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 Produksi
Production

“Tingkat rata-rata rendemen CPO Lonsum pada tahun 2004, merupakan salah satu yang tertinggi di dunia.”
“The average CPO extraction rate achieved by Lonsum in 2004, one of the highest in the world.”

24.4 %

Brian John Dryer - Direktur Manajemen Produksi, Operasi / Managing Director, Operations

based on : LONSUM • 2004 Annual Report

IKHTISAR OPERASIONAL
OPERATIONAL HIGHLIGHTS

IKHTISAR OPERASIONAL/ OPERATIONAL HIGHLIGHTS; 2004-2005
Kegiatan operasional Lonsum mencakup pengelolaan perkebunan dari tahap pengembangan hingga tahap produksi; pengoperasian pabrik pengolahan minyak sawit dan produk turunan sawit, karet remah, biji kakao, kopi dan teh; engineering dan sistem pengelolaan proyek maupun pengendalian seluruh kegiatan perkebunan dan pabrik pengolahan, termasuk prasarana pendukungnya seperti jalan, perumahan dan sarana umum di sekitar perkebunan. Selain itu, Lonsum juga mengoperasikan fasilitas penelitian dan pengembangan yang berkonsentrasi pada kegiatan pembibitan dan persemaian, proteksi tanaman, serta pengendalian dampak lingkungan dan pencapaian proses pengembangan yang berkelanjutan. Lonsum grows and produces oil palm, rubber, cocoa , tea, coffee and coconuts over vast areas of North and South Sumatera, East Kalimantan, South Sulawesi, East and West Java. Lonsum’s operations encompass the initiation, development and ongoing management of plantations; the operation of factories to produce crude palm oil, other palm products, crumb and sheet rubber, cocoa, coffee, and tea; the engineering design and project management of major factory and infrastructural developments. In addition, Lonsum operates a dedicated world- lass research facility that provides seedlings with superior genotypes, crop protection, and environment expertise to achieve sustainable development standards.
 
Lahan Perkebunan
Estates
“Sejak tahun 2004 Lonsum telah mulai mengelola kembali lahan-lahan perkebunan sawit dan karet yang sempat terabaikan.” “Since 2004 Lonsum has began to bring back under proper cultivation
very large areas of hitherto abandoned oil palm and rubber plantations.”

Kemajuan Utama Perkebunan di Tahun 2004

  • Setelah sempat dihentikan, kini lebih dari 3.500 ha
  • lahan kelapa sawit baru mulai dikembangkan.
  •  Sekitar 1.400 ha lahan inti mulai ditanami.
  • Yield/ha TBS kebun sawit inti usia produktif meningkat 14% dibanding tahun 2003.
  • Yield/ha karet olahan kebun inti usia produktif meningkat 6% dibanding 2003.
  • Yield/ha karet olahan kebun plasma meningkat 10%.
  • Yield kakao meningkat 2% dari 2003.
  • Yield teh meningkat 3%.

Estate Key Physical Progress in 2004

  • From a standing start, over 3,500 ha of new inti oil palm planted.
  • Nearly 1,400 ha of new inti planted.
  • FFB yield/ha from mature inti oil palm increased by 14% compared to 2003.
  • Dry rubber yield/ha from mature inti estates increased by 6% over 2003.
  • Dry rubber plasma yield/ha rose by 10%.
  • Cocoa yield up 2% compared with 2003.
  • Tea yield up 3%.
Lonsum memiliki dan mengoperasikan areal perkebunan seluas 65.578 hektar yang tersebar di berbagai penjuru nusantara, dan kini tengah mengupayakan pengembangan perkebunan plasma seluas 31.553 hektar, yang hasilnya akan diolah di pabrik Lonsum sesuai dengan perjanjian kontrak. Lonsum owns and manages 65,578 hectares of estate land across Indonesia, and has initiated and nurtured the development of a further 31,553 hectares of small-holder developments, the primary products from which are contracted to be processed at Lonsum’s factories.
Perkebunan kelapa sawit merupakan lahan usaha Lonsum terbesar, dengan luas areal 41.870 hektar di Sumatera Utara, Sumatera Selatan dan Kalimantan Timur. Perkebunan karet meliputi lahan seluas lebih dari 17.600 hektar terutama terletak di Sumatera Utara, Sumatera Selatan dan Sulawesi Selatan. Perkebunan kakao mencakup areal seluas kurang lebih 4.400 hektar dari lahan yang ditanami, dan perkebunan teh seluas hampir 600 hektar di dataran tinggi Jawa Barat yang subur. Oil palm estates account for the largest area of Lonsum’s landbank, totalling 41,870 hectares of plantations in North and South Sumatera and in East Kalimantan. Rubber estates account for a total area of more than 17,600 hectares located primarily in North and South Sumatera, and South Sulawesi. Cocoa estates occupy slightly more than 4,400 hectares of the planted area, and tea estate are confined to a little under 600 hectares of high land area in West Java.
Lebih dari 85% keseluruhan areal perkebunan karet, kakao dan teh berada pada tahap menghasilkan. Sementara 27.359 hektar perkebunan kelapa sawit di Sumatera Utara merupakan kebun produktif dengan prasarana yang sudah tertata rapi. Sisanya seluas 9.277 hektar sebagian besar merupakan perkebunan kelapa sawit yang baru mulai matang dalam berbagai tahap pengembangan di Sumatera Selatan dan Kalimantan Timur. Over 85% of the planted areas of rubber, cocoa and tea are mature estates. Of the oil palm estates, 27,359 hectares in the North Sumatera plantations are mature estates supported by a largely established infrastructure. The remaining 9,277 hectares are largely mature oil palm estates in various stages of development in South Sumatera and East Kalimantan.

