Dalam sesi ini materi masih sangat mendasar, tetapi mengenalkan peserta mengenai bipartit, mediasi/konsiliasi/arbitrasi, dan pengadilan hubungan industrial.

Selanjutnya, materi mengenai membangun komunikasi efektif dalam pergerakan serikat pekerja yang dinamis adalah materi yang dibawakan oleh Kahar S. Cahyono, sebagai Ketua Bidang Infokom KSPI.

Disampaikan Kahar, pergerakan serikat pekerja yang dinamis melibatkan interaksi antara anggota serikat, pemimpin serikat, dan pihak eksternal seperti perusahaan, pemerintah, dan masyarakat. Oleh karena itu, memahami komunikasi efektif sangat penting dalam pergerakan serikat pekerja yang dinamis.

Hal itu, karena, akan meningkatkan kemampuan untuk menyampaikan pesan dengan jelas dan tepat. Dalam serikat pekerja, komunikasi yang jelas dan tepat sangat penting untuk menyampaikan pesan dan tujuan gerakan secara efektif kepada semua anggota serikat, pemimpin serikat, dan pihak eksternal. Komunikasi yang tidak jelas atau tidak tepat dapat menyebabkan ketidaksepahaman dan mengganggu tujuan gerakan.

Menurut Kahar, dengan kemampuan berkomunikasi yang efektif, akan memperkuat koordinasi dan kolaborasi antara anggota serikat. Komunikasi yang efektif dapat membantu memperkuat koordinasi dan kolaborasi antara anggota serikat dalam mencapai tujuan gerakan. Dengan komunikasi yang efektif, anggota serikat dapat memahami tugas dan tanggung jawab masing-masing dan bekerja sama untuk mencapai tujuan bersama.

Dalam serikat pekerja, seringkali ada kebutuhan untuk mempengaruhi pihak eksternal seperti perusahaan atau pemerintah. Komunikasi yang efektif dapat membantu memperkuat kemampuan serikat pekerja dalam mempengaruhi pihak eksternal dan mencapai tujuan gerakan.

“Komunikasi yang efektif dapat membantu meningkatkan partisipasi anggota serikat dalam gerakan. Anggota serikat yang merasa didengar dan dipahami akan lebih cenderung terlibat dalam kegiatan dan mempertahankan dukungan terhadap tujuan gerakan,” ujar Kahar.

“Dalam perjanjian kerja bersama, pemimpin/pengurus serikat pekerja harus mampu memperjuangkan hak dan kepentingan para pekerja dengan cara yang adil dan menguntungkan, serta mampu mencapai kesepakatan yang menguntungkan bagi kedua belah pihak. Oleh karena itu, pelatihan dan pengembangan keterampilan bagi pemimpin/pengurus serikat pekerja merupakan hal yang penting untuk mencapai perjanjian kerja bersama yang baik dan berkelanjutan,” ujarnya.

Hal lain yang disampaikan dalam pelatihan ini adalah berkaitan dengan Perjanjian Kerja Bersama dan Serikat Pekerja, teknik dan keterampilan Negosiasi PKB, dan kepemimpinan serikat pekerja yang dinamis.

Dalam hal ini, Herman menjelaskan, pengurus serikat pekerja perlu menguasai teknik dan keterampilan negosiasi karena negosiasi merupakan salah satu alat yang paling efektif dalam mencapai tujuan organisasi dan memperjuangkan hak-hak pekerja. Dalam konteks perundingan antara serikat pekerja dan pengusaha, keterampilan negosiasi yang baik dapat membantu pengurus serikat pekerja untuk memperoleh kesepakatan yang lebih menguntungkan bagi anggota serikat pekerja.

Menjaga hubungan yang baik antara serikat pekerja dan pengusaha: Negosiasi yang baik juga dapat membantu menjaga hubungan yang baik antara serikat pekerja dan pengusaha. Dengan berbicara dengan sopan dan menghormati pendapat lawan bicara, pengurus serikat pekerja dapat menciptakan atmosfer yang positif dalam perundingan dan mempromosikan dialog yang produktif.

“Dengan menggunakan keterampilan negosiasi yang baik, pengurus serikat pekerja dapat meminimalkan risiko konflik dan mempromosikan dialog yang konstruktif dengan pengusaha. Ini dapat membantu menghindari tindakan yang tidak produktif dan memperoleh hasil yang lebih menguntungkan bagi semua pihak yang terlibat,” ujarnya.

Mengakhiri sesi peserta diajak diskusi untuk menganalisa SWOT kondisi serikat pekerja mereka masing-masing dan bagaimana pengurus bersama anggota menjadi serikat pekerja besar, bersatu dan kuat.

Diharapkan, setelah pelatihan ini peserta bisa mengimplementasikan pengetahuan yang didapatkan selama pelatihan untuk sebesar-besarnya kepentingan anggota. Dengan demikian, serikat pekerja bisa lebih optimal dalam membela, melindungi, dan memperjuangkan anggotanya.

