The Company is also currently involved in the development and management of hotels and serviced apartments, industrial estates, small residential clusters, and golf and sports club. Our development of approximately 1,000 ha of land in Jakarta and Surabaya have resulted in the creation of more than 15,000 types of homes that are prestigious and innovative. In the process, we have employed 1,300 employees and established a proven track record.
The history of Intiland stretches back to early 1970s when the founder of Intiland, Hendro S. Gondokusumo involved in development activities of several housing compounds in Jakarta and Surabaya. Such compounds include Cilandak Garden Housing in South Jakarta and Darmo Satellite Town in Surabaya. Moving on, the development led to the construction of our iconic, flagship building, Intiland Tower Jakarta in 1984. In 1990, another significant milestone recorded as the Company was listed on the Indonesia Stock Exchange.
Throughout our long and illustrious history, we have earned the distinction of being an innovative and trendsetting company. As apparent in one of our developments, Pantai Mutiara, a 100 ha luxury sea front township in North Jakarta launched in 1989. Built on mostly reclaimed land with a waterway running throughout its length, the development was regarded as the first of its kind. With the project growing to full maturity,the Company made use of the remaining balance of 11 ha land bank in Pantai Mutiara to start its next iconic project, The Regatta. Iconic and ultra luxurious, this high-rise condominium is designed by renowned Tom Wright of WS Atkins Consultant, the man responsible for The Burj Al Arab in Dubai. In Surabaya, the Company's innovative and prestigious development came in the form of Graha Famili, a 280 ha luxury township in West Surabaya. Integrated within an 18-hole golf course, the lifestyle township was a success, apparent in the fact that its land value is comparable to those in Surabaya's CBD area.
The 1997 Asian Financial Crisis hit the Company hard. The Company's position as one of Indonesia's top development companies was challenged. Relying on the strength of its products, the Company managed to maintain its operations with self-sufficient cash flow. Actively seeking to restructure the loans, the Company offset unsustainable loans by selling its assets and offering them to creditors while still continuing to pay interest. During those period, there was no staff retrenchment. The management committed to settle debts with all contractors as well.
In July 2007, the Company underwent financial restructurization when, Truss Investment Partners Pte Ltd of Singapore and Strands Investment Ltd collectively acquired and converted IDR 1.1 Trillion of outstanding debts into IDR 2.2 Trillion of new shares, equivalent to 70.23 % of ownership in the enlarged share capital of the Company. Another change of note was the Company's name, now known as 'PT Intiland Development Tbk'.
In response to the 2008 global credit market turmoil, the anagement made the decision to delay and scale back on some of the Company's projects. One project in particular was the high-rise project in Gandaria. During that year, business volume was relatively low. With the global economy on the mend and Indonesia's continuous strong economic growth path, Intiland believed that in the medium and long term range, real estate business would be highly favoured by the macro-environment. Correspondingly, Intiland embarked on an aggressive fiveyear business strategy taking advantage of the situation. As part of this strategy, Intilandlaunched several new projects and acquired significant new land banks.
In 2009, as the Indonesian economy remained resilient in its growth, the company achieved a significant increase in terms of growth and revenue compared to the previous year.
Revenues for Intiland in 2009 came from, among others, sales of houses and land parcels in Graha Famili and Taman Semanan Indah, recognized sales of apartment at The Regatta and high rental yield from Intiland Tower Jakarta. Other business segments gave steady contributions to the company as well. To effectively manage its enlarged project portfolio, Intiland re-organized some of its projects into business segments as opposed to its current structure of assets in Jakarta and Surabaya. Intiland's management went on to rationalize its portfolio by divesting assets that has been identified as non-core, low yielding and mature. This enables Intiland to shift its resources and capital into higher yielding and more scalable projects.
In 2010, Intiland successfully executed strategy that resulted in the increase in the Company's project portfolio and land bank, leading to tremendously improved financial performance. Year 2010 marked the launch of 1Park Residences in South Jakarta and the inception of the development of 80-ha Graha Natura in Surabaya. In the same year, Intiland entered the hospitality industry by opening the Company's first hotel chain, Whiz Hotel in Yogyakarta. With firm determination, Intiland has been set out on expanding more of its chain hotels throughout the archipelago.
Riding on the Indonesia's improved economy, Intiland also gained a staggering accomplishment in 2010 with the figure of net income numbered twelve times bigger than that recorded in the previous year. It's a large stride, indeed, that Intiland has managed to accelerate its business performance while staying at the forefront in the Indonesian property industry.
Corporate HR Recruitment and Development Staff
Responsibilities:
- This position will be in charge for all recruitment jobs starting from posting vacancy, screening candidates, written test, and arrange interview schedule.
- Execute day to day activities of Recruitment, Selection and also Assessment.
- Prepare and create reports related to Recruitment, Selection Assessment activities.
- Able to design effective recruitment strategy for different positions, starting from sourcing strategy to selection & placement.
- Orientation of new employee
- Designing and managing the training of employees for each function & division
- Identifying and determining training needs analysis based on competencies.
- Design training curriculum and programs to address organization needs and employees growth based on competencies.
- Manage and organize all resources (budget, people, tools/ equipment) to support training & development program to maximize the result
- Reporting to Corporate Recruitment & Development Dept. Head
- Bachelor degree in Psychology,
- 1 years of experience in recruitment and training of human resources function
- Strong knowledge and skill of Psychology tools as well as professional report
- Fluent in English both oral & written
- Familiar with MS Office
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