Lokasi Perkebunan / Estates Locations

Nucleus Estates
No. Estates Names District Province Description
1. Dolok Asahan North Sumatera Oil Palm Estate
2. Gunung Malayu Asahan North Sumatera Oil Palm Estate
3. Begerpang Deli Serdang North Sumatera Oil Palm & Rubber Estate
4. Rambong Sialang Deli Serdang North Sumatera Oil Palm & Cocoa Estate
5. Sei Merah Deli Serdang North Sumatera Oil Palm Estate
6. Si Bulan Deli Serdang North Sumatera Oil Palm & Rubber Estate
7. Bungara Langkat North Sumatera Oil Palm Estate
8. Turangie Langkat North Sumatera Oil Palm Estate
9/ Pulo Rambong Langkat North Sumatera Oil Palm Estate
10. Sei Rumbiya Labuhan Batu North Sumatera Oil Palm & Rubber Estate
11. Bah Bulian Simalungun North Sumatera Oil Palm & Rubber Estate
12. Bah Lias Simalungun North Sumatera Oil Palm, Cocoa & Coconut Estate
13. Bukit Hijau Musi Rawas South Sumatera Oil Palm Estate
14. Belani Elok Musi Rawas South Sumatera Oil Palm Estate
15. Batu Cemerlang Musi Rawas South Sumatera Oil Palm Estate
16. Gunung Bais Musi Rawas South Sumatera Oil Palm Estate
17 Ketapat Bening Musi Rawas South Sumatera Oil Palm Estate
18 Riam Indah Musi Rawas South Sumatera Oil Palm Estate
19. Sei Kepayang Musi Rawas South Sumatera Oil Palm Estate
20. Sei Lakitan Musi Rawas South Sumatera Oil Palm Estate
21. Terawas Indah Musi Rawas South Sumatera Oil Palm Estate
22. Sei Gemang Musi Rawas South Sumatera Oil Palm Estate
23. Tulung Gelam Ogan Komering Ilir South Sumatera Rubber Estate
24. Kubu Pakaran Ogan Komering Ilir South Sumatera Rubber Estate
25 Bebah Permata Ogan Komering Ilir South Sumatera Rubber Estate
26. Kertasarie Bandung West Java Tea Estate
27. Treblasala Banyuwangi East Java Cocoa & Coffee Estate
28. Balombissie Bulukumba South Sulawesi Rubber Estate
29. Palang Isang Bulukumba South Sulawesi Rubber Estate
30. Pungkol Minahasa North Sulawesi Cocoa & Coconut Estate
31. Tirta Agung Musi Banyuasin South Sumatera Oil Palm Estate
32 Budi Tirta Musi Banyuasin South Sumatera Oil Palm Estate
.33. Suka Damai Musi Banyuasin South Sumatera Oil Palm Estate
34 Arta Kencana Lahat South Sumatera Oil Palm Estate
35. Kencana Sari Lahat South Sumatera Oil Palm Estate
36. Pahu Permai Kutai Barat East Kalimantan Oil Palm Estate
37. Pahu Makmur Kutai Barat East Kalimantan Oil Palm Estate
38. Jelau Makmur Kutai Barat East Kalimantan Oil Palm Estate
39. Sari Jempang Kutai Barat East Kalimantan Oil Palm Estate
40. Isuy Makmur Kutai Barat East Kalimantan Oil Palm Estate