PLN’s Union Achieve in CBA Negotiation

“Unity will strengthen us. On the contrary, disunity will only weaken us.” The truth contained in this sentence is believed by Serikat Pekerja Perusahaan Listrik Negara (SP PLN). They experienced failure in building the unity. Consequently, they had to pay the price. For more than ten years, since the last CBA ended in 2012, SP PLN failed to negotiate the new one.

The last Collective Bargaining Agreement (CBA) was agreed and signed in 2010. That was the CBA that applicable from 2010 to 2012. Finally, SP PLN succeeded in negotiating and then agreeing the CBA in 2010. It was the PKB that was valid from 2010 to 2012.  While it was still valid, the agreed CBA extended until 2013.

The CBA should had been renewed and renegotiated in 2013. However, due to the split, hence the leadership dualism, the negotiation failed to take place. The SP PLN was split into two unions: SP PLN third floor and SP PLN ninth floor. Beside, there are another fraction of workers that established another 3 more unions.

This split then weakened the union, so that they were unable to reach an agreement in the PKB negotiations. In turn, this has an impact on the interests of workers.

During the period where there was no CBA, the board of director issued regulations without any consultation with the union. Ironically, the issued directors’ regulations mostly harmed the workers. To name some, the provision about workers mutation, career system, and also a provision about prohibition for workers to marry co- workers. If a worker marries her/ his co- worker that works in PT PLN, one of them must resign.

This provision was actually a product of the old CBA that stated that the board of directors is allowed to create a system of Human Resources (HR) with a communication with the union. The clause ” with a communication” was interpreted as notification to the union after the provision was issued, not as consultation and then agreed by the union. The Communication can be done in written or oral manner. When it was done in oral manner, there was no proof/ evidence of it. On the ground that the the communication was done, the board of directors issued different provisions, specifically on the new HR provision during the time when CBA was non-existent.

In 2016, there was an attempt to renegotiate the CBA by the union. However, the negotiation did not complete, hence did not result in the new CBA. The main problem for this failure was the dualism of leadership on the union side.

Luckily, the leaders of SP PLN immediately realize that. Finally, the leaders of third floor and ninth floor SP PLN took a step to unite themselves just like before.

In 2019, the unification of the third and ninth floor happened after the dualism for ten years. As mentioned earlier, the unification was initiated by the members who wanted to unite. They were tired of the endless leadership dualism of trade union in PT PLN. On the other hand, the company kept issuing regulations that harmed the workers.

The Negotiation

The newly unified union’s priority was to formulate and negotiate the new CBA.

However, it was not that easy. Each union (beside SP PLN, it is existing 3 more unions) claimed that it was the rightful and held the mandate to represent the workers in the negotiation. Under this situation, the union held a membership verification in order to determine which union had the right to represent the members in the negotiation.

The membership verification resulted in SP PLN had the majority membership with 29,452 members. Together with SP PLN, there was another union that was decided to participate in the negotiation.

However, the problem did not end there. There were misconceptions between unions that slowed the negotiation process down. While the negotiation was still going, the management of PT PLN filed a lawsuit to Jakarta Selatan District Court to determine which union was to represent in the negotiation. The District Court rejected the suit as it was an industrial relation case, not a criminal one.

The next mezasure taken was to get a recommendation from the Ministry of Manpower on who or which union has the right to be in the negotiation. The Ministry of Manpower’s recommendation was for the unions to do membership verification. The result of the verification was SP PLN to represent the workers in the negotiation as other unions only had less than 10% membership each.

In essence, now SP PLN was the rightful representative in the CBA negotiation. And it was proven that with the support of all members and the negotiation team, the negotiation that was started on August 19 was concluded and signed on October 12, 2022.

The result was a CBA consisted of 15 chapters and 90 articles. The articles were formulated by the elaboration of several agreements discussed during the negotiations of 2016’s CBA, board of directors’ decisions issued during the absence of CBA, and the newest draft. It was acknowledged that the end product, the new CBA, wasso much better than the initial draft proposed by SP PLN.

Old and New CBA, What’s theDifference?

The Chairperson of SP PLN, Muhammad Abrar Ali, said that the result of the negotiation was fantastic. “The newly agreed CBA is beyond our expectation. It is so much better than the draft that we proposed. It all thanks to the solid members of SP PLN and also all the functionaries,” he said.

“I am optimistic that the CBA that was signed on 12 October 2022 would be able to improve the company’s performance, and it is a collective effort to accelerate the company’s transformation process. The agreed CBA became the momentum for PLN’s breakthrough. The union had been waiting for this momentum for more than ten years. Through this agreement, the management and union could then harmonized their mission and vision in order to achieve PLN’s objectives,” he added.

He also asserted that the CBA had helped to unite the union’s and the management’s vision and mission. Each had its own that many times are contradicting. However, after both discussed the company’s vision and mission, both parties then found that actually they had similar vision and mission.

“We could find it. We agreed that PLN is the heart of Indonesia, especially in managing the electricity. We work together to contribute to the nation and the state,” he added.

