Multi-Site Industrial-Relations Stabilisation Leader

The mandate

Four cement plants use contractors for maintenance, packing and quarry support under inconsistent conversion and tenure practices. Local grievances now challenge employment status, allowance access and supervisor treatment, while plant leaders have made informal promises. The role reports to the chief operating officer and will standardise contractor-management frameworks, establish formal grievance protocols and rebuild dialogue with site leadership and worker representatives.

The interim must take Jakarta command within seven days and lead fourteen months through case stabilisation, bargaining discipline and two major maintenance shutdowns. Recruitment for permanent national industrial-relations leadership starts once contractor cases and local commitments use a single governance route, anticipated in month eight. The successor will chair one cross-site representative forum and a shutdown workforce-readiness review during six weeks of overlap.

Handover requires contractor and employee populations, service and supervision facts, conversion and tenure cases, local promise register, grievance taxonomy, bargaining authorities, supervisor practices, site relationship plans and controlled communications. Two shutdowns must complete without unmanaged stoppage. The successor inherits litigation dependencies, open conversions, contractor procurements, precedents, union commitments and manager capability gaps.

The interim may stop informal commitments, centralise precedent-sensitive cases, require contractor evidence, deploy specialist teams and commit up to IDR 180 billion in approved stabilisation actions. Conversion, collective settlement, termination, contractor award, plant closure and legal position require authorised executives or counsel. Operations and safety leaders keep shutdown and production authority.

Procurement transformation, contractor licensing, payroll-system work, production optimisation and labour matters beyond the four plants remain outside scope. The seat owns industrial-relations evidence, contractor-workforce case governance, bargaining coherence, supervisor discipline, shutdown workforce readiness and succession. It cannot resolve disruption by promising universal conversion unsupported by work, contract and authorised policy.

Why this seat is open

One informal conversion promise created cross-site precedent and operational disruption, followed by the director’s resignation. Plants face distinct workforce histories but cannot manage nationally consequential cases in isolation. Temporary industrial-relations authority can restore consistent governance through two live shutdowns before permanent leadership inherits the network.

What you will own

• Reconcile employee, contractor, task, tenure, supervision, supplier and grievance populations across four plants.
• Classify conversion, allowance, treatment, representation and precedent cases through evidence and required authority.
• Establish national bargaining mandates, local negotiation boundaries, commitment logs and escalation for copycat demands.
• Repair supervisor and contractor-manager conduct through case standards, training, observation and consequence.
• Align maintenance shutdown workforce, access, skill, consultation and contingency planning with operations and safety.
• Track stoppage risk, grievance ageing, informal promises, contractor turnover and relationship health by site.
• Transfer controlled workforce population evidence, open cases, bargaining records, shutdown lessons and trained site employee-relations leadership capability permanently.

Candidate qualifications

• Held executive industrial-relations authority across multiple unionised heavy-manufacturing plants and large contractor workforces.
• Stabilised contractor conversion and employment-status disputes where local manager promises created enterprise-wide precedent risk.
• Governed complex grievances, collective bargaining and supervisor conduct through critical maintenance shutdowns and work stoppages.
• Distinguished procurement contracts, workplace supervision and employee-relations evidence without issuing legal conclusions.
• Worked credibly with unions, contractor employers, plant leaders and counsel under severe production and safety pressure.
• Handed permanent leaders consistent national case governance after observed shutdown, bargaining and grievance cycles.