 

Plasma Estates
No. Estates Names District Province Description
1. Air Bening Musi Rawas South Sumatera Oil Palm Estate
2. Bukit Hijau Musi Rawas South Sumatera Oil Palm Estate
3. Dwi Makmur Musi Rawas South Sumatera Oil Palm Estate
4. Ekasari Musi Rawas South Sumatera Oil Palm Estate
5. Marga Sido Musi Rawas South Sumatera Oil Palm Estate
6. Muara Kelingi Musi Rawas South Sumatera Oil Palm Estate
7. Pelita Jaya Musi Rawas South Sumatera Oil Palm Estate
8. Tirta Agung Musi Banyuasin South Sumatera Oil Palm Estate
9. Suka Damai Musi Banyuasin South Sumatera Oil Palm Estate
10. Arta Kencana Lahat South Sumatera Oil Palm Estate
11. Bebah Permata Ogan Komering Ilir South Sumatera Rubber Estate
12. Kubu Pakaran Ogan Komering Ilir South Sumatera Rubber Estate
13. Tulung Gelam Ogan Komering Ilir South Sumatera Rubber Estate
14. Tibona Bulukumba South Sulawesi Rubber Estate

 
Bangkit Kembali. Tantangan utama yang dihadapi Direktorat Operasional Lonsum adalah upaya pemulihan aset perkebunan yang sempat terbengkalai, kurang dimanfaatkan atau belum dikembangkan secara maksimal sejak krisis moneter tahun 1997. Hal lain yang juga merupakan tantangan adalah bagaimana meningkatkan kualitas pengelolaan serta pengembangan perkebunan inti maupun plasma di Sumatera Selatan dan Kalimantan Timur. Renewal. The main challenge facing Lonsum’s Operations Directorate is two fold. First, the restoration of estate resources that had been abandoned, underutilised or underdeveloped since the onset of the Asian financial crisis in 1997 and, second, the proper and professional development of the outstanding inti and plasma land in South Sumatera and East Kalimantan.
Dengan demikian, Lonsum mengerahkan sumber dayanya bagi upaya (i) mempertahankan yang baik (lahan, aset, proses maupun personil), (ii) meninggalkan segala sesuatu yang kurang baik berdasarkan keyakinan bahwa hanya produsen komoditas terkemuka di dunialah yang mampu berkembang dalam jangka panjang, dan (iii) melangkah ke depan dengan segenap daya dan upaya. As such, Lonsum’s skill now is (i) to hold on to what is good (whether land, assets , processes or people), (ii) to relinquish what is less good, confident in the knowledge that only the world’s best food-commodity producers will flourish in the longer term, and (iii) to then move energetically forward.
Agar dapat memahami kondisi yang dihadapi Lonsum saat ini, kita perlu menengok ke belakan sejenak. Pada awal dan pertengahan tahun 90an, di tengah pesatnya pertumbuhan ekonomi Indonesia, hampir semua perusahaan perkebunan berlombalomba membeli lahan untuk perluasan usaha. Tidak ketinggalan, Lonsum pun membeli puluhan ribu hektar lahan kosong di Sumatera Selatan dan Kalimantan Timur. Thus an understanding of the past enriches the decisions we are making today. During the early and mid 1990’s, with Indonesia enjoying rapid economic growth, there was a huge rush by most major plantation companies to acquire and develop new land for expansion. Lonsum was no exception, acquiring vast tracts of uncultivated land in South Sumatera and East Kalimantan.
Pada tahun 1996 Lonsum mencatatkan saham di bursa efek untuk menggalang dana bagi pengembangan lahan barunya. Dana tambahan juga diperoleh dari pinjaman bank dan kreditur lainnya. In 1996, Lonsum went to the market to raise some of the capital needed to develop these lands. It borrowed the balance of the finance from banks and other creditors.