In the same occasion, the head of the Negotiation Team who was also the General Secretary of SP PLN, Bintoro Suryo Sudibyo, asserted that “Thanks to SP PLN’s negotiation strategy that the union could conviced the board of directors to agree to what we had proposed.”

“This is very encouraging. The most important is that this CBA’s orientation is to improve workers’ welfare that essentially is the right of the workers and their families. Even all the things that are related to nominal, it will be the minimum amount. It means, when PLN is in financial trouble, that will be the minimum amount that will be paid to the workers. But if the situation is better, the workers will receive a bigger amount just like what was agreed in the CBA,” he said.

Bintoro then mentioned in detail what are the differenced between the old and the new CBA.

In the old CBA, the remainder of annual leave (the days that is not taken by workers) can not be taken the next year. In the new CBA, half of the remainder of annual leave can be used in the upcoming year. For example, if a worker has a remainder twelve days of annual leave this year. He/she will have six days (half of the remainder) of extra annual leave next year. So the total of his/her annual leave next year will be eighteen days instead of twelve.

In the old CBA, the annual leave deducts workers’ workhours. But in the new one, it does not. The consequence of workhour deduction is the decrease of thier benefits. With the new applicable CBA that ensure workers do not loss their workhour due to leave, workers tend to take their annual leave now.

In the new CBA, a long period of rest is awarded every six years and the duration is three months. While in the old CBA, the validity period of long period of rest was two years, now, it is six years. It means that although it has been two years since the last long period of rest, a worker still could take the leave before the period ends.

In addition, the long period of rest would annihilate the annual leave in the old CBA. While in the new CBA, this type of rest does not deduct the number of annual leave nor wage. Meanwhile, the number of days of rest used to be a fifteen days cycle, now it is ten days of cycle. In other words, the long period of rest is ninety days in total can be taken nine times. Under old CBA, although the leave is only taken once and the number of days is less than fifteen days, then it is taken.

In the new CBA, there is also a recomposition. In the old one, the fix cost and variable cost are almost equal in number. Monthly payroll and bonus are also almost equal. Finally, it was agreed to be 70% fix cost and 30% variable cost. With the changes in the composition, at least there are three benefits. First, the uncertain cost become certain. For example, bonus. The old CBA said that if one received a disciplinary sanction, one would lose one’s bonus. The new one says that one will still get the bonus although one receive a disciplinary sanction because the bonus is a fixed cost. Second, the money that we get now is different from the the money that we will get tomorrow. Third, reduce the company’s actuarial burden. This is because the long term liability that used to be very big, now it si withdrawn forward.

Another difference is about maternity leave. The old CBA said that maternity leave is only three months, now, it is four months. The old CBA also said that maternity leave reduced the number of annual leave and workhour. The new one is the opposite.

For joint-holiday-leave, the new CBA does not reduce the number of annual leave and long period of rest. Even for workers who work during joint-holiday-leave will be awarded with compensation. For example, workers who work in Idul Fitri days or Chrismast. The old CBA said that no compensation for them as it is an obligation.

The old CBA said that workers only receive one holiday allowance ever year. Now, workers will receive two holiday allowance per year. Because the amount is minimum, there is a possibility to get more than once.

For dispensation or leaving work but does not deduct the wage, the new CBA makes a significant improvement. The old CBA said that for their wedding, a worker only got three days, but now they will get five days. It also applies for a worker who marries their childre off. They will get five days instead of three days off the work.

For husbands whose wives are giving birth, they only got two days leave. But now, they could ge a month without any wage deduction. For parents, parent-in-laws, wives, children whose family member(s) dies, they would get five days. It used to be only three days.

In addition to that, workers whose family member dies but in different city, they would get extra leave up to twelve days to account for the travel needed.

To take care of their sick parents/parent-in-laws/husbands/wives/children, workers get two days leave. For graduation (theirs or their children’s) they will get a day leave. These provisions did not exist in the old CBA.

When there is a force majeur such as natural disaster, workers are also entitled of a leave, maximum of a month.

The old CBA said that workers would receive 1.5 million rupiah per workers for glasses. The new one increases the amount to be 5 million rupiah per workers. While it used to be once in three years, now it is once in two years. It used to be only the workers who got the benefit, now it is also the family: husband/wife and children. But only for once.

There are also improvement in assistance and facilities for trade union. There are three assistance provided by the company. First, the check of system. Second, direct assistance that is calculated based on the number of the member, and third, trade union secretariat. There are three conditions to get those assistance from the company. The conditions are as follow: the number of member must be a least 10% of the total workers; second, the organizational structure on DPD level must be at least 50% plu sone from the parent unit; and third, a secretariat will be provided in the area where the union is registered.

Under this new CBA, SP PLN is the only union in PT PLN that is eligible for the assistance and facilities. Therefore, it is SP PLN who will receive facilities from the company in the form of direct assistance, check of system for membership dues, and secretariat. However, other unions who are not eligible for this are allowed to do their function in the industrial relation. They just will not receive any facilities from the company.

The agreed CBA regulates the age of retirement is 56. But now it is being discussed to change it to be 58 years or more. Therefore, the CBA says that should the ministry allow, the age of retirement is 58 years or more or will follow the decision. While the amount of pension also increase.

