JAMSOSTEK STRATEGY TO ENHANCE PARTICIPANTS AND REVENUE

• Main Author: FIRDAUS (NIM : 29108363) ; Pembimbing: Alibasjah I. Soedjarno, MM, FIRMAN
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18503
• Institution: Institut Teknologi Bandung

PT Jamsostek (Persero) has been given task as Labor Social Security Bureau based on Government Rules number 36, 1995. Accordingly, it has had vision and mission to provide quality social security for all workers in Indonesia, encompassing Work-Related Accident Benefit, Death Benefit, Healthcare Benefit, and Provident Fund Benefit. Jamsostek has been showing impressive financial records these past several years. Its earnings in 2011 showed 12% growth comparing one in 2010. Its liquidity, solvability, rentability, including TATO and claim ratio has showed good in these past several years. Nevertheless, its participants has been staying low even though there is gigantic market that it has had (33% active participants in its Formal Market, 1% participants in its Informal Market). There has been likely that many participants has been practicing fraud (40% participants has been practicing PDS Worker/Wage; including Non Active Participants proportion has increased these past several years). Other strategic issue are the need for transforming compulsory paradigm to become need-driven one in acquiring Jamsostek’s participants, and contingent implication of becoming BPJS for Jamsostek’s productivity. In relation to abovementioned strategic issue, several roots of problem are inventoried, which are low law enforcement; low communication, socialization and promotion; Jamsostek’s infrastructure readiness in supporting growth strategy and implementing SJSN Act; and Jamsostek’s readiness in handling possibility of its being merged to other BPJSs. To answer strategic issue and roots of problem above, Growth Strategy is chosen. This growth strategy encompasses market penetration and product improvement, along with keeping internal consolidation continued. The considerations are gigantic market potentials, SJSN Act, functional infrastructure readiness (database, IT, HR and culture internalization) including quite impressive service line to serve Informal market as of capital to step into Growth Strategy. Internal consolidation in the form of developing functional infrastructure continuous to undergo to support the attainment of Growth Strategy. Next, the general strategy generates policies which focus on enforcing law for member practicing fraud; communicating massively; enhancing service excellence, encompassing proliferating product line, increasing investment return, and attaining operational excellence by developing infrastructure continuously (IT as preparation of e-commerce, HR for internalizing performance and competency culture, and Good Corporate Governance) The Action Plan made focuses on steps that need to be taken to increase active participants, decrease fraud participants, and increase participants in Informal Market. These include steps needed for preparing HR, IT and corporate culture to welcome transformation of Jamsostek to become BPJS in 2015