Eka Muchamad Taufani - (TVRI)

After the high-profile graft case involving comedian Mandra Naih came to light, TVRI directors were reluctant to talk to the media. After several attempts, The Jakarta Post managed to interview TVRI'€™s new director for general affairs, Eka Muchamad Taufani. He welcomes the merger plan with RRI but opposes the idea of merging all organizational levels. Here are some excerpts from the interview:

Question: What were the issues blocking the RTRI (Radio and Television of the Republic of Indonesia) bill from being passed last year?

Answer: From what I have learnt so far, among the highlighted issues were those related to the format of the organization and the management of human resources after a merger.

Why is the organizational format a significant issue?

The state recognizes only certain types of state bodies. We are in the process of seeking the best form for RTRI. Some have suggested that RTRI should be a LNPK (non-ministerial state body) or LNS (non-structural state body). However, state administrative expert Refly Harun suggested that RTRI should be considered a special body so it might have the flexibility to determine its own organizational format.

What about the issues related to human resources management?

From TVRI'€™s point of view, the merger should be limited to director level. All operational levels should be left as they are now. Why? Because TVRI and RRI have distinctive characteristics. On the one hand, TVRI works in audio-visual. On the other hand, RRI people are used to working only with audio. This is not only about skills; it'€™s also about equipment. RTRI in the future will have its television division, which consists of today'€™s TVRI and all of its organizational structures and human resources management, and a radio division consisting of RRI.

If the merger were limited to top-level management, what would be the difference?

In terms of budget control, for example, it would be easier. Policy-making would also be more effective.

Some lawmakers have suggested that the merger should lead to a slimmer organization. Do you agree?

There have been suggestions that RTRI should have only one technical director. Currently, TVRI and RRI have their own technical directors. That would be efficient in terms of employee numbers. But what about efficiency in terms of workload? TVRI'€™s current directors are already overloaded working on our plan to adapt to the digital era. I cannot imagine how heavy their workloads would be if they were tasked to deal with both television and radio. You may gain an advantage in one aspect, but that advantage could be negated by the negative impacts. We tend to adopt a more realistic approach. TVRI has also been working on expanding its digital channels. Unlike analog, digital signals allow us to have multiple channels. Working on one digital channel has already consumed much energy and human resources. I understand there have been suggestions that TVRI has too many '€œdisguised'€ positions and uneven job distribution. We are engaged in large-scale repositioning to address those issues. There is no need to worry about layoffs. In fact, we'€™re looking to recruit more staff for our digital channels.

RRI and TVRI workers are opposed to a merger because they would have to leave their years-long comfort zones. Is that true?

Everyone has the right to his or her own view. Our focus is on how best to serve the country and its people.

What about good governance issues in the wake of the graft case involving Mandra?

My answer will be brief: TVRI has a system to control procurement. The problem is how to implement it properly. As general-affairs director, I have initiated the implementation of key performance indicators, management contracts and integrity pacts.

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