Working after retirement used to be based on the company’s need and willingness of the retiree. But now it is different. Other than based on the company’s need and willingness of the retiree, it is also based on the request of the retiree. So it does not have to wait for the company. It used to be bound and must wait until the end, but now, they can propose the new ones.

There are new benefits and allowance for performance incentive under the new CBA. Worekrs will get several types of allowance in addition to P1, which is the fixed income. There were only P2 and P3 for allowance, but now there is P2 1A, P2 1B. And there is also P2 1A, P2 1B, and also P3 1A dan P3 1B.

PLN did not cover the workers’ wives’ health insurance if the wives work in different company. Now, the wives who work in other company/office whose health insurance is BPJS  are included in the health insurance provided by PLN. Principally, anyone with health insurance that is lower than the one provided by PLN will be covered.

There was not any official travel, now there is. Workers who choose to work outside their areas, they will get official trave allowance. If his/her family member(s) dies, he/she will get official travel allowance to attend their funeral. The worker’s family who must travel to bury  her/him will also receive official travel allowance.

Another thing that the new CBA regulates is related to mutation. A worker who will retire in three months can propose a mutation/move to other area/city. He/she will receive the movement allowance. The company must not reject the request.

Workers who work under high risk condition, use a lot of physical force, when they turn 45 years old, they must be transferred to other position that does not require physical labor. Including workers who work in frontiers, outermost, and remoted areas, after two years, they have to be transferred to other areas which does not belong to the category of three. Prior to the CBA’s signed the union able to negotiate for the cancellation of pension age discrimination, therefore it will be no more pension age 46 for the HCMS employees. The decision benefited for more that 2000 employees

A worker can propose for a mutation based on their personal curcumstance such as to move with their husband/wife or children, or other specific reasons. Previously, workers who proposed a mutation/tranfer would be demoted. Now, they won’t be. Workers are allowed to propose mutation/transfer twice. Previously, it was only once. There were not any rules on when a worker would get an answer/decision on his/her mutation/transer request. Now, the company must answer or respond in 30 days at the latest. If there is not answers, the concerned official will receive a disciplinary sanction.

As for the categories of work accidents that result in death, total or partial permanent disability, burns, and work-related illnesses, insurance are provided. So they will not only get treatment, but also get benefits.

In the case of  a worker who experience a work accident either disabled or dies, assistance is given to the child’s education until they graduate from S1. Their children will also be given a priority to work in the company during an open recruitment.

Another thing that is new is that the company does not only guarantee physical health. But also mentally, in the form of psychological rehabilitation as needed.

Previously, umroh was included in training before retirement, now it is not included in training. Umrah is a separate facility. 1 time umrah allowance with husband/wife. Meanwhile, training ahead of retirement is a separate facility.

Working after Retirement

Will the new CBA at PT PLN (Persero) have an impact on the subsidiary companies? There will be an indirect effect.

This is due to the commitment in the CBA the subsidiary companies must provide the same welfare and career opportunities for workers who are assigned to work there. Those workers must not receive any lower benefits. Therefore,whether they like it or not, the subsidiaries must ratify PT PLN’s CBA and adjust to as well comply with the provisions in the new CBA.

There has been a communication that HR wants the union members who are assigned to subsidiaries to be members of SP PLN.


Currently, the technical guidelines for CBA implementation (juknis) are being discussed. It has been agreed in the CBA that the technical guidelines must be discussed and agreed upon with the unions, and will become effective as of October 2022 even though the discussions will end in 2023.

Some of the technical guidelines that are being discussed are the workers talent management system, career system, reward management system, performance management system, discipline regulations, and also the health care system.

So far, SP PLN has conducted socialization on the contents of the CBA to several main units. Majority of workers appreciate and welcome the new CBA. Even workers said they were satisfied with the contents of the CLA.

As a result, the membership of the SP PLN workers union has increased. Many workers then register as members of SP PLN. Workers believe that SP PLN is able to defend, protect and fight for the interests of workers.

Again, as written at the beginning of the article, this proves that unity will strengthen. As the slogan of the movement is often repeated, “Workers united cannot be defeated.”

PPIP Menduga Adanya Praktik Union Busting Gaya Baru

Union busting gaya baru. Barangkali ini adalah istilah yang tepat untuk menggambarkan apa yang terjadi dengan perundingan addendum Perjanjian Kerja Bersama (PKB) di PT Indonesia Power. Jika dulu union busting dilakukan dengan cara “menghilangkan” pengurus serikat pekerja. Tetapi yang sekarang terjadi adalah “menghilangkan” kewenangan serikat pekerja.

Normalnya, PKB di PT Indonesia Power akan berakhir pada tanggal 31 Desember 2023. Tetapi baru pada tanggal 11 November 2022, perusahaan meminta untuk dilakukan perundingan addendum PKB. Atas permintaan tersebut, serikat pekerja memberikan balasan pada tanggal 15 November. Intinya, serikat pekerja setuju dilakukan perundingan. Baru kemudian tanggal 29 November dilakukan pertukaran SK juru runding, dan tanggal 30 November dilakukan pertukaran draft PKB.