Kemudian krisis moneter datang melanda. Lonsum harus memikul beban hutang yang mendadak membengkak dan terpaksa menahan laju pengembangannya di Sumatera Selatan dan Kalimantan Timur, dan berkosentrasi pada lahan yang lebih produktif di Sumatera Utara dengan dana investasi dan perawatan yang minim. Setelah proses restrukturisasi di tahun 2004, Lonsum kembali menggiatkan usaha perkebunan di Sumatera Utara sementara melanjutkan kegiatan pengelolaan yang sempat tersendat di Sumatera Selatan dan Kalimantan Timur. Then came the Asian financial crisis. As a result of which Lonsum was suddenly faced with balooning debts. Lonsum was forced to abandon some of its cultivations in South Sumatera and East Kalimantan, and use its limited cash to maintain the established plantations in North Sumatera, and even then with a minimum of replacement capital. By the time of Lonsum’s restructuring in 2004, the northern assets were operating normally whereas in South Sumatera and East Kalimantan, Lonsum resumed its development that had previously been curtailed.
Penggalangan Kembali Sumber Daya. Pada tahun 2004, sasaran jangka pendek Lonsum dalam memulihkan usahanya adalah menyelesaikan masalah-masalah yang diwarisi dari masa lalu dengan mendayagunakan pemanfaatan aset Perseroan secara maksimal dalam waktu yang sesingkat-singkatnya. Upaya ini mencakup sejumlah kegiatan pokok, yaitu (i) meningkatkan efektivitas pengelolaan perkebunan baik lahan pengembangan maupun lahan produktif, (ii) meningkatkan kapasitas pabrik selaras rencana pertumbuhan lahan panen, (iii) memperbaiki prasarana perkebunan maupun sosial seiring dengan rencana pertumbuhan, (iv) memanfaatkan keunggulan litbang dalam hal pembibitan dan perawatan tanaman, (v) mengembangkan sumber daya manusia, dan (vi) memperbaiki proses kerja. Empat kegiatan pertama merupakan tanggung jawab Direktorat Operasional Perseroan. Reharnessing Our Resources. In 2004, Lonsum’s immediate objective was to overcome the problems inherited from the past, in effect by reharnessing our resources in the quickest possible manner. This involved several major undertakings, including (i) the more effective management of both developingand mature estates, (ii) the matching up of factory capacities to raw material supply, (iii) the improvement of estate operational and social infrastructure to match the planned growth, (iv) the leveraging of value from our R&D superiority in seedlings and crop husbandry, (v) the enhancement of our human resources by investment in human capital, and (vi) the introduction of consistent, simple and uniform process in order to allow management the resource to manage effectively. The first four of these undertakings fall under the responsibility of Lonsum’s Operations Directorate.
Pengelolaan Lahan Perkebunan. Sejak tahun 2004 Lonsum telah mulai kembali mengelola lahan-lahan perkebunan sawit dan karet yang sempat terbengkalai. Perseroan telah merehabilitasi sekitar 14.000 ha perkebunan inti dan tengah berupaya mengelola 15.000 ha perkebunan sawit di Sumatera Selatan. Managing Our Estates. Since 2004, Lonsum has begun to bring back under proper cultivation very large areas of hitherto abandoned oil palm and rubber plantations. We have rehabilitated approximately 14,000 ha of inti estates and are in the process of reclaiming a further 15,000 ha of additional land for palm in South Sumatera.
Lonsum mulai membuka dan menanami lahan baru seluas 4.500 ha lebih, dengan rencana perluasan lahan sawit sebesar 8.000 ha dan lahan karet sebesar 1.000 ha di Sumatera Selatan, di luar 1.500 ha lahan sawit plasma baru di Kalimantan Timur untuk tahun 2005. Guna meningkatkan hasil plasma, Lonsum akan menawarkan program insentif baru kepada petani plasma untuk menambah volume TBS dan pasokannya ke Lonsum. We have recommenced clearing and planting activities on more than 4,500 ha of newly developed oil palm areas, with plans to plant 8,000 ha of additional oil palm and 1,000 ha of new rubber in South Sumatera, as well as 1,500 ha of
new plasma palm in East Kalimantan during 2005. To improve our plasma yields, we plan to introduce new incentive programmes for small holders to increase their yields and sales to our mills.