Perundingan sendiri dijadwalkan akan diselenggarakan di Semarang pada tanggal 1-2 Desember 2022. Kemudian dilanjutkan di Bogor, tanggal 5-7 Desember 2022.

Mengapa harus ada addendum? Ini berawal dari kebijakan PT PLN (Persero) yang akan menugaskaryakan pegawainya ke Sub Holding. Di mana PT PLN (Persero) menegaskan, konpensasi (remunerasi dan benefit) pegawai yang ditugaskaryakan ke Sub Holding tidak akan lebih rendah dari kompensasi yang dibayarkan kepada pegawai PT PLN (Persero) yang ditugaskan ke Holding. Untuk memastikan hal itu, Sub Holding diminta untuk meratifikasi PKB PT PLN untuk menjamin kesetaraan hak-hak kepegawaian antara pegawai PT PLN (Persero) yang ditugaskaryakan ke Sub Holding dengan pegawai PT PLN (Persero) yang bertugas di Holding.

Bagi PPIP, kebijakan untuk meratifikasi PKB PT PLN (Persero) dinilai sebagai pemaksaan aturan dari PLN. Padahal, meskipun satu group, antara PT PLN dan PT Indonesia Power terdapat aturan yang berbeda. Sayangnya, ketika menetapkan aturan baru, PT PLN tidak mempertimbangkan sudah sejauh mana benefit yang didapatkan anak perusahaan. Jika kemudian PT Indonesia Power diminta mengikuti ketentuan PT PLN, maka bisa dipastikan beberapa kesejahteraan pegawai PT Indonesia Power akan turun.

Seharusnya Perusahaan Induk terlebih dahulu membuat pemetaan. Di bagian mana saja yang unggul, itulah yang dijadikan base line perubahan system. Jika harus mengikuti standard yang di tetapkan oleh Induk Perusahaan, maka banyak yang turun. Terutama di PT Indonesia Power dan PT PJB.

Dalam berunding, kedua belah pihak sifatnya setara. Tidak boleh dipaksakan. Dalam hal ini, PP IP memiliki hak untuk tidak setuju jika benefit yang selama ini diterima akan diturunkan. Masalahnya, Induk Perusahaan memiliki daya tekan. Mereka adalah pemegang persetujuan atas Rencana Kerja Anggaran (RKA) di anak perusahaan. Seperti biaya kepegawaian, biaya operasional, dan lain sebagainya. Dalam hal ini, Induk Perusahaan mempunyai hak untuk mengurangi biaya kepegawaian. Dan jika itu terjadi, PT Indonesia Power sebagai anak perusahaan tidak bisa berbuat apa-apa. Artinya, ketentuan yang diatur di dalam PKB PT Indonesia Power tidak bisa dijalankan, karena anggarannya tidak disetujui oleh Induk Perusahaan.

Jika itu terjadi, apa namanya jika bukan pemaksaan? Dan pemaksaan sepihak untuk melakukan ratifikasi itulah yang patut diduga sebagai union busting gaya baru. Serikatnya masih ada, tetapi tidak bisa lagi memutuskan syarat kerja. Belum lagi adanya potensi pelanggaran dalam Pasal 1320 KUHPerdata yaitu syarat sah perjanjian, khususnya dalam syarat Kesepakatan Para Pihak, Dimana kesepakatan para pihak tersebut harus lahir dari kehendak para pihak tanpa ada unsur kekhilafan, paksaan, ataupun penipuan. Jika hal seperti ini terjadi di PLN Group, bukan tidak mungkin akan diterapkan di group-group yang lain.

Semangat dalam perundingan PKB mustinya adalah perbaikan, “More or Equal”. Tetapi kali ini dibayangi dengan penurunan. Perundingan kali ini dilakukan untuk mengakomodir Perdir 30. Padahal di dalam Perdir 30 tersebut terdapat sejumlah hal yang kualitasnya lebih rendah jika dibandingkan dengan apa yang telah di dapat oleh PT Indonesia Power.

Pegawai PT Indonesia Power mendukung penuh tim perunding serikat pekerja. Mereka tidak mau benefit yang selama ini didapatkan akan diturunkan. Dukungan itu dilakukan dengan membuat status serentak di media sosial dengan poster bertuliskan “We Support PPIP in Collective Bargaining Agreement! More or Equal.” Dengan tagar #WeStandWithPPIP.

Dukungan itu menjadi bukti, perundingan ini dikawal oleh ribuan anggota PPIP yang tersebar di berbagai daerah. Dan tidak hanya itu, Serikat Pekerja dan Pekerja yang lain pun juga mencermati apa yang terjadi di PLN Group. Mereka tidak ingin apa yang patut diduga sebagai “union busting gaya baru” ini sama juga terjadi tempat yang lain.

English version, below!

PPIP Suspects of New Style of Union Busting in the 2022-2023 CBA Addendum Negotiation

A new version of union busting. It only right to name the situation as a new version or new style of union busting. The situation in question is the addendum of Collective Bargaining Agreement (CBA) negotiation in PT Indonesia Power. If union busting was done by “removing” union leaders, now, by ‘removing’ the role and authority of union.

Normally, CBA in PT Indonesia Power will end on December 2023. However, on November11, 2022, the company requested an addendum to the CBA to be negotiated. The company sent a letter to the union for the request. Upon the request, the union replied on November 15, 2022 that the union agreed to prepare a revised CBA and appoint a negotiator. On November 30, the union and the company submitted their version of CBA revised draft.

The negotiation is scheduled to be held in Semarang on 1 to 2 December 2022. Then, it was continued in Bogor on 5 – 7 November .

Why addendum? It was started when PT PLN (Persero) issued a new policy of assigning their workers to work in their sub-holding companies. For this, PT PLN stated that the compensation (remuneration and benefits) for the workers who are assigned to the subholdings will not be lower than the compensation for workers who are assigned to the holding companies in order to ensure the implementation, sub holding companies must ratify PT PLN’s CBA. Hopefully, this will guarantee equality of workers’ rights between PT PLN (Persero) workers who are assigned to sub holding companies with the ones who are assigned to holding companies.

For PPIP, the requirement to ratify PT PLN’s CBA is seen as PT PLN enforces some rules to PPIP. Whereas, although under the same group, PT PLN and PT PPIP has its own distinct regulation. On the other hand, PT PLN does not consider the benefits that are already applicable in its subsidiaries, such as PT Indonesia Power. If PT Indonesia Power, then, follows the new policy imposed by PT PLN, there will be benefit loss or decrease in PT Indonesia Power.

What PT PLN should have done is to do an initial mapping. From the mapping, PT PLN would find out which benefit is higher then it would be the base line for systemic change. To follow the standards set by the mother company, there will be decrease in benefit, as the benefit in the subsidiaries are better than in the mother company, especially in PT Indonesia Power and PT PJB.

To hold a negotiation, both parties must be on an equal position. A negotiation must not be enforced. PPIP has the right to diasagree to the new benefit that would be lower than the benefit they received before the new policy. The poblem is mother company has a pressure power. They holds the veto over its subsidiaries Budget Workplan (Rencana Kerja Anggaran/RKA). The Budget Plan includes payrolls, operational cost, and many other item budgets. PT PLN, the mother company, holds the right to cut the payroll item in the Budget plan of its subsidiaries. If that should happen, PT Indonesia Power as a subsidiary of PT PLN will not be able to do anything. It means, whatever is agreed in the CBA of PT Indonesia Power will not be implemented.

If that happens, is it a coercion? A coercion to ratify PT PLN’s CBA is a union busting, a new version. The union still exists, but is no longer able to negotiate the requirement. There is also a potential violation of article 1320 of the Civil Code on the conditions that are required for the validity of agreements, specifically on the condition of the parties in agreement. There must be consent of the individuals who are bound thereby, meaning no coercion nor fraud; capacity to conclude an agreement, a specific subject, and an admissible cause. Should this happen in PLN Group, other companies will follow.

The spirit of a CBA negotiation is improvement, to be “More or Equal”. However, this time, it leads to a deterioration. The negotiation is done to accomodate the Director Regulation No. 30. Although in that regulation, there are lower qualities of benefits compared to what is applicable in PT Indonesia Power currently.

PT Indonesia Power workers support the union’s negotiation team. They do not want to lose the benefits that they have been having. The support is expressed in a social media simultaneous status with a poster of “We Support PPIP in Collective Bargaining Agreement! More or Equal,” and a hashtag #WeStandWithPPIP.

The support proves that this negotiation will be monitored by thousands of PPIP members all over Indonesia. In addition to that, union and other workers are scrutinizing what is happening in PT PLN Group. They do not want what is suspected as a new style of union busting to happen in other workplace, in or outside PLN Group.

Sekretaris PSI Asia Tenggara Memberikan Selamat Atas Penandatanganan PKB di PT PLN Persero

Bro Ian Mariano, Sekretaris PSI Asia Tenggara mengirimkan ucapan selamat melalui pesan video kepada teman-teman SP PLN atas selesainya perundingan dan penandatangan Perjanjian Kerja Bersama (PKB) mereka.

Dibawah ini terjemahan pesan video beliau dalam bahasa Indonesia.

Atas nama PSI-Kantor Asia Tenggara, Saya dengan tulus dan sepenuh hati mengucapkan SELAMAT!

Akhirnya, setelah sepuluh tahun SP PLN berhasil menegosiasikan dan menandatangani Perjanjian Kerja Bersama (PKB).

Saya ingin mengucapkan selamat kepada Bro Abrar Ali, Ketua Umum SP PLN dan tentu saja Bro Bintoro, Sekretari Jenderal SP PLN dan seluruh pimpinan unit kerja yang telah bekerja keras demi tercapainya tonggak penting dalam sejarah SP PLN.

Saya yakin semua di SP PLN memiliki peran penting dalam proses tercapainya kesepakatan ini.