Secara umum, Lonsum telah meningkatkan standar penanaman, pemanenan maupun pengolahan. Lebih dari itu, hingga akhir tahun 2004 Perseroan telah mencatat kemajuan yang berarti dalam upayanya mengembangkan prosedur kerja (SOP) tertulis berdasarkan keahlian dan pengalaman di bidang perkebunan di Indonesia selama hampir seratus tahun. Guna meraih manfaat yang sebesar- besarnya, SOP akan disosialisasikan agar pemanfaatan serta kepatuhan pihak- ihak yang tercakup di dalamnya dapat lebih dioptimalkan. Kebijakan operasional tertulis akan memayungi penerapan SOP. Dengan pemaanfaatan SOP serta pemberdayaan sumber daya perkebunan yang lebih maksimal, diharapkan Lonsum dapat memenuhi visinya untuk menjadi perusahaan perkebunan kelas dunia. Overall, Lonsum has re-established high standards of crop cultivation, harvesting and milling. Moreover, by year end we were well advanced in the process of writing practical and extensive Standard Operating Procedures (SOP’s) as a manifestation of intellectual property acquired over nearly a hundred years of Indonesian plantation experience. To create real value, these SOP’s will be aggressively socialized and adherence to them will eventually be mandatory. They will also be overlaid by written operational policies. Leveraging value from these procedures and policies, complemented by the adequate delegation of resources to the estates, will ensure Lonsum moves towards its vision of becoming world class in all its operational areas.
Unit Usaha Strategis. Langkah konkrit ke arah sasaran tersebut di atas adalah membagi perkebunan Lonsum menjadi beberapa Strategic Business Unit (SBU) dan menempatkan seorang General Manager (GM) yang bertanggung jawab atas sasaran kinerja masing-masing SBU. Pada tahun 2004, Perseroan menambah empat GM yang ditunjuk berdasarkan proses seleksi yang ketat, sehingga jumlah keseluruhan GM menjadi sepuluh pada akhir tahun tersebut. Salah seorang GM juga memiliki tanggung jawab fungsional guna mengelola kebun sawit plasma Perseroan yang luas di Sumatera Selatan. Prioritas utama dalam waktu dekat adalah memecahkan berbagai masalah pertanahan yang diwarisi. Sebuah studi dilakukan sejak akhir tahun guna mengupayakan terobosan dalam skema usaha plasma agar dapat lebih menguntungkan baik bagi Lonsum maupun para petani plasma. Strategic Business Units. A concrete step towards achieving those objectives is the grouping of Lonsum estates into several Strategic Business Units (SBUs) with individual General Managers (GM’s) who are charged with the responsibility to deliver their respective business targets. In 2004, four additional GMs were appointed through a thorough process of merit selection, bringing the total number of Lonsum’s field GMs to ten by year’s end. One of GM’s also has functional responsibility for the effective management of the Company’s significant plasma areas in South Sumatera. An early priority is the resolution of a myriad of inherited land issues. An investigation to establish a bold way forward with plasma was underway at year end, with an objective to improve commercial performance of the scheme for both Lonsum and its smallholder farmers.
Sejalan dengan pekembangan SBU yang diharapkan, setiap GM akan memiliki wewenang untuk bertindak sesuai arahan yang diberikan untuk wilayahnya masing-masing, diperkuat dengan kontrak untuk mencapai sasaran minimumnya. As the SBU concept is developed, each GM will have clear delegated authority to act within guidelines within his area, and has agreed objectives, reinforced with a “contract” to deliver the necessary outcomes during the year.
Departemen Perencanaan & Pengendalian Kebun. Guna menjamin keseragaman informasi serta proses kerja di semua perkebunan yang tersebar di berbagai wilayah, Lonsum memiliki Departemen Perencanaan & Pengendalian Kebun yang bertugas menyediakan informasi ke manajemen senior maupun pelaksana kebun, serta melakukan pengawasan atas perencanaan dan pengendalian. Departemen ini berhubungan erat dengan fungsi keuangan Perseroan. Kebutuhan akan peningkatan komunikasi, terutama di kebun yang sedang dikembangkan, serta informasi manajemen yang akurat dan tepat waktu merupakan hal yang akan senantiasa penting bagi Perseroan. Estate Planning & Control Department. To ensure the uniform availability of relevant information and other processes across these geographically disparate estates, Lonsum also operates an Estate Planning and Control Department, supplying information to both senior and estate management, and providing the oversight for proper planning and control. This department links closely with the finance functions of the Company. The need for improved communications, especially in the developing estates, and timely and reliable management information are of continuing paramount importance.
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