Saya menyadari bahwa perjanjian ini sudah melalui perjalanan panjang, terjal, dan melelahkan. Saya juga yakin teman-teman di SP PLN telah berjuang dan menunggu dengan sabar, berusaha terus saling membantu mengkonsolidasikan seluruh serikat di dalam PLN. Dan saya yakin konsolidasi itulah yang membuka jalan bagi SP PLN untuk menjadi lebih kuat dan di saat yang sama membesarkan keanggotaan, untuk menguatkan posisi dan melalui PKB, memberikan anggota kondisi hidup dan kondisi kerja yang lebih baik dan mendorong serta melindungi hak-hak mereka.

Selama ini kita sudah berhasil dan saya tahu bahwa banyak di antara kita yang menunggu penuh harap kesepakatan dalam PKB ini.

PKB adalah alat fundamental bagi kita SERIKAT untuk mewujudkan tempat kerja dan kehidupan yang lebih baik.

Dengan demikian, saya ingin sekali lagi mengucapkan selamat kepada teman-teman semua atas keberhasilan usaha ini dan saya harap ini hanyalah permulaan dari perjuangan kita untuk mewujudkan layanan publik berkualitasn dan tetap berada di tangan publik.

Salam solidaritas!

Berjuang lagi untuk PKB, siapa takut!

Konferensi Pers DPP SP PLN Persero pada tanggal 31 Maret 2021 dipimpin oleh Ketua Umum, M. Abrar Ali.
Konferensi Pers DPP SP PLN Persero pada tanggal 31 Maret 2021 dipimpin oleh Ketua Umum, M. Abrar Ali.

Penulis: Kusmiati Nur Apriani, SPEE-FSPMI

Satukan Langkahmu. Tetap Semangat. Jangan Kasih Kendor. Bunyikan slogan”Menyerah atau Kami Habisi!.

Ya, berawal dari slogan tersebut sepertinya perjuangan memang harus terus digencarkan. Kenapa?

Lagi dan lagi perseroan di PLN menunda adanya kelanjutan perundingan PKB, berdasar release yang dikeluarkan perseroan di PLN Kita Newsletter Edisi 623 – 14 April 2021. Sebenarnya bermula dari adanya keberpihakan serikat pekerja baru yang didalamnya distrukturi oleh oknum pejabat tertentu.

Release yang dikeluarkan pihak Perseroan adalah tak lain reaksi dari Konferensi Pers dan Press Realese SP PLN pada Selasa, 31 Maret 2021 di Hotel Santika Bogor Jawa Barat tentang rencana Aksi Mogok yang akan dilakukan SP PLN jika perseroan tak juga ambil sikap untuk melanjutkan perundingan PKB.

Sikap aksi yang diambil tak lain adalah bentuk dari kekesalan SP PLN sendiri terhadap perseroan yang seolah-olah menyepelekan dan tutup mata terhadap hal itu.

Dalam release tersebut memang masih menggunakan bahasa yang terselubung menutupi bahwa perseroan tidak salah tetapi tetap saja terasa adanya rasa keberpihakan

DPP SP PLN ternyata tidak terpancing sama sekali dengan adanya release tersebut, tetap pada strategi awal untuk terus maju dan berjuang melanjutkan perundingan PKB, dengan harapan anggota dan pengurus SP PLN tetap rapatkan barisan juga semangat mendukung langkah ini.

Melalui komunikasi yang baik dari DPP SP PLN kepada instansi atau jaringan serikat pekerja/buruh guna membentuk konsolidasi eksternal dengan tujuan tak lain agar pesan dan aspirasi dapat dipahami oleh Direksi PLN.

Pada RAPIMNAS SP PLN secara Online Virtual yang telah dilaksanakan pada tanggal 12 April 2021 dimana DPP SP PLN akan melaksanakan Penggalangan Dana Perjuangan dan Diklat Dasar-Dasar Organisasi bagi semua pengurus SP PLN dari Sabang sampai Merauke

Tujuannya adalah menyamakan persepsi dan sudut pandang. Hal ini dilakukan dalam rangka Konsolidasi dan Koordinasi bilamana Perseroan masih mengambil sikap yang ambigu dan SP PLN terpaksa harus mengambil hak mogoknya.

Tidak ada usaha yang menghianati hasil, karena kuncinya hanya pada solidaritas anggota dan pengurus itu sendiri, PKB adalah tujuan utama untuk kesejahteraan bersama jadi teruslah memperjuangkannya sampai titik terang itu terlihat.

Training Perjanjian Kerja Bersama bagi pemimpin serikat pekerja

Bertempat di Hotel Santika Bogor dari tanggal 29-31 Maret 2021, 29 orang peserta mewakili SP PLN Persero, SP PJB, PP Indonesia Power, Federasi Serbuk dan SPEE-FSPMI mengikuti kegiatan ini.

Trainining ini diselenggarakan untuk mempersiapkan serikat pekerja dan membantu mereka dalam mempromosikan pemahaman komprehensif tentang PKB. Dua narasumber dari Asosiasi Jurudidik Pekerja (AJP), bung Chandra Mahlan dan bung Sulistiyono membantu kantor proyek memfasilitasi kegiatan training ini.

Ada 5 tujuan yang ingin kita capai dalam training ini yaitu:

  • Meningkatkan pemahaman peserta tentang proses perundingan bersama dan dinamika meja perundingan dan mengidentifikasi strategi dan keterampilan untuk meningkatkan peluang mereka tidak hanya untuk sukses di meja perundingan, tetapi juga untuk hubungan manajemen tenaga kerja yang produktif jangka panjang.
  • Memahami hukum dan peraturan yang terkait dengan peningkatan kondisi kerja dan bagaimana mempertahankan kepentingan pekerja
  • Memahami sistematika PKB dan cara menulis serta menyiapkan isinya
  • Mendapatkan pengalaman negosiasi dan dinamika meja perundingan melalui permainan peran
  • Memahami sengketa PKB yang mungkin akan muncul

Bagi serikat pekerja, perjanjian kerja bersama (PKB) adalah bentuk kekuatan kolektif pekerja untuk melindungi kepentingan mereka dengan menyimbangkan kekuatan pekerja dengan pengusahanya. PKB menyediakan peluang dan cara bagi pekerja untuk membela, melindungi dan meningkatkan standar kehidupan mereka di tempat kerjanya. Dalam proses perundingan, secara implisit PKB membutuhkan pengakuan dari kedua belah pihak, tetapi seringkali, pengusaha mencegah serikat pekerja untuk menggunakan hak kolektif ini atau undang-undang dan peraturan memiliki kriteria untuk serikat pekerja dalam mewakili pekerja dalam melaksanakan hak berunding ini, terutama ketika terdapat banyak serikat pekerja dalam satu perusahaan.

PKB bisa menjadi indikator utama kesuksesan serikat pekerja di tempat kerjanya. Oleh karena, melalui pelatihan ini dan nantinya akan dilanjutkan di masing-masing serikat pekerja peserta, akan tumbuh PKB-PKB baru atau perbaikan nilai kualitas isi PKB mereka saat ini.


Presentasi (Bisa digunakan dengan bebas untuk kepentingan pendidikan, tetapi kalau mau memperbanyak/menggunakan bahan presentasi ini, mohon ijin disampaikan kepada pembuat presentasi ini)

Pekerja HPI siap maju perundingan PKB

Tanggal 21 Desember 2020 lalu Bayu Prastyanto, PUK SPEE-FSPMI HPI DKI Jakarta melaporkan bahwa mereka telah menyerahkan surat permohonan permintaan perundingan Perjanjian Kerja Bersama (PKB) ke manajemen HPI pusat. Peristiwa ini menjadi sangatlah penting bagi serikat pekerja HPI untuk menggunakan hak berorganisasi dan Hak Berunding guna menyepakati kondisi dan syarat-syarat kerja yang lebih baik bagi pekerja HPI dimanapun. PKB ini akan menjadi langkah besar bagi mereka, karena melalui PKB terlindungi kepentingan pekerja di tempat kerja dan peningkatan kesejahteraan pekerja dan keluarganya.Semoga itikad baik mereka disambut baik oleh manajemen, dan perundingan PKB dapat direalisasikan!


Trainer of Trainer: Perjanjian Kerja Bersama

Bertempat di Hotel POP Sangaji Yogyakarta, Federasi SERBUK mengadakan pelatihan Training of Trainers Perjanjian Kerja Bersama (PKB). Pelatihan yang akan diselenggarakan selama 2 hari pada 7-8 November 2020, diikuti oleh 30 peserta dari serikat pekerja anggota (SBA) yang berasal dari Yogyakarta, Semarang, Demak, dan Karawang.

Pelatihan ini, setidaknya memiliki dua tujuan, yaitu: memberikan bekal kepada peserta untuk memahami permasalahan PKB dan mendorong mereka untuk mampu memberikan pelatihan serupa kepada anggota di perusahaan.

Pada sesi pengantar, Khamid Istakhori sebagai fasilitator mengajak peserta untuk mendiskusikan PKB sebagai kepentingan para pekerja. Hubungan antara pekerja dengan pengusaha merupakan pertukaran kepentingan. Apa yang disebut dengan kepentingan? Kepentingan adalah sesuatu yang ingin kita dapatkan dan melebih hak-hak normatif. Setiap orang memiliki kepentingan dan akan berusaha untuk mendapatkannya. Baik pekerja dan pengusaha, masing-masing memiliki kepentingan. Mari kita pelajari, apa kepentingan pekerja dan apa kepentingan pengusaha. Kepentingan-kepentingan tersebut dirumuskan menjadi tuntutan yang disampaikan kepada pihak perusahaan untuk dirundingkan. Untuk mendapatkan hasil perundingan yang sesuai dengan tuntutan pekerja, tentu saja dibutuhkan serikat pekerja yang kuat. Melalui pelatihan ini, SERBUK berharap akan tercapai penambahan PKB di berbagai perusahaan.